People at all levels and in all roles in organizations are wrestling with the challenges of modern life, trying to find ways to create harmony among the different parts of their lives while aiming to achieve their goals and live with purpose.

My research and practice indicates that people need to be doing work they love and to love the work they do. They need to feel that their efforts matter for the people and causes about which they really care. Further, they need to be doing work with people they respect and enjoy. Finally, they need to feel free to choose where, when and how it all gets done. It's not easy to put these conditions in place, but it is certainly possible to do so, as I have seen and shown in my work in organizations and communities using the Total Leadership approach.

In my talks in organizations around the world I ask, "What kind of leadership do we need now?" The most common responses are "adaptable," "flexible," and "innovative." This isn't surprising, in light of how fast and overwhelming is the pace of change in our world.

People struggle most with seeing new ways of doing things and often need help in breaking through their tradition-bound mindsets.

The act of envisioning is mainly useful as a means for identifying what matters most to you now.

People at all levels and in all roles in organizations are wrestling with the challenges of modern life, trying to find ways to create harmony among the different parts of their lives while aiming to achieve their goals and live with purpose.

Right now we're in the midst of a grand experiment on how best to harness the incredible power of the Internet while we struggle to maintain useful boundaries among the different parts of our lives.