A spoken excerpt arguing for 'grounded leaders' in volatile, polarized times: leaders who understand and pressure-test their beliefs, build strong foundations, connect with communities and causes they care about, and keep a human-centered approach when leading change. Emphasizes the limits set by foundational quality and the need to stay close to people during change.
Chapters
I think there's a growing need. I think the times are really volatile. I think the systems that are out there are serving fewer people effectively. And as there's this growing disparity in the needs that are unmet, as we're increasingly polarized, as the sands are shifting, I think we need grounded leaders, folks that can really understand why they believe what they believe, that have had opportunities to pressure test those ideas and put those into real life context and have a real human component to it. When I think about leading, you're out in new territory. You're solving things that you haven't been through before. There is a number of things it gets harder as you go and you get better at. You can only go as high as the quality of your foundation. And so I think when you start to tap into those things that you're wired for, the things that really speak to those communities and causes that you care about, you're already working so hard to put this effort in and contribute. Those are some of the things that I think equip leaders to be effective when they're leading today. And we don't get too far away from the people side of change.