Digital Flipchart

One interesting phenomena of the power of homeostasis is that whenever a leader attempts to bring about change he or she will most certainly encounter sabotage. And while we can find some comfort in the notion that reactivity is unimaginative, and therefore predictable, sabotage has a thousand faces. The fun thing about sabotage (if one can be non-reactive about it), is that while we can expect it, we will tend to be surprised at its source and the forms it takes. In that sense, for most of us, we never see it coming. Continue reading →

Leaders who are shortsighted worry too much about what people say about them. Whether it’s because of insecurity, a need for affirmation, issues related to competence or image, many leaders measure success in the metrics of immediate change. More often than not, however, the full measure of our success can only be measured long after we’ve gone from the organization we leave. Only then can can determine how lasting our influence was. Continue reading →

One of the most important qualities for leaders is the capacity for vision. Extraordinary leaders, however, are visionaries. The dilemma for visionaries is that they often are ahead of their time. Leaders with vision see the horizons and lead people there. Visionary leaders see beyond the horizon and try to communicate to those they lead vistas of places yet unseen and possibilities of things not yet realized. It’s hard enough for leaders with a vision; they need to be resilient in the face of resistance. For visionary leaders, it’s harder. They need to change people’s perception of what is possible, and they need courage to commit to persistence of vision in the face of incredulity. Continue reading →