Having a 9-to-5 workday in which work is left behind when one leaves the office is no longer the norm as employers expect employees to be available outside of work.

Instead of the metaphor of scales in balance, I prefer the idea of a jazz quartet: you're trying to make music that feels and sounds good, and sometimes you only hear the trumpet or just the bass and piano. Sometimes all four are playing at the same time, but perhaps at different volume.

Business schools must make the issues of leadership, teamwork, and culture a clearly visible priority if we are to maintain legitimacy and credibility as a source of knowledge for successful practice in today's global economy.

Executives are afraid of losing control if subordinates try to roam too far. Conversely, hierarchy squelches talent by forcing rote standardization through the punishment of failure, a necessary accompaniment to experimentation.

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.

The really good news is that when you give people the tools and the support to pursue what I call "four-way wins" - that is, improved performance in all parts of life - they are actually much likely to achieve these wins and, through the process, develop further their leadership skills.

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