I’m a great coach and a pretty good conversationalist, but I’m not so good at sitting in this space and writing what I think people might want  to read. There is so much going on in the world of leadership today, I’m sure you have things to say; I know many of you are talking about it.

Leadership is not easy; decisions that make sense in the short term can hurt in the long-term and vice versa. Things leaders say and do about one thing can seem – and actually be – counter-productive to another. Leaders cannot please all people and everyone will use leaders for stone throwing practice at some point. No problem – it is part of the territory. As an experiment, though, let’s try to assume positive intent (I know. I’m not that naive, but many begin with positive intent) and discuss what works and what does not in being a leader: self, others, organizations, communities.

What difficulties do you have leading?

What difficulties do you have being led?

What solutions can you offer?

My role as coach and organization effectiveness consultant is focused on leadership, which has at its core the ever-present need to acknowledge and create action around change (even if the action is to ignore it). Nothing is stagnant really. Even time standing perfectly still is an act of change and leaders must anticipate or react to influence the outcome toward the common good.

While not wishing to stir the debate of whether change can be controlled or managed, I do advocate change management in the sense that I believe a controlled process that helps people deal with change is a positive thing. Leaders play a large role in this process. They must support the process if not the change itself (in the case where change is not an option) and they must be involved in communicating the messages.

Communication is one of those areas where things get sideways quickly because what we think we said is not what others heard; again, perspective is everything. For that reason, change managers work with leaders to craft appropriate messages and to ensure the messages are delivered at appropriate times throughout the process.

Is this really necessary? Aren’t some things just obvious? Consider the following story:

There’s an old sea story about a ship’s Captain who inspected his sailors, and afterward told the first mate that his men smelled bad.

The Captain suggested perhaps it would help if the sailors would change underwear occasionally.  The first mate responded, “Aye, aye sir, I’ll see to it immediately!”

The first mate went straight to the sailors’ berth deck and announced, “The Captain thinks you guys smell bad and wants you to change your underwear.”

He continued, “Pittman, you change with Jones, McCarthy, you change with Witkowski, and Brown, you change with Schultz.”

Change will happen. Be vigilant in your attempt to manage it though because without intentional, well-considered effort, you might end up with a worse version of the same thing.

• We determined our readiness for the new role and, if not ready, made a plan to get ready.
• We made a plan for the change.
• We took action – careful to stay on track and not get distracted by bright, shiny objects.
• We worked at not getting discouraged.

It has been just over two months since that post. Recently, we learned of a devastating turn in job growth; in America, 13.9 million people are unemployed and only 54,000 jobs were created in May. People wanting jobs have been without them for an average 40 weeks – a new record. Prices are going up, value is going down, and the world feels very unstable.

Why in the world are we talking about making a career change? Isn’t that professional suicide? Isn’t that throwing my family into a dark and dreadful abyss? Shouldn’t I just stay stuck and be thankful for it?

I cannot answer that – sorry; at least not for you.

We all have personal goals, obligations, and responsibilities that dictate our actions. We also have relative levels of fear, confidence, and tolerance for risk. Career decisions are personal and they are the sole responsibility of those most impacted by them – you.

The purpose of this series has been to identify our own role in managing our own careers. Too many people feel trapped and most that I speak with are not trapped by a souring economy – they were trapped even when the economy was flying high. They are trapped by passivity to their professional growth and movement. Some took opportunities as they came available; some engaged in educational efforts without a specific outcome in mind; some started at one end of a career and just kept moving in the direction of least resistance. Some are quite successful by traditional measures. Some are very unhappy.

Imagine where you could be if you were intentional in your career. I’m not suggesting that one must start at age 16, 20 or even 25 knowing what they want in life and a career and moving forward in a single-minded quest. I am suggesting that most of us – even those of us in the second half of our career lives – can move with greater intention toward some goal while remaining nimble enough to take advantage of opportunities. In fact, I believe that with greater intention, we will be better prepared to know the real opportunities and confident enough to let chances that do not align with our goals pass us by.

Regardless of where you are in your career, take some time now to consider what you want your career and life to look like in 10 years or 5.

• What kind of work are you doing?
• Who is involved?
• Do you work virtually? From what location do you work?
• What does a work day look like? Is it separate from the rest of your life or integrated?
• How many days per week, weeks per month, or months per year do you work? How many hours per day?

In the first series, you identified your values. Do they align with this future you are envisioning? What about your purpose? Would this future fulfill your existence?

If there is misalignment with the future you envision and the values or purpose that define you, take time to work through it until you can achieve alignment. The result is the vision for your career. Once you can envision it, you will be better able to work toward it. This is a serious endeavor, so don’t rush through the work. You are betting your happiness and career fulfillment on it. You don’t want to be disappointed when you get there because you already know this can be hard work.

Starting at that vision, work backward to create your map, and then execute the steps to reach your dreams. Millions of people are unemployed, but many have also been reminded of their passion. You don’t have to jump ship now, but you can begin the journey to your paradise.

Being prepared can change everything.

I’ll use this analogy to show how being prepared, even in a career move, can make the difference between a good experience and a potential disaster.

The story told in the first paragraph could happen to a 20 year veteran of kayaking if the kayaker’s experience is limited to day trips in calm waters and no attempt is made to learn or practice more. A seemingly benign voyage to an island only a few miles away can end tragically if the kayaker does not know what lies between the current position and the destination, the skills needed to get there, and the potential obstacles that might be encountered. What is a wave, how does it form; how does wind affect the sea; how does the terrain under the water affect the waves on top? What are typical weather patterns, how can I find out what is expected today, does it ever vary significantly from the forecast? What do I do if caught in violent seas; can my kayak take that sort of battering; what do I do if I capsize?

In our last blog of this series (Stuck in the middle – how to move my career), the focus was on due diligence in deciding whether you want to make a career move and, if you do, what sort of move it will be. In reference to the kayaking story, at this point you’ve made the decision to remain close to shore or to finally go for the island you’ve seen for years that lies just beyond your comfort zone.

Congratulations! Whatever decision you made allows you to move forward in that direction. You will no longer wrestle with yourself over the unknown. Now you can enjoy the gentle breezes and the wildlife you’ve learned to appreciate in the relatively safe environment of the protected waters you regularly paddle. Or perhaps you’ve decided to go for the island. It looks so inviting and the distance no longer looks as great as it did when you first started paddling all those years ago. It is only a few miles away and boats go there all the time. Even other kayakers regularly make the trip. They say it is a wonderful place to spend the day or even a weekend.

The decision you’ve made provides direction. While direction is crucial at this point, it is important to note that continued investigation could lead to discoveries that cause you to change that direction. That’s okay, you must begin somewhere.

If you’ve decided to stay put, you should continue to improve your skill for the activity you are currently doing or for something you may want to do in the future. After all, this is about this moment in time – next year is another story. For now, learning to roll your kayak is not really necessary, though you can certainly do so for your own pleasure. If you still want to go for the island at some point in the future, start preparing now. Learn about navigation, weather, waves, and paddling techniques that will get you there.

The rest of this blog post concerns going for the island.

Now that you’ve decided to go for the island, you need to consider and act on what you learned during your preliminary investigation (from the previous post) and you might want to dig a little deeper.

• In the story, if you decided to go to the island, you would speak to people who have made the trip. You would probably read books and magazines about the trip  and the surrounding waters, look at navigation maps (learn how to read them and get help from navigation experts), speak with local weather experts and/or look at almanacs and other sources of information.
• As you prepare for a new job, you should take similar action: speak with people who do the job now and ask questions. Ask if you can observe/shadow them, look at job descriptions and advertisements for such positions, speak with hiring managers and ask how your skills match up.

Armed with that information, your journey can begin. Follow these steps.

1.       Ask yourself: Do I have the skill and knowledge required for the position I want? [Do I have the skill and knowledge required to paddle to and from the island?] If the answer is:

• Yes: Proceed to step 2.

• No: Determine where/how you get the knowledge and/or skill, how long will it take, and how much it costs? Once you have that information, decide if you still want to pursue the next role. If the answer is:

• • Yes: Make a plan that includes target goals and action steps. Execute the plan.
  • No: Decide if you want to remain in the current role or pursue something else. Do the same due diligence (what is the job, what skill and knowledge is required, what does it take to get the skill and knowledge, do you still want to pursue?). Repeat until you have the knowledge and skill or an action plan for getting it.

2.       Plan. More research: Is there a best time to make the trip? What resources will I need? Will other people need to be involved? If so, who and how do I get them involved? What is the best strategy?

When making a trip on a kayak, there is a certain amount of planning, even if it is a short trip on a calm day. If there is a body of water to cross, navigation and weather are crucial to the planning phase. If it involves crossing a channel, other boat traffic can impact your trip. Letting people know where you plan to go is also very important. Packing water is crucial. Other things that are less important in terms of safety but equally important to your experience are packing food, snorkeling, fishing, or camera equipment, sunscreen, towels, and camping gear (if appropriate). Identifying a strategy is also important. All of your research will inform your strategy, perhaps when to set out on your journey, where to land on the island, and when to return for the smoothest ride that leverages currents, tides, and avoids large boat traffic.

For a job search, planning is also important.

• Do you have a good resume? If not, will you write it or work with someone else to do so? When will you have it done? Note: you might want a few versions to reflect the sorts of roles and scenarios you are seeking.
• This post has been written from the assumption that you are moving from one role to another, so you are currently employed (most of the things you need to do are the same even if you are not employed). Does your boss know you are looking? Should you let him/her know? If so, when will you have the conversation?
• If you know what you want to do, but do not have a specific organization in mind, how will you research prospective employers? Which companies will you research? What industry? You might find one or two that you specifically want to target. Once opportunities role in with interviews, you will definitely need to research companies to ensure a good fit.
• What about those interviews? What will you wear? You might need to purchase interview clothing; do it now, before you get called and have to try to find the perfect outfit in a hurry.
• Having the skill and knowledge is only part of the move, often a very small part. Your plan definitely includes other people. You’ve got to know people and you’ve got to tell them what you are doing and how they can help. For some of us, that is difficult. I once told my coach that I felt like I was begging or intruding on people if I asked them for connections. Here is the conversation that followed:

Coach: “Laura, do you like to help people?”
Me: “Of course.”
Coach: “If someone you knew asked you to introduce you to someone and you were confident in their ability, would you want to make the introduction?”
Me: “Of course…ahhh!”
Coach: “Why deny the people who like you the pleasure of helping you?”

Most job offers do not come from applications posted in response to online or newspaper advertisements for jobs. Even internal job opportunities are not automatically sent your way. You’ve got to mine for opportunities and actively promote yourself. Especially in today’s job market, recruiters and hiring managers wade through thousands of resumes and cover letters for almost every job posted. Chances are great that they will never see that phenomenal, eye-catching sentence that lets them know instantly you are the one and only candidate for them. Sorry – tough break.

3.       Act. First, stay on track. As you begin to seek a new role, you will encounter lots of potential opportunities. Keep your focus and stay true to your effort. As previously mentioned, you might change direction as you learn new things; just remain true to what you are trying to accomplish, to the real you.

• Write the resume, talk to your boss (if appropriate), buy your interview clothes and/or have them tailored and ready, research the prospects.

• Involve others. Use your network – even on the inside. Understand that you are not asking people for the job you are seeking – unless, of course, you know the person who has that job. Your network is a tool to help you locate the job you want and the person who has it. Perhaps you want to be a General Manager for Microsoft and you do not know any GMs or people who work at Microsoft. No matter, just tell people what you are after. They might know GMs with whom they can connect you. From the GM, you might learn more about the position. The GM might connect you with other GMs or might even have a connection in Microsoft. You never know where the lead might come from and where it might lead. Discovery is an interesting thing and your network is an incredible resource.

Note: DO NOT ABUSE YOUR NETWORK.  You should be a resource to your network as well. It is not something to move in and out of only when you need something. Always be a resource to others and they will want to remain connected with and helpful to you.

• Make a list of everyone you know: friends, family, colleagues, current and former bosses, everyone. Now start connecting. Tell them what you are trying to do. Listen to them and consider how you can help them as well. Keep this effort up even after you land that dream job. This is crucial to your professional growth.

• Attend seminars and other events in your industry; connect with people at professional associations and at job fairs. Let people know who you are, what you are interested in and how you are qualified.

• At the end of interviews, ask what the next steps are and/or when a decision will be made. Follow-up interviews with thank you cards. Send an email if you have not heard anything within a week or two (depending on what you learned about next steps and when a decision would be made).

4.       Don’t get discouraged.

• You’ve been looking at the island for a while. Even if you were the first person to attempt a crossing, you could do it – someone was the first to do everything. But you are not the first. You see people going there all the time. You’ve heard people extoll the wonders of the island and the journey. If an occasional naysayer tells you he almost got killed trying, listen to his story and learn from it, but remember that most people make it safely across and enjoy the ride. Perhaps your naysayer was not prepared. Be prepared and keep moving toward the island.
• You’ve wanted a career move or promotion for a while. Prepare yourself: get the skills and knowledge and tell people what you are doing. Ask for help. Let people know you are serious. Research, prospect, and market. Keep moving toward your goal. Be intentional.

What a glorious day! The wind and tide are in synch, as predicted, and the morning wind is calm as it generally is in these waters. A sunny, 70° Friday morning offers a perfect outing to the beautiful island that for years has beckoned me just a few miles offshore. The water is absolutely flat, so I don’t get to use the rudder I had installed, but I tested it and know I can rely on it if the wind kicks up at all. I expect to be at the island well before the wind picks up for its afternoon blow. By then, I’ll be sitting on the camp chair enjoying my lunch and snapping pictures with the digital SLR I packed in my dry bag. On the water, I play by catching the edge of my kayak and carving sharp turns in the water as I make my way to my destination. I make short sprints, doing about 6 mph, followed by dancing turns, and then gliding gracefully along with egrets and pelicans guiding my journey.

I’m glad I wore my neoprene suit. I’ve got the spray skirt on, but the water is still cold and my playing sends the occasional splash over the combing. It feels good on my face, but would get cold quick if my chest was not protected from the wet. I approach the island on the right, but move left about 200 yards before I land. There is a sea turtle nest that I want to avoid; I can see where it has been marked by the local wildlife association. I am so looking forward to exploring this gorgeous island. I’ll leave in about six hours, giving myself plenty of time to get back before the tides change as there is often a conflict between tide and wind in the evening at this time of year. Besides, storms will also be moving in this evening and I do not want to have anything to do with them.  As I remove myself from my cockpit, I look back and see my companion’s kayak approaching a short distance behind. I feel comfortable having someone on the trip with me; I know it will be a great adventure for both of us.

Time is finite and infinite simultaneously.

We get 24 hours a day. We can do whatever we want with it; it is ours until our last day. Recently, I accidently clicked on one of those schmaltzy videos people send each other and it immediately caught my attention. I was thinking about time and this video spoke of it in an interesting way (The Dash). The dash between our birth and our death is our time – no more, no less.

So the age old question: How do we choose to spend our time? Shall we manage it in a futile attempt to squeeze more out of it or go with the flow of it in complete randomness? It might be good to think of our time like a bank account with a catch – or cell phone minutes: We get 24 hours deposited into our account every day, but if we don’t use it, we lose it. Being intentional by considering and then choosing what we want our time – the dash – to say about us when we are gone can have a significant impact on how we choose to spend our daily allotment of 24 hours.

We all have responsibilities and we all have choices about how we hold ourselves accountable to them. We can choose the fast lane or the slow lane – both are viable paths that speak to individual preference; one is no better than the other.

The key is not to waste time, but to spend it wisely by knowing what we want to achieve with it. Thus, starting with the end in mind can be beneficial. Like any other SMART goal, our life is time bound. We cannot know an exact timeframe, but we can know what we want the accomplishment to look like. We work backward from there:

• What do I need to do to achieve that?
• Do some steps come before others?
• Who else needs to be involved?
• What resources do I need?
• What action steps are necessary to move me toward that end?

Don’t wait. Act now. Stay focused. Don’t let the distractions of other’s priorities take you off your path.

Schedule lunch with a client, and then take your bike out for a ride. Be engaged in the best, most productive meeting ever, and then take your family to a movie in the middle of the day – or to the zoo, or for a hike. Treat your boss to a nice home cooked meal in your home. Go out with friends in the middle of the week. Reflect – often. Feel good about your life – all of it.

Do we have the kind of leadership required to handle our rapidly changing world? We cannot wing it; we need to be intentional.

Tell me what you think.

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This is a typical scenario. Clients struggle with this all the time. Whether they love their jobs or detest them, this or a similar scenario has some impact on almost all of them at some point in their careers. It does seem to be a dilemma, yet all of my clients have found their way through it.

The place to start is with the objective. At one time, climbing the corporate ladder was the objective and the rung you were on was the measure of success. Today, many people choose technical specialties wherein they hone a skill to recognized expertise; others move laterally, learning and applying a variety of skills to great success. Still, it does seem that when people move into management, whether purposefully or not, they quickly acquire an expectation (often self-imposed) of climbing for success. Once they are on the ladder, they think they want the next rung. Middle management is like any other skill, though. Just because you’re good at it does not mean you will be good or satisfied on the next rung. One way to find out is to do the due diligence.

• The very first thing you should do is to dig deep within your values and purpose to decide what you want the future to look like for you. This process is not a single step. You can start with some simple activities to inform the rest of your exploration, but you will come back to this often as you discover more and more about the options available.

One simple activity you can do is to identify your values. Start by listing everything you consider to be most important to you at this point in your life. Group them into categories when that makes sense. For example, you might group wealth/financial independence/success together. Next, take things off of the list until you get down to the three things you believe are most important to you in the current phase or the emerging phase of your life. Put the list away for a few days. When you pull it out again, does it still resonate strongly with you? If so, these are the values that are most important to you at this point in your life and ones you do not want to compromise as you make decisions. If not, keep honing your list until you are satisfied with it.

Note: You can ask a spouse/partner to do the exercise as well and then compare and discuss the outcomes. This can help you understand each other’s needs and desires as you move into the next phase of your life.

• Once you know what is important, you will be better able to decide if moving up the ladder makes sense for you. The next step in your due diligence is to understand what the next level is. What job or jobs might you have an interest in? What is the job about? Can you shadow or interview someone in that role now? What skills are required for that job? Do you have them or do you need to get them? If you need to get them, how/where/when can you get them?

As the cliché goes, the grass is not always greener, and this seems especially true when climbing ladders – oddly. Often what we perceive to be is not what it is. Much of what goes on above us in the hierarchy is unknown to us. They are not trying to keep secrets – though occasionally they have to. There simply is not always a need for you to know, much less time to tell you. Then there are the decisions. Often those of us on the lower rungs are certain that the people up above have lost sight of the rest of us and completely lost all sense of logic. In fact, the decisions up there are no longer black and white. Right and wrong, good and bad are not distinct and can be relative. What is good for the company long-term can seem bad to employees short-term. You’ve got to make sure you understand what being higher up that ladder means and determine if you are ready for and willing to accept the responsibility it requires.

Perhaps you discover that up the ladder is not where you want to go. If you still want to move, the same due diligence applies. What do you want to do and what is required to do it?

• Who else is involved in this dilemma? Have you spoken with them? It is your career and ultimately your decision, yet perspective can be helpful. You probably do not want to go out immediately and starting asking everyone you know about your career options, but there are other people who will be impacted if you make a change. What is going on in the world around you and how might it impact your next move? Assumptions can be a big mistake.

If advancement requires re-location, does the family want it? Where does your boss think the highest and best use of your talent should be focused? Do your friends or peers think you’d be good at the next level? Where is your team in terms of development and productivity? What would it mean to your team if someone else took over their leadership now or in the near future…and does that impact your decision?

You might have involved someone else in your values exercise earlier and that might have given you some insight. Who else might have a perspective that can add to the insight?

The deeper we get into our careers, the more we lose sight of them. We tend to move almost mindlessly, taking promotions when offered and making changes without intentional thought and consideration of all factors. Do we really know our own expectations and the expectations of others? Do we take promotions because we think we have to? Do we ask? Are we trapped? Can we stay where we are on the ladder and, if we do, how can we continue to grow and excel?

You are a mid-level manager in a great company where you’ve been employed for many years. The pay, the time off, and all of the other benefits available are good. You have done your due diligence and know what you want to do next.

• If you have decided to stay in your current role, then focus your effort on being the best you can be. Speak with your boss about professional development opportunities that you can apply to your current role. Enjoy. Life is good.
• If you have decided to make a move, you’ve already begun your exploration. If you looked up and did not like what you saw, then you should have looked at lateral options instead. You’ve identified one or more jobs that you want to pursue and you know what skills are required.

In the next blog post, we’ll look at what you should do next to move your career.

Goals are important; they keep us focused. Still, they do not exist nor are they achieved without support. Goals are connected to a strategy and require action. The strategy stems from a vision and having a plan for action helps us to execute in a way that increases our chances for achieving our goals.   

Many managers move into strategic positions from more technical roles and they have difficulty shifting from an operational mindset to a strategic one. Perpetual problem solvers and action takers, they do not feel productive if they are not “doing something.” Thinking and reflecting are something and strategic leaders must become comfortable with these new activities.

Before you define your goals, understand your strategy. Your strategy is what sets you apart; it is your promise to your customers. Perhaps you offer first-to-market goods, exceptional customer service, or the lowest cost in the industry. Simply stating a strategy does not make it happen. You make it happen by manipulating five elements. A change in one affects one or more of the others.

The elements of strategy are:

• Product or service – What is the product or service that you offer? Is it correct for the market you serve? Is it still appropriate given changes in technology, customer needs and desires, costs associated with building it? If you change a product or service, how will it impact another element? Will it require additional skill sets or resources?
• Market – Who are the people you are selling to? Where are they, how do you reach them, and how do they communicate? What do they like/want? How often do their needs/desires change? Is this demographic changing in your area? If so, what, if any, impact does the change in demographic have on your market and on the products or services you offer?
• Capacity – What skills are required and do you have them within your organization? How long will it take you to acquire them? Is manufacturing or store space required? Do you have it? Do you need more/less employees? What will you do with the factories you are no longer using?   
• Resources – Are the needed resources available in your area or can you easily acquire them from elsewhere? If from elsewhere, is the cost reasonable and affordable? If you change products, what impact will that have on your capacity?   
• Managerial preference –Does your strategy support management’s philosophy? If not, how will you sell it to them? Do you have a contingency plan if they reject it?

Strategy can be fun, but it isn’t easy. It is in perpetual motion and must be actively managed. It requires reflection and speculation – thinking about what has happened, what can be learned from what has happened, and how the lessons can be applied successfully to the future.

Managers, strategic leaders, be still and do something! Think…differently.  

Sit at your desk or grab a cup of coffee at your local coffee shop. Turn the phone off and do not look at the computer. It will take practice. Your brain will wander and you will be tempted to move in an operational direction, but resist. Ask yourself:

• What happened last week?
• What implications does it have?
• How can I use what I have learned?
• How can I apply it?

The tactical stuff will be there when you return and you will be better able to manage it because you will better understand your strategy.

As I listen to people discuss (and I use that word loosely) the current economic and political situation, I am struck by the complete lack of stewardship, community, and respect for others – any others. People blame whoever is in office and/or anyone not in their specific party without regard for anything done well or acknowledgement of the enormous obstacles faced. They seem to care only about that which impacts them and theirs at this specific point in time. Can we no longer find a common cause? I love my country, but I am not convinced that we are the strongest nor do I think we set an exceptional example.

We need leadership and followership – we need to respect and leverage our differences. Does anyone remember how? 

In politics, one group’s rights are more important than another’s now – we no longer stand together to ensure all people are free to pursue happiness and find a way to make it best for everyone. Church and state are debated now instead of separated. We endorse our political leaders (all parties) criss-crossing the country, spending precious time and money trashing each other in such a way that we can no longer tell what is real and what is not. 

Real leaders know that we are never going to agree on everything. They know that we need to find a way to come together and they are charged with finding that way and leading us to it. With that said, real leaders – whether in public office or corporate America – must deal with politics. The best of intentions are locked down when having to wrestle with political landmines. 

Leaders need wisdom, courage, resiliency, and heart to lead us through the quagmire of internal obstacles, never mind reaching the vision.

What about followers’ roles? Followers seem not to understand their responsibilities. Followers are responsible for the outcome just as leaders are, yet many do not seem to think critically. In politics, many vote the party line without thought and in organizations, many sit on the sidelines, maintaining a single focus, keeping their heads down, and blaming management when things fail. This is not effective followership.

Leaders are not leaders because of a position they were hired or voted into. Leaders assume responsibility for outcomes, work with others – even those with whom they disagree, and engage as responsible followers when someone else is the better leader for a particular situation. They do all of those things for the greater good, not for themselves. I know it sounds corny and maybe a bit too altruistic. Do those kinds of leaders still exist?

Yes. They are at work all over the world; in our workplaces, our political parties, and our communities. If you are not paying attention, you might not recognize them. They are the people who get things done; who work well with others, even when their values might not specifically align; who seem as comfortable taking direction as giving it; and who assume responsibility for the outcome, even when it does not seem to be their job or their fight.

Deadlock will not work, so ask yourselves:

• How can I create stability even while I advocate change?
• How can I honor my own values, even while honoring those of others that, while not evil are not aligned with my own?
• How can I be comfortable demonstrating the courage required to take a stand, even an unpopular stand when it is needed in order to make progress?

I challenge you to assume leadership, to include masterful followership.

Make a difference on whatever level you are able… and then reach for the next level.