Imagine It Forward: Courage, Creativity, and the Power of Change
von Beth Comstock
When your North Star is always the work and how to make it better, it keeps you from engaging in petty politics or hand-to-hand combat over personality issues. Putting the work first gives you a measure of protection. And I needed that. If everyone agrees on the same approach to an idea, perhaps you’re not pushing the boundaries hard enough. Perhaps you haven’t sought enough divergent views. Good leaders recognize that tension is inevitable, and they learn not just to navigate it but to use it to fuel creativity.
When your North Star is always the work and how to make it better, it keeps you from engaging in petty politics or hand-to-hand combat over personality issues. Putting the work first gives you a measure of protection. And I needed that.
If everyone agrees on the same approach to an idea, perhaps you’re not pushing the boundaries hard enough. Perhaps you haven’t sought enough divergent views. Good leaders recognize that tension is inevitable, and they learn not just to navigate it but to use it to fuel creativity.
that one of the greatest enemies of change is what I call incapacitated learning, a phrase I borrowed from the futurist Edie Weiner. She describes it as a condition of “knowing so much about what we already know that we are the last to see the future for it differently.” It’s like carrying a career’s worth of mental baggage around.
The traditional top-down style of leadership—here’s the answer, now do it—won’t work. Often, the person leading the change doesn’t know the answer, only the need for a new direction. How do you get people to work toward unseen opportunities?
Learn to listen and trust your doubts. And don’t be afraid to express them to others.
"When your North Star is always the work and how to make it better, it keeps you from engaging in petty politics or hand-to-hand combat over personality issues. Putting the work first gives you a measure of protection. And I needed that."
"If everyone agrees on the same approach to an idea, perhaps you’re not pushing the boundaries hard enough. Perhaps you haven’t sought enough divergent views. Good leaders recognize that tension is inevitable, and they learn not just to navigate it but to use it to fuel creativity."
"As I would see over and over again in my career, learning how to withstand disappointment is critical for anyone who hopes to effect change in an organization. Disappointment, delays, obstacles, recalcitrance, and resistance—they are inevitable in fomenting change. It is in how you handle yourself during the constant tussle between the thrill of a new idea and its adoption that the real work lies."
"that one of the greatest enemies of change is what I call incapacitated learning, a phrase I borrowed from the futurist Edie Weiner. She describes it as a condition of “knowing so much about what we already know that we are the last to see the future for it differently.” It’s like carrying a career’s worth of mental baggage around."
"Every company, organization, person has a story that conveys their purpose in the world. And in business, telling that story is one of the most important things we do. To put it another way, if you can’t tell it, you can’t sell it. Whether it’s an idea, a product, or a project, you must be clear on why it is important, what the anticipated out-come is, and why it is relevant. It’s not what we sell, it’s why we sell."
"The traditional top-down style of leadership—here’s the answer, now do it—won’t work. Often, the person leading the change doesn’t know the answer, only the need for a new direction. How do you get people to work toward unseen opportunities?"
"Learn to listen and trust your doubts. And don’t be afraid to express them to others."
- →When your North Star is always the work and how to make it better, it keeps you from engaging in petty politics or hand-to-hand combat over personality issues. Putting the work first gives you a measure of protection. And I needed that.
- →If everyone agrees on the same approach to an idea, perhaps you’re not pushing the boundaries hard enough. Perhaps you haven’t sought enough divergent views. Good leaders recognize that tension is inevitable, and they learn not just to navigate it but to use it to fuel creativity.
- →The traditional top-down style of leadership—here’s the answer, now do it—won’t work. Often, the person leading the change doesn’t know the answer, only the need for a new direction. How do you get people to work toward unseen opportunities?
- →Don’t tell me you’re not empowered. There is power that is yours. Use it. Grab your own permission. No one is going to give it to you.
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