EXPERIENCE UNLIMITED POSSIBILITIES BY AVOIDING THE BLAME GAME

Leadership emerges during times of trouble, turmoil and strife.  It had been said that anyone can manage during good times – that even a “blind squirrel can find a nut once in a while” – but what do YOU do when the going gets tough?  While there should be very little difference in your leadership style (whether at work or at home) when you face unexpected hurdles, far too many “competent” individuals excuse their own actions by blaming or deferring to others.  Seeking short term-gain (popularity, acceptance, being “liked” by others) often damages long-term credibility when “it was not my fault” is the immediate response to every issue, problem or concern that faces us.  In that we are all human, however, we are bound to fall into the “credibility exchange” trap.

Examples of “decision deferral” and “blame game mastery” exist everywhere we look.  The Government tends to shift blame rather than assuming ownership of most situations – and (sadly) the American People tend to accept that transfer as being acceptable.  The current Administration blames our past President for creating the crisis in care within the Veteran’s Administration because when we began the war in Iraq during the past presidency we did not anticipate the increased need for care so “it is not our fault” that there are more veterans in need than there are providers to care for them. Our past State administration blamed the previous governing body for our financial woes – then took credit for any gains by claiming that the turnaround was a result of implementing initiatives started during their time in office.  Rare is the politician who will say, “It does not matter who caused the situation – we must work together to identify the root cause of the problem so we can concentrate on its resolution rather than focusing on fault.”

On a personal level, individuals within failing (or suffering) relationships often blame others on their “position in life,” think “if only something else had happened differently, I would be in a different place,” or simply walk away rather than assuming part of the blame.  Many people feel vulnerable when they accepting blame rather than shift it to others.  “It is not MY fault!” is far easier to say than “I am sorry – I was wrong.”  An apology should be the beginning of a new direction rather than the end of a poor choice.  It is not a conclusion – it is a fresh start.  Too many people feel they need to avoid all appearance of being “human” (making mistakes, expressing doubt, changing a direction should the conditions change) if they want to be respected –that “being right” trumps “being real” when it comes to relationships.

At work, many examples of responsibility shift exist.  Seemingly competent managers sometimes tell staff to
“look busy” because “top management” is out to cut staff and “we don’t want that to happen to us” when orders begin to drop.  By building a bond of mutual fear with staff, these managers avoid the “blame bullet” but will never become leaders.  Rather than becoming part of the solution their deferral of responsibility has made them an unexpected part of the problem. A leader will “take the bull by the horns” and face reality by confirming that things are tough (staff probably already knows this), telling them that something must happen to change the current situation (insanity is doing things the same way expecting different results), and painting a realistic picture of what might happen unless an alternative is identified.  It does not really matter WHO is to blame or WHY the situation currently exists (if, indeed, it was the fault of another).  What DOES matter is what will (or can) be done to move from where we are (regardless of why we are there) to where we want to be.

Life is not a paved highway that provides us one clear path to a known destination – it is a winding road offering many alternatives. Unless (and until) we move forward, we will fall back (or be run over by others as they rush ahead).  When we wait for (and ultimately accept) the solution of others we give away our ability to define our own destiny.  We forfeit the right to share any of “the fame” (but often hold onto the desire to isolate and transfer “the blame”).  Blame is situational – life is transactional.  Avoiding (or accepting) the obvious does not create change – it fosters complacency. Assigning fault excuses our condition – accepting responsibility and seeking resolution initiates change.   If we wait for things to happen to us (or expect someone else to lead us from where we are), our choices become obvious and our results limited to a narrow set of defined (and predictable) outcomes.  If, however, we react and respond to situations rather than planning and anticipating (or blaming and excusing) – we will find our lives full of unpredictable moments that reveal to us unlimited potential leading to undefined (and unexpected) possibilities.

INFLUENCE WITHOUT AUTHORITY

While much guidance is available to strengthen our ability to lead from a position of authority and control, the individuals whom they lead often become a “silent majority,”  being given little attention, recognition or opportunity to contribute to the “greater good” because they are not allowed (or encouraged) to influence “from the bottom up.”  It is relatively easy to tell someone what to do (and expect it to be done) when one assigns the work AND controls the consequences should the work be done poorly.  It is a different challenge to ASK another (out of the goodness of his or her heart) to do something when the person requesting the work has not authority over the person doing the assigned task.

We all work with (and sometimes around or through) others.  We all have thoughts and ideas that could improve a situation or streamline a process – could enhance a relationship or include others within a solution – but not everyone is in a position to impose their will upon others through a management directive.  In order to effectively influence others – to make a difference in how we contribute to solutions and interact with people WITHOUT the benefit of being in charge:

• Recognize that it is your responsibility to SELL an idea, NOT someone else’s responsibility to BUY the concept.  Good salespeople identify and relate to the needs of the buyer rather than focusing on their own needs.  While making a sale will obviously benefit the seller, the buyer must recognize why he or she will benefit from making a “buying decision” before a sale will be finalized.  To close the sale – be it of a product, a process or an idea - remain positive and upbeat, focusing on what you can do to “make things right” rather than on what others would have to do to make the conclusion possible.  Until you truly “sell” change, you will be but an implementer of other’s directives rather than an initiator or innovator of ideas. 
• Consider how change will affect “the whole” rather than focusing on how it might achieve your personal objectives.  Most people are hesitant to abandon the status quo.  If you want something done differently than it is currently being done you must convince others that the results of change are better than the comforts of staying the same.  It is difficult to impose change.  We can move mountains, however, if every individual involved is able to take responsibility for a part or portion of the transition.  If you wish to influence another’s actions, you must clearly demonstrate how the resultant change will positively affect that individual, the organization, their environment, and their future RATHER THAN how it will elevate you or improve your position.
• Present a realistic cost-benefit analysis of your idea.  Whether it is a major corporate decision or
  
  a family vacation, be prepared to have a realistic discussion on the cost of change (and of not changing) and the benefits of change (or of remaining the same).  Acknowledge that implementing your idea means someone else’s was overlooked (someone will be opposed to your suggestion because their idea was not used) so it is critical that an objective analysis be clearly communicated to all involved.  Whenever anything has changed in history, the benefits of change have outweighed the costs BUT nothing happens unless (or until) that value proposition has been made.  Nothing is impossible – it is your responsibility to convince all involved that an idea is fiscally viable if it is to become a practical reality.
• Rather than focusing on what went wrong or did not happened, focus on what DID occur AND what has yet to be accomplished.  Far too many individuals focus on what may have gone wrong (and how to correct it) – losing sight of what went right (and how to build upon it) – as they struggle to bring ideas to fruition.  They think about what was done rather than what has yet to be done.  When we tie ourselves to the possibility of failure (focusing on things that actually went wrong or simply trying to avoid pitfalls rather than implementing change), we cannot possibly realize success.  When we focus on “what did not happen” it is difficult to implement what could still be done differently to alter results.  When we are comfortable with what we do and with whom we associate, we will rarely seek to expand our circle of friends or alter our sphere of influence.   When we accept “what is” we cannot realize “what could be” unless (and until) we acknowledge the possibility of something different – something better – that has yet to be discovered.

We invest tremendously in the acquisition of knowledge in an effort to make a difference – to matter – but until we learn to sell our ideas so that others WANT to “buy” them, we might as well pour our thoughts down an open drain.  We must leverage the power of opinion without assuming the position of power in order to influence effectively.  We must look forward as we move towards new objectives – identifying obstacles that might stand in our way (rather than focusing on the troubled path we have already traveled). We must convince others to travel with us (rather than expecting them to follow without hesitation) if we expect to influence change.  Making yourself matter begins (and ends) with making others feel they matter more!

MEASURING THE TRUE VALUE OF YOUR TIME

Though time is seemingly in abundance when we have nothing to do, it passes far too quickly when we would prefer it to stand still.  We seem to worry more about how quickly we can finish the race than we do about the joy found along the way – or even the satisfaction derived from simply crossing the finish line so we can rest before beginning a new race.  People tend to worry about things they cannot control rather than identifying the things over which they do have influence.  They fear there is too little time to slow down because there is so much to be done – effectively eliminating their ability to appreciate the things they might find or see if they around them had they simply shifted focus from their destination to the road upon which they were travelling.   We often find ourselves slaves to the clock we so desperately seek to master when we keep ourselves busy to the point of exhaustion (without realizing or recognizing that “being busy” does not always mean we are efficient or productive).

I have heard many people complaining about their lemons rather than celebrating the opportunity to make lemonade.  Rather than finding satisfaction in their PROGRESS, some see only what has not been finished due to a lack of time – or what they wish they had rather than what they actually possess.  Rather than saying “good job” when someone finishes a task, they are quick to point out “what else” has yet to be accomplished.  We have become a nation of complainers – bringing others down in order to make ourselves look better RATHER THAN elevating ourselves in order to pull others up with us.  We take so much time making ourselves look better than others that we lose track of the time we could be using to fulfill our own individual potential.

Before we rush to judge, criticize or question others – minimizing the results of their efforts – take time to ask WHY someone may have chosen the path they took or acted as they did.  If doing something differently might produce a far superior result with less effort and/or time being invested (and it is not too late to “undo what has been done”), offer advice and counsel rather than critically dismissing another’s action as being worthless, wrong or misguided (either implicitly or explicitly).  Providing fish gives someone a meal – teaching them to fish feeds them for a lifetime.  Take the time to foster and create autonomy in others rather than encouraging their dependency upon you – any “short term strokes” sacrificed will return HUGE dividends in the future through the quality and quantity of work produced independently by others – ensuring a better utilization of the limited time we are all provided.

Some measure life by counting the number of breaths they take.  Might a better measure of life be tracking the number of moments that take our breath away?  Some worry so much about what must yet to be done that they lose track of what has been accomplished.  Some focus more on the destination than they do on beginning their journey – or on what they might see along the way.  We far too often forget that a new beginning NEVER occurs until an end has been realized – that we cannot arrive at a new place (or accomplish a new experience) until we leave our “present” as we journey towards our “future” (and that once a “future” has been achieved, it becomes a new “present” from which to embark).
 
Too many individuals live in the memory of their past, seeking the comfort of what once was rather than opportunities not yet realized (or possibly, not yet even considered).  They tend to hold on to what they have, refusing to make room in their lives for what they long to have.  Time is not stagnant – it does not wait for anyone – so we must manage our lives to maximize the opportunities we have during the precious little time we have been provided.  Unless we remember and consider our past just long enough to leverage our experiences so we can enjoy our present just long enough to be fulfilled, we will never be able to anticipate and plan for a future of “not yet realized” opportunities that will allow us to bring our dreams to fruition as we fully utilize our time.

Spend time this summer immersing yourself in the beauty of your surroundings.  Seek solace in the cry of a gull or find joy in the laughter of a child. Value every moment as you travel this earth – for the moments become years (which pass much too quickly) as we pass through this life.  Our time is far too short to dwell in one place for too long – rather we should seek all that might be possible and act to attain what we can by accomplishing those things within our control. We must take the time to appreciate not only that we will arrive but also how we choose to travel and what we might find along the way if we are to master our time rather than be mastered by it.  Though we cannot alter the seasons, we can stop chasing blindly the hands of time as they race relentlessly around the clock.  We must recognize that each morning reveals a new day and each evening closes but a chapter within our book of life – a continuum having no clear beginning and, as long as we are living, no definitive end.

THE ALPHA PROTOCOL

Why is it that people think starting over means repeating everything they originally did, expecting different results than those that initiated the “re-do?”  Some have labeled such senseless (and meaningless) action as being the definition of insanity.  Rather than focusing upon what DOES NOT (or did not) work, I would prefer to focus on WHAT HAS NOT YET BEEN ATTEMPTED OR CONSIDERED when starting over after an original effort either failed OR produced less than acceptable results.  I think of this new beginning – the fresh perspective from which any journey should originate – as being my “Alpha Protocol.”

Alpha represents the beginning – Omega the end (which lends itself to another article in the near future – that being that every new beginning MUST NECESSARILY reach an end before one can move on to another course of action – a final intentional step I think of as the “omega principle”).  Before we can “undo” what has been “done” we must identify what (specifically) do we not like about the “end” of our journey. Before we can start over, we must identify WHY we do not like where we are (even if we have not yet figured out what we must do differently to alter the direction of our travels) and WHAT we are willing to do to change it.  How invested were you in working towards a logical and fulfilling conclusion that could be “owned” when the journey began?  Did you begin your journey at the request of another – moving in the direction you were pointed using the tools, concepts and preconceived beliefs someone else provided – or did you consider where YOU wanted to go before walking down a path upon which (perhaps) nobody had ever wandered?  If we are truly comfortable with our “omega” there is no amount of discussion, collusion or convincing that will force us to invest our energies in a creation of a new “alpha.”

In order to arrive at a logical conclusion – an answer in which you can believe and feel comfortable – you must first consider where you wish to go and how you hope to get there AFTER defining what you are moving from and why you wish to leave.  In order to initiate the Alpha Protocol you must recognize that every opportunity – every new path upon which you walk – begins at a place from which you must move to accomplish an objective.  You must also realize (and internalize) there are many paths leading from a beginning to an end – and that each end is truly just the beginning of another opportunity not yet revealed rather than an “omega” that will stand the test of time.

We should never initiate the Alpha Protocol lightly.  Once a course of action has been chosen – following much study, review, discussion and debate – it should be allowed to reach a conclusion (even if the “end” is but a detour on the road to a final destination).  There may be many “alpha moments” during the accomplishment of each objective – new beginnings from which opportunity blossoms.  There are few “omega principles” in our daily lives, though, as each “end” is truly but a new beginning to another temporary end (there are very few “finalities” in life – death and taxes being two – while each day dawns with a new beginning before concluding with a resting point that allows us to prepare for another fresh start).  Unless we choose to conduct our lives as they have always been conducted expecting to receive that which has always been provided, everything we do begins at a place which must be left behind if we hope to move towards an end (which is often not determined until it has been achieved).

Those who truly accomplish much in life tend to invoke the Alpha Protocol more frequently than they

succumb to the Omega Principle.  They see life as a series of new beginnings rather than ends – of fresh starts rather than conclusions.  While accomplishing much, they feel much has yet to be accomplished.  They find peace in their discovering moments rather than discovering peace in their moments of discovery.  While each of us should acknowledge that our omega moments often serve as resting points from which we can recharge, refocus and redirect our efforts before seeking another destination, we should also recognize them as but beginnings to another end rather than as ends to each new beginning.

ARE YOU LOOKING AT LIFE THROUGH A TUNNEL OR A FUNNEL?

Life presents many opportunities, challenges and unique possibilities but what we gain depends almost entirely upon our perspective.

Many individuals seek to order their lives – to prioritize their activities in order to accomplish their self-imposed assignments one at a time, completing one before moving on to the next, until all the tasks on their list have been finished.  “Multi-tasking” is a process foreign to them – “focus” is the operative condition in which they live.  You can probably identify them in the workplace by their spotless desks, their appropriately labeled files, their orderly “in-basket” and their “out-basket” that is emptied on a daily basis.  At one time, they may have advocated the use of “Day Timers.”  They have now advanced to the “notes” section within their calendar (which is probably linked to every electronic device they “sync” with their office system).  They will probably list their activities each morning then track their progress each night – re-prioritizing their expectations as they head into a day and marking off their accomplishments as the day ends.  Some might say these focused (structured and ordered) individuals go through life wearing blinders – keeping their eyes focused upon the task immediately in front of them so they are not distracted as they accomplish each task before beginning another.  Perhaps these individuals simply see life through a tunnel – a contained and defined passage in which they can operate moving ahead or behind but never taking a wrong turn or ending up somewhere they did not intend to travel.


 Some live their lives as if they used a funnel to make every decision.  They feed all facts, factors, possibilities and choices in their lives into the top of the funnel – the most significant flowing to the bottom while all others trickle more slowly behind.  “Funnel-thinkers” ask many questions before beginning a task – often defining their choices and narrowing their direction by eliminating the “larger things” that flow more slowly so they can accomplish the “smaller things” first.  As with tunnel-thinkers, their actions and decisions are often focused as they accomplish one thing at a time BUT they often start with more opportunities (rather than simply following one to its conclusion) and may allow an activity to spin around in the funnel if an alternative task moves ahead of it on the way to the bottom.  These individuals acknowledge a variety of activities that must be accomplished then spin them through their “funnel-vision processes” so that tasks can be assigned to others (based on priority) and tracked to ensure the timely completion of all (rather than each singular activity being done before moving on).


A rare few choose to look through the wrong end of the funnel – to see only the exit of a tunnel rather than its entrance.  They expand their possibilities as they move forward in life, taking an initial limitation and blowing it into a world of opportunity by the time it leaves the large end of a funnel.  They see a tunnel as a launch pad (running through its walls in search of an exit) rather than a containment vessel – a place from which they constantly emerge rather than ever simply enter.  Their workplaces are identifiable by the stacks of paper on their desks and the piles of projects that are in some stage of accomplishment.  They do not “defer or delay,” they simply “set-aside” if they need a change throughout the day, always moving forward towards accomplishment but possibly focused more on progress and process than immediate accomplishment.  These individuals would die within a tunnel and drown within a funnel – they need a pool of many opportunities in which to swim and a field of many dreams in which they can wander.  Using the wrong end of their funnel as a telescope, they can often see the “big picture” which helps to guide their decisions and order their activities.  Lists, to these individuals, are a measure of what will be accomplished rather than a history of what has been done or a timetable in which it must be finished.

The world needs all types of people – those comfortable within their tunnels, others seeking satisfaction as they accomplish things in an orderly fashion as they progress through a funnel, and some that see the big picture while looking through the bottom of a funnel or peering out the exit of a tunnel.  Recognizing who YOU are is only half the battle.  Understanding that everyone does not think and act like you while learning to accept the strengths of others who think, act and accomplish things differently allows us to thrive within a world that provides (and demands) a plethora of individual differences.

INTROVERTED MANAGEMENT - SILENCE OF THE LAMB CAN BRING POWER TO THE PEOPLE

Some would suggest that one must be an extrovert to be a good manager – that one must be heard (clearly and frequently) to be followed.  We often think that highly effective managers must be able to speak flawlessly (and persuasively) to crowds or mingle effortlessly at events with public officials and other executives.  Extroverts having KNOWLEDGE, EXPERIENCE AND ABILITY are able to mobilize individuals to follow them when they step into the spotlight but introverts often become excellent (and highly respected) leaders if they can overcome the tendency to hide (or downplay) their strengths.

During my 25 years of promoting operational excellence and business sustainability through the efforts of The Employers’ Association, I have met a number of successful leaders who are successful, universally admired and respected.  Many of the better leaders have been more “introverted” than “extroverted” in their actions, communications and ways they influence those around them.  Though extroverts can often motivate individuals with ease and inspire them to do things they might not have otherwise considered, some extremely introverted individuals have become excellent leaders when they exhibit basic characteristics not typically associated with extroverts.  These tendencies would include:

• Introverts are often deliberate and measured in their responses to situations.  This does not mean they are slow (many process things quickly) but rather that they have considered the “pros and cons” of most decisions and formulated several alternative courses of action should their initial direction prove untenable.  They are not prone to bursts of temper or extreme reactions as they are more thoughtful in how they sift through and process information – rarely acting until they know (or have considered) what might happen should they act.  Introverts respond strategically to most situations rather than emotionally – establishing trust and confidence in those that choose to follow their lead.
• Introverts are analytical in their thought processes – experts at finding their way through reams of data quickly and reaching the core of the matter.   Subdued in words and actions (allowing more time to be spent “thinking” than “acting”), introverts are surprisingly decisive – any perceived delays in action being caused by an introvert’s need to view issues from all sides rather than their fear of acting to resolve issues.
• Introverted leaders are good listeners.  Being naturally quiet, they let others do most of the talking BUT listen closely to everything said around them.  Being deliberate and intentional in their actions, introverts act on what they hear after filtering “what will work” from “what will not” so their decisions are likely to be accepted by “the team” rather than rejected as being a “top-down” proclamation.  
• Introverts are naturally risk averse – a critical management function in avoiding potentially disastrous risk.   While new ideas, products or services must be considered when charting an organization’s future, the ramifications of intentionally changing a product, process or service must be anticipated
  
  (and alternative directions be developed) should “our worst nightmare” come true.  Being “risk averse” helps to minimize nightmares but to remain “as we are” insures nothing but certain death. While we must change to grow, we must take risk wisely when others depend on the decisions we make (or choose not to make).
• Introverted leaders often become the voice of reason within any situation or environment.  While an introvert’s voice is not typically loudest, it often becomes the one to which most listen.  Influenced more by rationality than charisma, an introverted leader is “heard” because people know something reasonable is being said in a rational and thoughtful way.

To be successful as an introvert in management, you have to be willing to force yourself out of your comfort zone. (I can speak from experience on this factor.  A Board member once told me I would have to become more involved in the community if I were to lead this organization.  Having served on more than twenty Boards and/or committees – typically 12 to 15 at any given time – I thank (or blame) this Director for his wisdom!)  An introverted leader must be willing to make him- or herself get up and speak in front of people, run large and contentious meetings, and wade into interpersonal conflict when their natural inclination might be to go home and read a good book or be “an island” rather than a part of a larger society.

While extroverted individuals are often thought to be the best leaders (perhaps because they proclaim themselves as such), many qualities that make people more “introverted” are exhibited by great leaders. Listening before acting, analyzing before deciding and determining direction on the magnitude of risk (rather than the aversion of it) are characteristics of an introvert – AND of a great leader.  Perhaps at no time in history has it been truer than today that we can become anything that we would like – regardless of our natural tendencies or reactions to things – as long as we take intentional action and “own” our failures (as well as our successes) while we act to decide by deciding to act.

A LEADERSHIP DILEMMA

Our world needs strong, unwavering leadership more than ever.  Parents want to be their children’s friends rather than their spiritual and emotional leaders.  People overlook critical issues within their relationships, preferring to avoid confrontation and resolution by staying away from each other or being too busy to talk. Partisan politicians are more committed to identifying who is at fault than to recognizing the problems and acting to resolve them.  Is it possible (or even worthwhile) to differentiate “management” from “leadership?” I sometimes fear that our leaders have taken leave – or are at least staying so far below the radar screen (and out of fire) that their effectiveness may be compromised.  IF that is the case, where have the leaders gone – and how can we bring them back?

If someone could develop a “one size fits all” leadership style that was “guaranteed to produce positive results” they would make a fortune. We all bring unique and individual characteristics to the leadership party so such an approach could not work.  To maximize results we must identify and accentuate strengths, meld them into the fabric and culture of our workplace, then find ways to make up for our inevitable weaknesses.  While this might prove to be a big challenge, several consistent differences between strong leaders and those who wish they could lead would include:

• Leaders who struggle to gain respect often “deliver” news as being “from Management” rather than “owning it” and seek credit for things that “go right” while assigning blame for things that “go wrong.”
• True leaders leave their reservations about communications in the meeting room – expressing opinions and concerns behind closed doors – then take ownership for the news they deliver. They also tend to “own” their department’s failures while deferring the ownership of success to others.
• Leaders who struggle to make a difference often wait for direction and guidance (so they do not do something that might be “wrong”) then openly express resentment when excluded from the decision-making process.  They seek recognition but avoid the ownership of failure yet the absence of their input prevents them from ever claiming the fruits of success.
• Strong leaders make decisions based on the information they have at their disposal (recognizing that if the information changes, so might their decision).  They then take action, guiding employees towards the accomplishment of a goal AND informing top management (not necessarily seeking permission) of their progress.
• Ineffective leaders tend to ask, “Why am I not part of the management team?”  Strong leaders step forward to make themselves an invaluable part of the team by learning as much about the organization as possible and leveraging this knowledge to make significant, profitable decisions.

While managers are often appointed, promoted or anointed, leaders assume responsibility through their actions and gain credibility through an honest and unwavering expression of their character.  A manager may assign blame – a leader assumes it.  A manager often deflects criticism – a leader addresses it.  A Manager can lead but tends to focus on how things “must be done” rather than on what “must be accomplished.”  Putting his or her own needs above those of others, a manager often creates a sense of “having to do work” through fear of the consequences rather than creating an environment that encourages others to perform.

Leaders typically demonstrate the ability to influence by example to gain the support of others that choose to follow.  They pull others up while rising to the top rather than climbing on top of them as if they were rungs on a ladder.  Leaders understand their “audience” when speaking or communicating – incorporating the needs and desires of the group into the message delivered and the results expected.  Leaders recognize there is no limit as to how much can be accomplished IF they do not care who receives the credit for the work being done.  Further, great leaders put more effort into selling than they do into telling – into securing “buy-in” and sharing ownership than they do making excuses or assigning blame.  They tend to recognize that people (both in the workplace AND within society) contribute more if they WANT to do something than if they HAVE to do something.

Our region needs confident, competent leaders willing to take risks and to grow from their consequences. We need fair and honest individuals willing to lead by example rather than by edict – seeking to motivate rather than intimidate.  Are you a part of the solution or are you a major part of the problem?  Do you anticipate “what might happen” and prepare for it or react to “what has happened” by blaming others rather than accepting the consequences?  Do your actions inspire others to action or encourage them to conspire against you?  A society that expects others to “do as I say rather than as I do” is one that may “get by” but will rarely thrive.

Where have the leaders gone?  Look in the mirror!  We all lead someone or something, be it a business, a family or simply our own existence.  Let your intentional actions reflect positively upon someone else as you fulfill your own destiny.  When individuals receive the tools with which to work (education, experience and/or mentoring) and the environment in which to operate (honest, open, accepting and forgiving) with leadership that encourages growth, there will be no limit to our possibilities.