Shared Read: The Transforming Leader - New Approaches to Leadership for the Twenty-first Century

10/1/2012

Please add your comments to the first inquiry to be answered BEFORE you begin the read:

Are there any "transforming leaders" out there that come to mind when you read the book title?

Who are they and what attributes or characteristics do they have that bring them to your mind?"

OUR READING CALENDAR
By November 15th
To have read Part One: Transformational Thinking for Twenty-First-Century Leaders and responded to the guiding question: "Which of the readings in this section did you find the most interesting and why?" (and any one else's responses).

By December 15th
To have read Part Two: Being the Change: Inner Work for Transforming Leaders and responded to the guiding question: "Which of the readings in this section did you find the most interesting and why?" (and any one else's responses).

By January 15th
To have read Part Three: The Art of Working with and Transforming Groups and responded to the guiding question: "Which of the readings in this section did you find the most interesting and why?" (and any one else's responses).

17 Comments

Sherry

10/2/2012 07:57:10 am

When I think of transforming leaders I wish for more and I think of women like Aung San Suu Ki, Hilary Clinton, Pema Chodran, the mayor of Nebaj that recently help lead the Indigenous Women's movement here against mining, Margaret Wheatley, and Isabella Allende's Ted Talk about passion. I'm very much looking forward to reading this book and sharing it in this fashion.

Michelle

10/5/2012 11:46:08 pm

People that come to mind for me as transformational leaders are those who empower others (colleagues, youth, mainentance for example) and see this as their primary initiative. I distinctly remember Sherry asking me in a food court in San Jose, Costa Rica while there for a basketball tournament "Who was a role model for you?" and I realized that no one had ever asked me that question! As a first year teacher, this conversation helped me to begin thinking more about what I project and put out there. Thank you!　

Aida

10/8/2012 06:42:39 am

Yes, there are fantastic “transforming leaders” here, there and everywhere …. At this moment I am thinking of a couple of young leaders, TECHO representatives, who came to Colegio Maya to talk to Middle School students. What impressed me the most was their level of commitment, solidarity and passion! I believe these young adults have discovered their strengths and have no fear to give their time and energy to improve the quality of life of others. Thanks for inviting me to participate in this shared read. I am sure it will be a great experience :)

marge link

10/9/2012 01:43:18 pm

The title reminded me of this youtube video. It simply "fits" and reminds us to celebrate the "transformer" in all of us. Check it out:
http://youtu.be/8rwsuXHA7RA

Jeff

10/10/2012 08:44:28 am

Sadly, in looking at leadership on a large scale, I am not seeing leaders to identify with in terms of being transformational. For me, transformational would imply that these leaders are those that truly care, are integral above reproach, and somehow conveys a message to me that makes me want to be a better person and make a difference in the world. So far, my approximations to this ideal are the people with ideas that soundly resonate - Gardner & M/Future Minds, Cooperrider & AI, Rohnke & Adventure, Brown & Play ... you get the idea. I recognize that I see people more closely related to my daily life with some of these attributes.

Pamela

10/25/2012 07:45:28 am

I think that I have to agree with Jeff on this one. For me, true transformational leaders seem to be difficult to find on a larger scale. And maybe I feel this way because I am not necessarily looking for them (but maybe I should be). I believe a transformational leader to be one who redesigns something - the way people think or how people interact with each other. I do see such leaders on a smaller scale in my day-to-day life, and I am happy for that :)

Todd

11/15/2012 10:36:56 am

I don’t feel that I see many leaders at any level that I really feel are truly transformational along the lines that Part I of the book suggests, but I do feel that I see aspects of transformational leadership in the current leadership of the agency I work with, USAID, and from Hillary Clinton at the State Department. Rajiv Shah, the Administrator of USAID nominated by President Obama, who started in early 2009, just before the Haiti earthquake, has provided a new and transforming vision for our agency and generated a major reform agenda that is significantly changing the way we approach our work and the way we do business. He and Secretary Clinton articulated much of this in the first-ever Quadrennial Diplomacy and Development Review (QDDR), meant to articulate this vision to both the State Department and USAID – and to Congress and the American public – and provide a conceptual basis for resource requests from the Congress similar to the military’s quadrennial reviews.

I see Rajiv Shah and Secretary Clinton tapping into the larger desires of our USAID staff to be more responsive to local needs in the countries we work in and able to work more directly with local organizations. Those of us who have worked in the field were asked to provide our input and suggestions for change into the QDDR and found it remarkably reflected in the document. In other words, they really listened. But beyond that, they took action to reduce the bureaucratic impediments to our being able to provide direct assistance to local NGOs and governments we work with – the first time in my 25-year career where headquarters has really worked to streamline or simplify our procedures and put flexibility and effectiveness over risk-avoidance – and, in fact, push us to take calculated risks and commit to “have our backs” if things don’t go right. In addition, Rajiv Shah has pushed hard for more focus on hard data, quality evaluation, and evidence-based designs to ground our work in good research and strong oversight. The result has largely been a real orientation of the Agency’s leaders at all levels to a major change in how we do business, inspired by the vision of our leaders yet recognizing that it represents our input and the implementation of our experience and ideals. This is clearly not about transactions – though I can see that they have used transactional leadership to accomplish some of these changes and as a means of ensuring accountability in moving the reform effort forward. This mostly about tapping into some of the deeper desires of those of us who joined USAID to help others and inspiring us to have a larger concept of rigor around our work and how we can make a difference.

As Administrator Shah rolled out his ideas and reform agenda, he consistently referred to the best aspects of USAID’s response to the Haiti earthquake, noting how we responded to crises, overcame obstacles, worked in entrepreneurial ways to find solutions, worked around rules and regulations to find ways forward, and succeeded in showing what was possible. In this way, he demonstrated aspects of appreciative inquiry and appreciative leadership, identifying some of what we had done really well and applying that to a vision for what we could do in the future.

A major part of the approach from our current leadership is to promote innovation and tap into very different ways of approaching our work utilizing crowd sourcing, forging innovative partnerships with universities, the private sector, and technology companies to find very new ways of doing our work, and proposing “open source development”. We have opened up raw survey data online for people around the world to help process and analyze. We have put out “grand challenges” to surface new ideas for saving the lives of children or ideas to help children learn to read in developing countries. We are pushing mobile money through cellphones around the world to simplify transactions, empower women, and reduce corruption. In short, we’re on the cutting edge of applying science and technology to development problems. This has us all thinking in very different ways and expanding our minds, looking for ways to innovate and problem solve and find new possibilities. I find all of this fascinating and therefore found the Dancing on a Slippery floor particularly interesting. I believe very strongly in the power of a compelling vision, but the concept of innovation and tapping into new ways of thinking and linking things is also very powerful and an area where I need to learn much more.

All of this is very exciting and inspiring, but hasn’t always been backed up by the day-to-day management skills and internal integrity that would provide an even stronger basis for building support and buy-in. The Washington political and bureaucratic structures, and the internal management problems

Todd

11/15/2012 10:39:40 am

(continuing from above) The Washington political and bureaucratic structures, and the internal management problems we face, are an impediment to moving forward more effectively. Here, I think, some of the points made in the chapter on Mattering are important – demonstrating a grounding in wisdom and truth through how we work with people and demonstrate strong values that runs counter to some of the political games and organizational jealousies that abound in Washington.

In that vein, I have found the leadership of Doug Silsbee in his quest to promote “presence-based coaching” an example of transformational leadership. I’ve been taking his series of coaching courses in this area and am impressed with his vision for taking executive coaching, or coaching of any kind, to another level through a sense of presence (defined as “a state of awareness, in the moment, characterized by the felt experience of connectedness, timeliness, and a larger truth”). He sees this ability to be present, to recognize presence, as critical to effective coaching – and to much of what we do in a larger sense. I am impressed with his commitment to this and to his leadership of our work of developing our skills and ability to be present and tap into the larger truths, wisdom, and practices that allow us to grow and really listen and offer ourselves in the service of others. I have learned a lot from his linkages between mind and body and his enlightened approach to training using somatic exercises and practice to internalize key concepts. The links to meditation, spiritual quests, and effective interactions are really about growing as a person in ways that infuse our work as coaches at any level. The way he has brought together ancient wisdom, spiritual practices, current scholarship, and recent scientific discoveries produces a transformative approach to coaching and interaction with others in many ways. He is leading a new way of looking at coaching that is really grounded in both new and old sources of wisdom and practice that is changing how all of us approach coaching and changing ourselves in the process.

Mary Jo

11/15/2012 11:04:34 am

I think several people I am close to, including Todd with USAID and Sherry with Colegio Maya (I knew more of this through Todd’s recounting from board interactions, etc.,) and a good friend who worked in city government in Minneapolis, have displayed many of the positive qualities mentioned in transformational leaders to different degrees. Each of them embody the spirit of transformation and it’s obvious that is part of the key to their success. I know of several others too who work with loosely knit memberships around spiritual endeavors. In terms of my own work experience, I’ve come into contact with two strong transformational leaders. One began as a transformational leader but as the organization grew and she lost control and became disconnected from the field, she reverted to fear and used traditional old-school transactional styles of leadership to try to control change, squelch differences of opinion, and resist dissent. Another leader was the director of a small non-profit in Nicaragua, Libros para Niños. Eduardo Baez led a small organization whose mission was to promote the joy of reading and get books into the hands of children to become a slightly bigger organization whose leadership recognized the worth of each individual and drew on each person’s strength. When Eduardo died suddenly and unexpectedly a few years ago, I had the pleasure of visiting Nicaragua to help with the organization’s transition. Eduardo had often shared his vision of creating a horizontally-based organization and I was curious to see how that worked in action. I interviewed all thirty employees from administrators to program facilitators to the woman who cleaned the building. Each person “owned” the mission, believed in it passionately and was able to articulate what principles should not be compromised to ensure the organization retained its mission (of these the idea of choice in reading material was fundamental). It was clear that Eduardo had been able to communicate to each person that they were key to the success of the organization. He found ways for each person to work in the field, even if his or her job was janitor or messenger or director—everyone read stories, everyone borrowed books, everyone shared their passion for reading. If someone was sick, anyone could step into his or her job. The idea of transforming energy to design sustainable change was also key to his vision and he constantly motivated people to be on the lookout for what worked, what didn’t work, and how they might engage more people in the mission to create opportunities for children and adults to fall in love with reading. He changed a fundamental dependency on large donations to one that relied on people at the community level and their passion around literature and he didn’t care if a new library in a small town started with only three readers. He knew if they delivered the books, people would come. Everyone felt personally connected to the organization through its mission and through Eduardo’s support of them as complex individuals who had lives outside of their work which demanded time and energy as well. Everyone knew they were instrumental to the organization.

***

In terms of which chapter(s) I liked--I especially enjoyed the chapter, “Dancing on a Slippery Slope” comparing the differences between old style of leadership under the “industrial, mechanistic bureaucratic systems” and the new style of leadership under a “biological paradigm, complex adaptive systems, and quantum physics”. Much of my own personal inner growth is around the same principles shared here and the questions for leaders are not that much different than questions I pose for my own personal life in relationships with others and myself. I think if leaders (each of us, as Marge alludes to in her comment) could see the whole, see how everything is interconnected, and leave behind dualistic thinking of either/or and embrace both/and, lives and organizations would change drastically—by embracing change, the unexpected, diversity, opposition and resistance with joy and anticipation. There is no “bad”. There just “is”. I know as a parent I have experienced often the dreaded feeling of wondering what to do in some serious situation with one of our children only to find that the next day or the next week, in spite of what seemed only a dismal possible outcome, the situation changed and the child had grown in ways I couldn’t have imagined initially. Organizations and leaders with open attitudes toward growth in themselves and in each of their employees and in the adaptation of the organization itself to change and disruption can make such a difference--

The questions posed on p. 71 and 72 capture key attitudes (and sound an awfully lot like appreciative inquiry questions): What can I unleash? What is the

Mary Jo

11/17/2012 12:07:07 am

largest possibility in this situation? How do I welcome resistance? (opposed to How do I avoid resistance?”), “How do I influence the culture?”, “How can I transform energy? How do I use the energy of the larger systems to help me design sustainable change?”

I’ll wait to hear from others before responding more…

Looking forward to the dialogue!

Sherry

11/26/2012 06:23:34 am

Thanks so much, everyone, for your comments to date--Todd, Rajiv Shah and Doug Silsbee both sound like very transforming people to know and how it gives me hope knowing what levels of our government/society they are in positions to affect.

I really love the way our book is put together and so enjoyed a couple of the first essays. How Betty Sue Flowers saw President Lyndon B. Johnson as a transforming president was a joy to read--I hope our current president becomes more of one in this term. And of course, running into a piece by Diana Whitney and Amanda re AI was affirming to read. I was disappointed in the Values in Action Inventory of Strengths they mentioned but like the strengths based movement in general. I think I loved the Slippery Slope piece the most and it makes me want to start one of those spontaneous musical acts in the park in Antigua or any village park here in Guatemala--too bad my musical IQ is my lowest but ni modo, right?! I also would love to work with Barbara Mossberg or watch her work for her understanding of how to use chaos theory insight and more and really be able to "'read' a community..encouraging people to speak their truth as leadership casts everyone in a role of dignity and worth." Wow!
What I'm most excited about at the moment is working with Corrina, Pedro and Antonio and other youth leaders here in Guatemala as Seres (www.projectseres.org) hosts a Youth Leadership Congress here in Chimaltenango this week with 70 youth leaders from villages in El Salvador and Guatemala, 3 elders and 10 others including 7 youth leaders who got to have a 5 weeks training in Australia with Corrina, OzGreen and the Australian government re sustainable living/resilient communities and youth leading the world! YES!

So now on to the second part--Being the Change!

Maribel Suarez link

12/4/2012 02:32:50 am

I a few minutes ago I decided to drop everything I was doing at work and take time to read and connect with our webpage and shared read. Refeshing, indeed, and just the "break" I needed! If I were to concentrate on the recent elections for Governor here in PR I would loose hope in terms of finding transformational leaders, yet the woman elected as Major of San Juan, has been a true inspiration. It is my hope she will be the transformational leader the city and PR needs! I must agree with all who have mentioned, one way of another, of the people that surround us in our daily lives that are "haciendo camino al andar" who, while they might not be world-wide famous leaders, are doing wonderful things, with passion and love, as Aida says, that are impacting us/others.

Jeff

12/22/2012 01:05:29 am

I must apologize for not posting sooner … upon initial purchase of this book, I excitedly read through it, not taking time to write my thoughts in a response. Not until now, am I going back to the task.

Currently at school (Colegio Maya – CM) I am participating in a committee (along with Pam and Aida) where we are looking to create a vision statement for student leadership and examine subsequent programming for the different grade levels. We have recently completed an initial exercise with students in grades 8-12 where we used Appreciative Inquiry for them to discover the best of leadership and for them to share their dreams for developing leadership. Once back in January, the members of the committee will share impressions of the data obtained and look to move forward in subsequent steps. In that I am involved in this task, as well as continuing to hold an internal on-going conversation with myself about effective leadership in education, I found the various chapters insightful and relevant to this work as well as the relevance to my current doctoral studies.

From the first chapter about Transactional and Transformational Leadership, I enjoyed what seemed to me an explanation of the opposite ends of the spectrum of leadership styles. As we have begun the aforementioned task at school, I am curious to see towards which end of the spectrum the student data will lean – and will it owe to their earlier formational experiences at CM which have tended to be more of the transformational leadership style, or will it lean more towards the traditional perspective of transactional leadership? Without tainting the data – I personally hope to see it head more towards the transformational side, though do recognize the value of the statement by the authors: “Effective leadership requires both transactional power and transformative influence”. I agree with the authors in believing in the need to use some of the structure associated with transactional power, though give credence to using transformational influence to inspire. With the various stakeholder groups involved in a school community, this can be a multi-leveled challenge. It is a challenge that in present day needs to be addressed with dynamic leadership – but for one many schools and organizational and leadership frameworks are not prepared for. In many instances, I believe that schools do not even know where to begin in addressing this issue – but this has more to do with my current dissertation.

In brief response to chapter 2 Leadership in Action – Three Essential Energies, I recognize the importance of building and utilizing energies of the people involved in school leadership – which calls for a collaborative discourse. Building a sense of ownership is vital – as is the delimitation of boundaries of the various people involved … I am referring to the often found speed bump – micromanagement of schools by parents with personal agendas. So important are the organizational networks of which the authors speak in chapter 3.

My focus of study for the last few years has been examining the possibilities for appreciative school leadership. I recognize that the work of Whitney, Trosten-Bloom, and Radar, as well as the pioneering work of Marge Schiller in the area of appreciative leadership may seem rather ‘mushy’, especially if school leaders do not share a more personal, affective personal psychological view of the world and would question how to put such practices into play. I strongly believe that there is not only a need for appreciative school leadership, but it is a fit as a healthy process in the mode of life-long learning, for which schools purport to impart. In the last few months, I have been looking at the current leadership structures of schools and wondering where my place is to begin the appreciative school leadership work – at this point, schools don’t seem to have positions for this nor include it in their job descriptions … though the hope seems to be that school heads and principals will continue to do what they have always done. I recognize that for the most part, they have not been trained in this area, so this would be a place to begin. Next, if they had a resource person to support and augment the organizational work, then what a plus it would be to the whole organization and community. So, for the moment … I am pondering the fit and how I might make a difference with this as the “floor is slippery” (chapter 5). I would like to see transformational leadership be a major component for all stakeholders at all levels in schools – and believe that Appreciative Inquiry in conjunction with Appreciative Leadership may provide a platform for working towards this goal.

Jeff link

2/3/2013 12:26:13 am

In reading Part Two there were various pieces that I highlighted as I found them interesting and pertinent – while also serving as kind of a personal ‘reminder list’ for personal practice. While perhaps a bit dispersed and maybe even seeming erratic, here are the pieces and the way that they resonated:
I. Self-differentiation – The sand amongst the pebbles in the filling of the container as I see the individual quest to improve one’s own leadership. What is it that I/we need, at this moment, in order to move forward? Such a central premise in our Inner Work. I whole heartedly agree with the statement “Leaders who don’t engage in inner work are more prone to incongruent behavior and disconnects between what they believe and what they do, between what they intend and what actually happens”. This is something that requires maintenance; if not, then creativity and productivity may diminish (personally and organizationally). Leaders who keep their inner work healthy can serve as catalysts for those around them and the organization.
II. Today’s demands require us to lead from an integral consciousness that is soulful – there are no substitutes! Definition of soul and the capacity building of soul, individually and organizationally is complex. A first steps require awareness and being open to outcomes while aligning purpose and action. Is it any wonder that so many people find this challenging in today’s world? Authentic inquiry seems to be a sound step for beginning this work.
III. Mindful leadership – it was a good reminder that as a first foundation to be mindful of the body. This is ironic given my earlier energies and studies focused as such – but as of late, have left unattended. I feel the need to dedicate focus to this at his time in strengthening my mindfulness. Within this chapter I appreciated the reminder of Research (from the neuroscience lens) tells us that rapidly shifting back and forth between cognitive tasks results in plummeting capacity and rising levels or error. So appropriate in the daily lives of our teenagers!
IV. To enter the world of regeneration and renewal we are reminded that part of creativity is honoring the child in oneself, in being able to see the world newly and fresh. Playfulness and youthfulness are essential modes for today and we must honor the child within and take care of the child within.
V. African Ubuntu philosophy – something that I have only a basic understanding of, but would like to learn more about.
VI. Shapeshifter Leadership resonated the loudest with me as I see it as being something that I believe in and also believe that is needed in schools today. How do I look for such a job? How do I sell myself as such? Would the world think that I am crazy? I loved the articulation of the core qualities: (1) an ability to perceive the global cultural challenge with a broader vision for change (that just may see rare!); (2) a creative mobility (that takes on the habitual limitations and hierarchies); and (3) the flexibility to take on many roles and see the many sides of a question. In being reminded that complexity is the nature of thing – it may also be the playground of change for the shapeshifter. I recognize that I so often find delight in criticizing a situation with my internal dialogue and at the same time ‘riffing’ possibilities for making it better. It is about stepping outside our traditional almost daily paradigms. The shapeshifter’s gift is to make new possible narratives part of the consciousness and the application visible. The shapeshifter’s metaphorical understanding of ‘game’ allows for attending to change in a playful and innovative mood and helps the rest to understand and participate in the same way.

I am not currently involved in work that requires the application of these pieces, though they serve as food for thought. Perhaps for the future (near or far) …

Todd

2/19/2013 09:39:58 am

I’m sorry I haven’t kept up with the reading as planned – but seeing Jeff’s post helped prompt me to finish Part II and think about how it links to other things I’ve been doing and thinking (and contributed to my not finishing Part II earlier). I am fully convinced that “being the change” is critical to being a truly transforming leader – and that being mindful, having an inner sense of calmness and strength, being “present” (in the sense I described earlier in referring to “presence-based coaching”), demonstrating integrity, and acting with humility and compassion are all attributes that separate great leaders from others. I’m still learning about the Washington environment and these readings, and other things I’ve been reading lately, are a great framework/filter for analyzing what I hear my colleagues say about various people in the Obama administration and in USAID (and what I see) – and I think those who are really respected and are able to inspire and call on the best from their staff or “followers” (I was once told that the key definition of a leader is that they have followers) have done the inner work to develop those traits or naturally have those qualities.

Since I’ve been working on my coaching skills and play a role advising my superiors, I appreciated the thoughts about the role of the advisor in “Transforming Suffering”. USAID’s Administrator, Rajiv Shah, has developed a relationship with so-called “super leadership coach” Marshall Goldsmith who works with top-level CEOs (at incredibly high fees) – and he has agreed to work pro bono with our senior leadership team. Unfortunately, I’m a rung below that level so I’m not participating personally, but I’m interested in watching this play out for my boss and our top leadership and have been reading his latest book: “What Got You Here Won’t Get You There.” I’m only halfway through, but am struck by how his list of twenty habits that prevent leaders from reaching the next level are really about humility, compassion, presence, integrity – all those qualities that are related to “being the change.” Many of them are simple things (saying thank you, recognizing contributions, not making destructive comments, letting people own their ideas, apologizing for mistakes) that come naturally when inner work is well along.

I’ve also been reading all of this in the context of planning for and carrying out a retreat for our Bureau of 170 people. The retreat planning committee told our senior leadership group in November that they did not believe that it was possible to have a successful retreat (planned for early January) because morale and levels of trust were too low, the problems too complicated, and some people so angry they might hijack the proceedings – and, in any event, we didn’t have time to plan a retreat that would address all those issues. I suggested that, if that was the case, we didn’t want to lose the opportunity to listen and create ways to talk about the issues people care about – and proposed that we keep the planned dates and use Open Space Technology. I thought it would work given my experience with it in Mozambique. Ultimately the key people were, reluctantly, convinced and we found that the closest experienced facilitator for us was Harrison Owen, the originator of Open Space Technology.

To make a long story short, the retreat was a resounding success and our staff felt they had lots of opportunity to share their concerns and make recommendations for changes. In the process, I’ve had a lot of opportunity to engage with Harrison and talk with him about how to follow up and create more of that kind of open space to address specific issues that came up in the retreat and involve our staff in coming up with and buying into solutions for those issues that create morale problems or prevent us from moving our work to another level. I’ve now read his latest book, “Waverider,” which proposes that all organizations are fundamentally self-organizing and leaders need to mostly get out of the way and create the space for that self-organizing to create really high performing systems. He draws a lot from his vast experience with Open Space Technology, but also notes that chaos, confusion, and conflict are essential aspects of life and spends some time talking about the importance of grief work – topics that resonate with points made in “The Transforming Leader” – in putting together his ideas about how to support self-organization and create “Authentic Leadership” through inviting passion and responsibility in ways that replicate Open Space Technology in a larger sense.

Over lunch after the retreat, Harrison helped me work out some ideas for

Todd

2/19/2013 09:44:16 am

Over lunch after the retreat, Harrison helped me work out some ideas for follow-up in addressing some long-standing structural/relationship issues and he shared a number of insights from his experience, including (I’m paraphrasing), “I’ve always found that change starts around the edges, and you don’t want to try too much of a frontal approach, but allow that stuff cooking around the edges to develop”. Here are some of the phrases he reminded me of in a follow-up email:

Be the Change you want to make.
Never oppose force with force.
Work the edges and take the opportunities wherever they appear – as often as possible.
Look for the minimal level of formal structure necessary to sustain the operation.
Jam the system
Dance like a butterfly, sting like a bee.
Never let them see your hands move.

So, I’m seeing some links between this experience and “The Transforming Leader”.

While at our retreat, I missed a presentation (an inconvenient coincidence) by David Cooperrider to USAID folks on Appreciative Inquiry. Supposedly there is a video of his presentation, and I was told he would be open to a direct discussion with me since I wasn’t able to attend or take advantage of his offer to talk directly with others afterward. I’m interested in seeing how our Agency might use this. Personally, I am looking more at how elements of Appreciative Inquiry might be applied to a management assessment I’ll be helping to lead in our Tanzania mission next month. I’d love to hear any thoughts you all might have about this…..

So – I will try to get through Part III more quickly….

Financial freedom plan link

10/20/2013 06:49:44 pm

Wow!! This is something I ‘ve been searching for for a while.I’m thankful to you for writing this article about leadership.Thank you very much....

Affirming the Leadership in All of Us

Shared Read: The Transforming Leader - New Approaches to Leadership for the Twenty-first Century

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