Rabbi Hillel

There is no certainty except uncertainty when exercising leadership. I have used the following guidlines to help establish when it is time for me to get up on the balcony and (re)mobilize resources:

When confronted by adaptive work I tend to take this approach:

and when I do I often end up feeling like thisl:

"I remembered one morning when I discovered a cocoon in the bark of a tree, just as the butterfly was making a hole in its case and preparing to come out. I waited a while, but it was too long appearing and I was impatient. I bent over it and breathed on it to warm it. I warmed it as quickly as I could and the miracle began to happen before my eyes, faster than life. The case opened, the butterfly started slowly crawling out and I shall never forget my horror when I saw how its wings were folded back and crumpled; the wretched butterfly tried with its whole trembling body to unfold them. Bending over it, I tried to help it with my breath. In vain. It needed to be hatched out patiently and the unfolding of the wings should be a gradual process in the sun. Now it was too late. My breath had forced the butterfly to appear, all crumpled, before its time. It struggled desperately and, a few seconds later, died in the palm of my hand."

The Individual | Small Groups | Large Groups

The Good | The Bad | The Ugly

They say that the smallest division of humanity is two, yet the smallest division of change is one. I have found the most productive question to start with is whether or not I am the problem. I have more data to draw from and though it is far more destabilizing than identifying the systemic issues I find that by identifying how I mirror the larger groups dysfunction provides two distinct advantages: