- Jay Kaufman
Mobilizing people to confront tough, intractable problems, overcome differences, and move beyond the natural resistance to change requires uncommon courage and skill.
The status quo is a powerful force.
Leadership for a change is difficult, risky, and rare. Change involves discomfort and loss, both personal and for the system.
It is important to distinguish leadership from authority and technical from adaptive challenges.
Leadership – mobilizing people to effect change – demands entering unknown territory. It, of necessity, requires experimentation and improvisation, and the will to risk dead ends and missteps.
Leadership is an activity, not a position. Anyone can lead, anytime, anywhere. And leadership is not about you. It is about your team, your community.
You’re part of the mess.
You will have to work at the edge of your competence and authority.
Leadership occurs not when those in authority offer answers, but when essential questions are kept on – and key people kept at – the table long enough for shared answers to emerge.
Take time to observe, interpret, explore alternative interpretations, and only then intervene experimentally and strategically.
Set goals that are "SMAART": Specific, Measurable, Achievable, Aggressive, Relevant, and Time-Bound.
Your purpose must be clear.