Our job as leaders (as opposed to industrial managers) thus becomes clear. Instead of threats and scarcity, and instead of compliance and control, we have the opportunity to help people become significant. We can establish a foundation of safety and then build a culture of affiliation and status, where forward motion is a benefit in itself—even

Measuring the easy thing is the easy thing.

But we let ourselves off the hook when it comes to decision-making, eager participation, dancing with fear, speaking with authority, working in teams, seeing the truth, speaking the truth, inspiring others, doing more than we’re asked, caring, and being willing to change things.

Great work creates more value than compliant work.

It takes patience and wisdom to separate the project in front of us from the person who created it, and the shortcut of personal attacks is far too common.

The step after doing the reading is showing your work. Work for others to read and learn from.

An organization of any size can effectively move forward by asking, “What do humans need?” What will create significance for those who interact with us?

We can create systems and pathways and a culture that attracts and amplifies that desire. Culture defeats strategy, but culture is more difficult than strategy. It requires clarity, commitment, and daily persistence.

Culture that is based on goodwill and connection is more resilient, faster moving, and more productive than one that is based on mystery, selfishness, and power. Don’t hoard. Don’t hoard information, interoperability, access, or love.