A little girl came home from her first day at school and proudly exclaimed, “Mom, I was the brightest one in my class today!”

“That’s great, Janie,” her mother said, “but tell me how it happened.”

“Well,” Janie replied, “the teacher told each one of us to draw a picture on the blackboard, and then the others were to guess what the picture was. Mine was the only one no one could guess -- but I knew exactly what it was all the time.”

Ah, the confidence of youth. But adults know that knowledge works best when it is shared.

The world’s store of knowledge is growing at an ever-increasing rate, partly because more people are working to find more answers than ever before and partly because we have better tools for learning than ever before, such as the internet.

Knowledge is absolutely critical in business, especially when it comes to decision-making and innovation. In my experience, having a deep well of knowledge allows business leaders to make informed decisions that can steer their companies toward success and away from potential pitfalls.

When it comes to decision-making, knowledge about the market, competitors and internal operations helps leaders assess risks accurately and make decisions that mitigate potential negative impacts. Understanding industry trends and consumer behavior allows for the development of strategic plans that are forward-thinking and adaptable.

Knowing where to invest time, money and human resources can make or break a business. Knowledge helps prioritize these investments for maximum benefit.

In innovation, identifying opportunities is crucial. A thorough understanding of the market can reveal gaps and opportunities for innovation that can set a business apart. Knowledge of the latest technologies and customer preferences is crucial for developing new products or services that meet and exceed expectations.

Always keep a close eye on your competitors. What are they doing well? Where are they falling short? Use this information to find your competitive edge. Conduct thorough research to understand market demands and customer needs and preferences. This can include surveys, focus groups and analysis of consumer data.

Use customer insights to tailor your products or services to better meet the needs of your target audience. Align your marketing strategies with the preferences and behaviors of your customers. Personalize your communications and offers.

In a rapidly changing world, businesses must adapt to survive. Knowledge about emerging trends and technologies enables a business to pivot quickly and stay relevant.

In every aspect of business, from the way we interact with customers to the way we manage our teams, knowledge is the foundation upon which we build success. It is not just about having information; it is about having the right information and knowing how to use it effectively.

In my own career, I have seen the power of knowledge firsthand. By staying informed and continuously learning, I have been able to make strategic decisions that have kept my businesses agile and competitive. Knowledge has also been the key to fostering a culture of innovation, where new ideas are encouraged and nurtured.

In the world of business, knowledge isn’t just power -- it is profit, progress and the pathway to innovation.

Here's another story to illustrate my point. A history class was studying the Battle of Saratoga, which was probably lost because General William Howe chose to remain in Philadelphia. The teacher then asked the class to explain this major British defeat.

“Lack of no Howe,” answered a voice in the back of the room.

Don’t get caught in that same trap. If you have the “know-how” that will matter, go to where the action is. Sharing your knowledge with those around you makes everyone smarter. Be humble and remember this old saying: “Knowledge is like underwear. It is useful to have it, but not necessary to show it off.”

Because no one likes a smarty-pants.

Mackay’s Moral: Knowledge is the rocket fuel for business growth, but only if you ignite it with action.

A political candidate’s wife dropped heavily into an easy chair at home, kicked off her shoes and sighed, “Boy, what a day. I’ve never been so tired in my life.”

“Why should you be tired?" growled her husband. “Think of me making seven speeches to voters. You didn’t have to do that.”

“That’s right,” agreed the weary wife, “but remember, I had to listen to them.”

Public speaking is one of my favorite pastimes -- and it should be, considering all the speeches I’ve given over my lifetime. I’m often asked for advice on making effective and interesting presentations. Seems a lot of folks out there are fairly terrified at just the thought of speaking in public. Let me share a little secret: It wasn’t always easy for me either.

The day after I graduated from the University of Minnesota, my father, Jack Mackay, pushed me to join King Boreas Toastmasters in St. Paul, the oldest Toastmasters club in the United States.

This October, Toastmasters International will celebrate its 100th anniversary, and now boasts a membership of more than 364,000 in 16,600 clubs in 143 countries. Many formerly red-faced, white-knuckled speakers owe a debt of gratitude to Toastmasters, a club whose main purpose is to help members hone their public-speaking skills.

Along with that, members learn about preparation, appearance, self-confidence, self-esteem and thinking on their feet ... or how to be interesting. Toastmasters can help anyone in any profession because those skills are in universal demand. And with surveys showing that public speaking ranks at the top of the list of fears -- even above death -- a little refresher course is in order. You can reach Toastmasters at www.toastmasters.org.

Many of my good friends on the knife-and-fork circuit in the National Speakers Association tell me they are asked the same question over and over again: How can you stand up there and do that?

We all know the secret: Practice.

You don't start at the top and work your way up in public speaking. Has anyone pulled on a pair of ice skates for the first time and the next day won Olympic gold? Of course not. But I want to drive home a point: Great speakers are made, not born.

Public speaking is a performance. All performances generate angst and trepidation. Every actor, writer, comedian, musician, athlete, lecturer and magician can tell you all about performance anxiety.

The idea is not to get rid of your nerves. The idea is to convert them into energy.

How do you do this? You practice. You start small. You stand up and lead a discussion group for your department. You take speaking engagements with industry groups, civic associations, community groups and charity organizations. You oblige teachers if they ask you to discuss your profession in their classrooms.

Here's another secret: If you do become an accomplished speaker and no longer feel butterflies before you speak, get out of the game. You've lost your edge. You won't be any good at it anymore.

I have a very useful tool to make speech-making easier. It's called the Mackay 35 to Stay Alive. It's one of many handouts that are available free on my website, www.harveymackay.com. Here are some of the most important points.

The most important are the first three:

1. Room size.

2. Room size.

3. Room size!

If 100 people are going to attend, the room should seat 75. If 500 people are expected, the room should hold 400. You want the excitement of a standing-room-only, bumper-to-bumper crowd to build chemistry.

Another hint: Set the podium back a few feet from the audience so you can walk in front of it. You want to create intimacy with the group at critical moments.

Ask your introducer to request politely that the people with their backs to the stage stand up and turn their chairs forward so they can see you better without distractions. Introducers are critical. Always try to have a real pro introduce you. Be wary of someone who is a poor speaker being given this honor.

Outside noise from the adjoining rooms and hallways is the No. 1 killer of meetings. If you can’t hear a pin drop, you’re in the wrong room.

And finally, make sure you have a spectacular ending. Summarize with a memorable phrase or two to wrap it up. As P.T. Barnum said, “Always leave them wanting more!”

Mackay’s Moral: The person who rises to the occasion should know when to sit down.

The famous British author W. Somerset Maugham liked to tell this story about a young priest of St. Peter’s Church in London, who after discovering that the church’s janitor was illiterate, fired him.

Jobless, the man invested his meager savings in a tiny tobacco shop where he immediately prospered. He then bought another shop, then another and still another, until he owned a large chain of tobacco stores all over Britain.

One day, he dined in a fancy private club with his banker, who stated, “You have done quite well for an illiterate man. I wonder where you would be today if you could read and write.”

“That’s easy,” replied the man, “I’d still be the janitor in St. Peter’s Church in Neville Square.”

The world is full of stories of people who were fired and landed on their feet. Mozart was fired as a musician in the court of the prince-archbishop of Salzburg. Oprah Winfrey lost her job as a news reporter at a Baltimore TV station when her producer thought she was a poor fit for her job. Walt Disney was fired as a cartoonist by the Kansas City Star newspaper because he “lacked imagination and had no good ideas.”

I interviewed and featured 29 famous Americans in my book “We Got Fired! ... And It’s the Best Thing That Ever Happened to Us.” Since my book, I have discovered many other highly successful people who were fired and landed on their feet.

For example, Anna Wintour, best known as the editor of Vogue magazine, was fired from her junior level editorial role at Harper’s Bazaar. She now tells students that she believes everyone should get fired if they really want to grow.

Billionaire “Shark Tank” investor Mark Cuban was sharing an apartment with five buddies and working as a salesman at a computer store in the early 1980s when he was fired. From that point on, he knew he never wanted to work for anyone else and started his own company, MicroSolutions, which he sold for $6 million to CompuServe. The rest is history.

Sallie Krawcheck is one of the most powerful women on Wall Street and the founder of Ellevate Network (formerly 85 Broads), following her ouster as head of Merrill Lynch’s global wealth management division in 2011. The firing helped her realize she needed to spend more time with her children. She said: “And, on the professional front, it taught me to look at business opportunities through the lens of the broader positive impact they can have, given the trade-offs we are forced to make in pursuing them.”

Being fired can often be a blessing in disguise, even though it might not seem like it. Here are several reasons why getting fired can be beneficial:

It's an opportunity for self-reflection. When you lose a job, it forces you to take a step back and evaluate your career path, skills and goals. This self-reflection can lead to valuable insights about what you truly want and where your strengths lie.

It can be a push to pursue passions. Many people, like J.K. Rowling and Ray Kroc, discovered their true passions and achieved remarkable success after being fired. Losing a job can be the catalyst that pushes you to pursue what you genuinely love.

It can lead to learning and growth. Being fired can teach resilience and adaptability. It often requires you to develop new skills and perspectives, which can be invaluable in your future endeavors.

It makes way for new opportunities. Sometimes, being fired can open doors to new and better opportunities that you might not have considered otherwise. Michael Bloomberg, for instance, went on to build a financial information empire after being let go from Salomon Brothers.

It can strengthen values. Dr. Bernadine Healy, former president of the American Red Cross, believed that being fired can challenge you to examine your fortitude and commitment to your values.

It builds resilience. The experience of being fired and bouncing back can teach you how to handle rejection, manage uncertainty and keep moving forward despite setbacks.

It can expand your network and connections. Often, the process of finding a new job after being fired can lead to expanding your professional network. New connections can bring fresh opportunities and insights that you wouldn't have encountered otherwise.

It promotes personal growth. The emotional and psychological journey of recovering from being fired can lead to significant personal growth. It can help you develop a stronger sense of self-worth and confidence in your ability to overcome challenges.

Mackay's Moral: Sometimes, the best way to move forward is to be pushed out of your comfort zone.