I think a major act of leadership right now, call it a radical act, is to create the places and processes so people can actually learn together, using our experiences

We've taken disturbances and fluctuations and averaged them together to give us comfortable statistics. Our training has been to look for big numbers, important trends, major variances. Yet it is the slight variations - soft-spoken, even whispered at first - that we need to encourage.

You can’t hate someone whose story you know.

Passion mutates into procedures, into rules and roles. Instead of purpose, we focus on policies. Instead of being free to create, we impose constraints that squeeze the life out of us.

As we let go of the machine model of work, we begin to step back and see ourselves in new ways, to appreciate wholeness, and to design organizations that honor and make use of the totality of who we are.

I think it is quite dangerous for an organisation to think they can predict where they are going to need leadership. It needs to be something that people are willing to assume if it feels relevant, given the context of any situation

[A]ll change, even very large and powerful change, begins when a few people start talking with one another about something they care about.