Invest in helping people know what matters to them and who matters to them (and why), and encourage them to continually experiment with how they get things done in ways the serve their interests and yours as an employer.

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

Skilled leaders focus on "we," not "me."

Managing the boundaries between work and the rest of our lives - family, community, and the private self - is now a much more daunting task. The good news is that there are ways to realize the promise of greater focus and presence on the moment for better performance and results, but it does take discipline and practice to get there.

You really can choose to be the leader you want to be, in all parts of your life, if you take seriously the idea that there's a purpose to your life worth pursuing because it matters not just to you but to others. Consciously and deliberating devoting effort to realizing this idea is ennobling, though never without some struggle.

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.

Young men now want to be caregivers as well as earners so they have joined with women in demanding a different compact at work; they want flex and time for family too.