Photo by Sandy Millar Excited to share a guest blog today written by my good friend and colleague Dan Duckworth. […]
In that first half-day we had built a culture oriented to authenticity, empathy and growth. For the rest of the week it was easy to pursue leadership development, because we so deeply trusted each other.
Change agents emerge in every profession and context. As people pay the steep price for acquiring the positive perspective, they become more and more masterful. Eventually they gain a theory of influence that allows them to inspire positive change in any situation.
In conventional administrative thinking average behavior is not only acceptable, it is the expectation. In the positive lens the accountability is astronomical. If the people are not performing with excellence, the administrator is not leading. The key is to take ego out of leadership.
Having new experiences and reflecting on new experiences leads to the clarification of purpose and the confidence necessary to enter the cauldron of uncertainty. Keeping a gratitude journal is a developmental way to deepen the capacity to influence.