Senin, 01 November 2010

Job Advice: Ten Things to Do If You Really, Really Hate Your Job

by Cathy Goodwin, Ph.D

Job Vacancies, Employment, Employment Jobs

Everyone encounters problems with their jobs at some point. For some it is a managable issue that can be mended, though for others there are deep conflicting issues that need to be dealt with. Here is some job advice for people who really, really hate their job.

1. Begin focusing on what you want instead of how much you want to escape. When you find yourself sharing the latest horror story, stop in mid-sentence and say, "What I want to have is...."

2. Create an image that describes you in your job. Are you on a riverbank with no way to get to the other side? Lost in a jungle? Poking through a thorny hedge? When you get comfortable with the image, begin visualizing a change in the obstacle. Imagine building a bridge across the river or finding a path in the forest. Don't force the image or the change. When you're ready it will come.

3. Think of developing skills, not serving time.

Take every course that's offered and focus on skills that can lay a foundation for your own business or next job. Can you learn HTML or PowerPoint? Can you use some evenings, weekends and lunch hours to solicit some free lance gigs?

4. Focus on satisfactory, not superior performance. Use the time difference to build your new life. People often say, "I can't do anything -- I work ten hours a day!"

5. What conflict are you escaping? Dishonesty? Corporate greed? Hypocrisy? Allow yourself to wonder if these qualities are mirrored in your own life -- or even in your mind. If everyone around you seems dishonest, are you being dishonest with yourself? With others? After you resolve your own conflict, you may find the workplace has changed or you have been catapulted into a new, more satisfying life.

6. Put on your shield and armor when you enter your workplace. Everyone should learn how to create a psychic shield. Imagine that you are surrounded by an outer shell that is made of a solid material -- so strong that nothing can get through to hurt you. Some people prefer to imagine a protective golden light, but I think the solid shield is stronger. Take two or three minutes to put on your shield, every day, before you enter the workplace.

7. Give yourself a gift every day -- a splurge of time or sensual taste buds. Read a book, talk to a friend, eat your favorite food. Don't deaden your senses with alcohol (although if you're a wine connoisseur, your special wine can be a gift) or spend big bucks at the mall. Think simple.

8. Find at least one thing in your life to appreciate: the softness of your cat's fur, the winter sky, the spontaneous hug from a friend. Appreciate as much as possible about your job: the money, the view from the window, the new computer, friendly conversations with the guy down the hall. Savor the experience. Appreciation is the engine that attracts good things into your life.

9. Tune in to your intuition before deciding what to do next. Meditate and listen to the world around you. The saying "frying pan into the fire" is real. If your goals and desires do not come from a secure place within yourself, you will find yourself paying undue attention to wet blankets ("If you quit you'll never get another job") and false friends ("Just quit! Move to Tahiti! You won't starve!"). Sometimes the same "advisor" proposes both ideas in the same week. A good coach or counselor will give you confidence in your own intuition, not impose their views of what you should do now.

10. Write this down somewhere: After you've left -- and you will -- all that time will seem to have gone in the blink of an eye. You will have trouble remembering what bothered you so much. The rest of your life will still be ahead of you.


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Job Stress: Part I When Your Work is Killing You

by Mark Gorkin, MSW, LICSW

Job Vacancies, Employment, Employment Jobs

As the keynote speaker at the Forty Plus annual dinner a volunteer-based, Washington, DC, career transition/support group, I had to address one of the . In general, members are white collar types, e.g., federal employees, managers, IT professionals, academics, even some entrepreneurs, who are "in between jobs." With only 20 minutes of speaking time, my subject was definitely apt, both for the attendees and for me -- "Letting Go."

“Letting go” involves more than just physically “dropping the rope.”
Consider these Three Psycho-Social Meanings-Manifestations of “Letting Go”:

  1. Emotional Acceptance and Exploration. Typically, it signifies cognitive-emotional acceptance that a desired position or person, outcome or dream is not going to materialize or not going to play out as you had hoped. And after a period of emotional catharsis if not soul searching, sometimes encouraged by venting to a third party, other times facilitated by confronting an antagonist, one is prepared to consider a new line of thinking or a different course of action.
  2. Personal Defeat and Defensiveness. Of course, when we interpret having to “let go” as a personal diminishment or defeat, that is, not just a loss of position or property but also as a confounding or humiliating loss of identity, power and prestige along with a loss of personal security or sense of control then, not surprisingly, people will hold on. Some will cling even if holding on is now holding them back or having them stuck in a hole.

    Remember, harboring a feeling of injury or victimhood may not just leave a bitter taste in the mouth. An inability to let go often sets the stage for chronic anger and resentment transmuting into holier than thou self-righteousness.

  3. . Precursor to Losing Control. . Finally, for people not comfortable with facing and sorting out strong emotions or for folks having a low “out of control” threshold there’s a palpable fear about letting go (and engaging with their vulnerability): once the floodgates are open, you will be inundated by and may ultimately drown in those unstoppable, convulsing waves of emotion.

Four “R”s and Six “F”s: Letters for Letting Go

The time was right to share “The Vital Lesson of the Four ‘R’s”: If no matter what you do or how hard you try Results, Rewards, Recognition and/or Relief are not forthcoming an you can’t say “no” or won’t “let go,” trouble awaits…The groundwork is being laid for apathy, callousness and despair. That is, if you have invested so much time, money and ego in one right person or position, and you can’t step back – not giving up in defeat, but letting go to introduce some novelty and gain a new perspective – then you are setting in motion the “erosive spiral,” my phrase for the burnout process. Remember, burnout is less a sign of failure and more that you gave yourself away!

During my preparation, I had decided on a Yin-Yang approach, opening with the poignant “Vital Lesson of the Four ‘R’s” then presenting “The Six ‘F’s for Productively Managing Loss and Change,” before shifting into a more light-hearted gear. (Okay, I confess: I’m a charter member of the new Washington, DC-based AA group – “Acronyms Anonymous.”)

The “Six ‘F’s” are psychosocial emotions, issues and tasks that challenge an individual to grapple with: a) the loss of the familiar, b) an uncertain future, c) a loss of face, d) regaining focus, especially focused aggression, e) getting good feedback and f) having faith that if you do your “headwork, heartwork and homework” you will develop the cognitive-emotional muscles to withstand this transitional tempest, as well as to realize the opportunity in seemingly dangerous change and conflict. (Email stressdoc@aol.com for an elaboration of “The Six ‘F’s.”)

The audience resonated with these emotional tasks and touchstones. But it was reciting some poetic lines penned years ago regarding the connections between grief and growth and the natural and spiritual worlds that enveloped the hotel room in a poignant and pregnant shroud of meditative silence: Whether the loss is a key person, a desired position or a powerful illusion each deserves the respect of a mourning. The pit in the stomach, the clenched fists and quivering jaw, the anguished sobs prove catalytic in time. In mystical fashion, like spring upon winter, the seeds of dissolution bear fruitful renewal.

The Old Man and the M-word

My dad had been a salesman employed twenty years by the same company in New York's "fashion industry." Well, actually, he worked in the "Garment Center" selling the interlining for women's dresses for a large manufacturer/distributor. It was a rough world, but as an aggressive Type A New Yorka, he was doing pretty well. His loyal clientele gave him a freedom to operate fairly independently within the large company.

Seemingly, he had made peace with this rough trade. However, over a period of several years, he had been denying an even tougher piece of reality: organized crime was increasingly taking over my father's place of work. Then one day reality punched him in the gut: he was told if he wanted to continue working for David B. Carmel & Co., he would have to report to Tommy D.

Suddenly, my father was in a major crisis.

Of course, my father’s “trial and terror” could not be summed up in a punchline. I can vaguely recall my father lying on the couch, the tension written large on his face and body. I sometimes feared he might kill himself or even someone else. Fueling his sense of helplessness, my father was resisting his typical coping mechanism when under acute interpersonal duress: once feeling provoked, almost reflexively he would move into an aggressive, bordering on the physical, “in your face” confrontation with a perceived adversary. Fortunately, discretion and survival instincts were the better part of financial angst, inflamed anger and wounded pride. He decided that a relationship with Tommy D was even more frightening than walking away from a long-time job and paycheck.

Not only was he enraged but, having two kids to support, he was also scared. The anxiety pushed him to take a position at another large manufacturing company. Very quickly he felt stifled by the bureaucratic regimen and control. And two months later he walked away from the security. Job independence and self-control were now the motivational drivers.

Despite the anxiety, now he really researched job options, and finally decided to be the lone rep for "Eli," an older man who owned his own relatively small interlining warehouse. Eli was a Garment Center caricature; an "Old World" aggressive-suspicious-shrewd business owner; the arguments between him and my father were legendary: each one feared being ripped off by the other. Eli came up to my father's chest, which was probably a good thing or I believe my father might have followed through on his threats to “kill that SOB."

So the price of freedom was the many battles with Eli. (Not surprisingly, my father had a lot of unfinished anger/issues with his often aloof immigrant father who, like Eli, was a short, stubborn, aggressive barrel-chested individual. And both elder men were quick to challenge my father’s loyalty.) And though Eli often drove my father "crazy," in my family, craziness we can deal with, the Mafia is another story.

Ultimately, Eli and my father did not kill or run one another off. In fact, my father scaled new financial heights those last dozen or so years in that rep position.

Finally, the moral of the story: Many of us have been through reorganization or worse -- company downsizing. And I especially dislike the demeaning label, “rightsizing.” But my father’s crisis point called for new terminology – “frightsizing!” Nonetheless, by truly grappling with the intense emotions, especially the sense of unfairness and his paralyzing rage, my father was able to walk away, not once but twice.

He escaped the Mafia trap and then had the courage to listen to his gut. He let go of the safe job and took time to research carefully other possibilities. And he eventually paved a new path! Who knew my father was a devotee of French-Algerian Nobel Prize-winning author and philosopher, Albert Camus:

Once we have accepted the fact of loss we understand that the loved one [or loved position] obstructed a whole corner of the possible pure now as a sky washed by rain.

Surely, words to help one and all…Practice Safe Stress!


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If You Suffer From Work Pressure Learn From The Four Stages Of Burnout: Failure, Helplessness And Crisis

by Mark Gorkin, LICSW

Job Vacancies, Employment, Employment Jobs

It's the last lap. We've explored 3/4 of "The Burnout Stages": exhaustion, self-doubt, and a cynical or callous attitude. Now the final test to help you get over your work pressure and other life stresses.

4. Failure, Helplessness and Crisis. Being caught in a familiar "Catch-22" often signals the final phase: "Damned if you do, damned if you don't." "Damned if you stay, damned if you leave." Your coping structure seems to be coming unglued. Next stop, the psychiatric ward?

Probably not; however, the crisis smoke signals are billowing big time. Why is that? Burnout is like trying to race a marathon - full speed, nonstop. Can anyone race 26 miles full speed, nonstop? Of course not. Even Olympic marathon runners must pace themselves. If not, the body parts will break down. And with burnout, over time, the mental apparatus also wears out

In fact, one reason the fourth stage is so disorienting is that a person's psychological defenses have worn down. Cracks start appearing in the defensive armor. Painful memories and old hurts normally contained by your emotional defenses are leaking through the cracks. A slight or an emotional bump can set off an overly sensitive and personal reaction. Now a mate's occasional, somewhat annoying behavior really irritates as it reminds you of a mannerism of your father. Or jealousy towards a colleague reeks of sibling rivalry.

Double-Edged

Hey, before throwing up your hands, remember: burnout is not for wimps. A lot of other folks would have jumped ship much earlier. Many of you reach the farther stages of burnout because of your tenacity and dedication. You have a strong sense of responsibility and don't like being deterred from reaching your goals.

All noble qualities, unless compelled by rigid perfectionism and "there's only one right way" thinking. Then, pursuing your goals takes a back seat to proving others wrong and overcoming humiliation. You are chasing ego-driven goals. Especially in times of overload, uncertainty, and major change, "driven and rigid responsibility" can quickly transform a performance benefit into a personal and professional liability.

Also, these folks are usually not just responsible, they often are quite responsive to others. People lean on them for support. Are you a pillar of strength for those around you? If so, will those dependent upon you be quick to notice when you are feeling shaky? That you may need a shoulder?

Often not, as their sense of security is contingent on your always being strong and available. Are you buying into this "superperson" role or hiding behind a heroic mask? Maybe you always had to help mom with (or sometimes raise) the other kids. Or you're the emotional sponge in the office, frequently absorbing your colleagues' complaints. Can you hear that screeching, scratching sound? That's the stress knot twisting and turning tighter and tighter about your neck.

On the Edge

No wonder people start jumping out of jobs or school, out of relationships, sometimes just jumping. And for those not into jumping, you may be into swinging by the fourth stage. Mood swinging, that is, between short highs and/or prolonged depressive lows.

Okay, the existential question: Is it Miller Time or Prozac Time? From my perspective, it's way too late for the former (though, clearly, many people disagree with me) and a decision on the latter requires expert opinion. But that's exactly the key for transforming a danger into an opportunity. Fourth stage burnout is the crisis point, it's crunch time. Are you ready to step up to the plate and reach out for the help and resources you need? A person recovers and expands his or her strengths and possibilities through a crisis when:

  1. getting proper and sufficient support;
  2. confronting denial, false hopes, cynicism, or helplessness;
  3. grieving past and present losses while turning guilt, hurt, anxiety, and aggression into focused energy; and
  4. acquiring and applying skills and technology for turning new problem-solving options into productive attitudes and actions.

My poetic anthem to burnout and beyond: For the phoenix to rise from the ashes One must know the pain To transform the fire to burning desire.

Four Stages of Burnout. Four Steps For Recovery and Rejuvenation. Any readers care to share how you turned a burnout situation into a transformational experience? Can you say, "Creative Burnout"?


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How to Get a Great Job

by Sherry Obenauer, M.A., M.Ed.

Job Vacancies, Employment, Employment Jobs

Recent statistics suggest an employment rate of over 60% for high school students and this number is increasing. With way too many things that need to be bought and fun things to do, the weekly parental allowance just doesn't cut it anymore. So, in order to keep up with the yearly changing fashions, musical genre, and movie tickets, teens have to get a job.

Unfortunately, because of work inexperience and lack of self-marketing knowledge, most teens end up working at any number of retail outlets or fast food restaurants. Some even have paper routes or babysit. A rare few students get a decent job working in Mom's or Dad's company, but the majority of teens work hard for minimum wages and often on weekends or evenings. This really sucks for dating.

You can get a great job! All you have to do is learn how to market yourself. This means making a resume employers will actually want to read, knowing how to answer interview questions and present yourself, and where to look for employment.

The majority of adults don't have any clue how to market themselves and so do work they don't enjoy or bounce from job to job. After reading this article, you'll be able to teach your parents something for a change! Plus, you'll be able to use these skills now and after you complete post-secondary education if you choose to do so later on.

Resume

  1. always use high quality white 8.5 x 11 paper with typed black 12-point lettering. avoid using colored paper or type and pictures or drawings. type on one side only and no longer than 3 pages.
  2. place your name, address, phone number, and email address at the top of the first page. make you name several fonts larger and bold so it stands out.
  3. use headers in bold to separate resume sections (e.g., education, accomplishments, work history, etc.).
  4. if you have more education than experience, list your education first and vice versa.
  5. given your lack of work experience, list your accomplishments. accomplishments can be personal, educational, physical, or occupational. state such accomplishments in terms of the skill used (developed, wrote, created), the audience (students, agency, clients), and the result (improved learning, increased sales, enhanced team performance). for example, "wrote and edited articles for high school newsletter which informed students of upcoming events." "counseled adolescents which improved their emotional health." "promoted to captain on community basketball team and enhanced team cohesion."
  6. list any awards, certificates, trophies, and medals received in a separate section (e.g., award for english excellence, trophy for best player, certificate for highest grade in gr. 11).
  7. list any volunteer experience as well as work experience in terms of position held, agency name, and time period you were there.
  8. ensure there are no spelling or grammatical errors.
  9. hand deliver your resume to the employer if possible.

Cover letter

  1. Enclose a cover letter with each resume.
  2. Your name, address, and phone number; the employer's name, address, and phone number; and the current date should be on it. Never address cover letters, "to whom it may concern". If you don't know the addressee's name, phone and find out or don't address it to anyone. Use the term, "dear" when addressing the employer (e.g., Dear Mr. Simmons,).
  3. In the opening paragraph, state where you found out about the job opening, the job title, and your eagerness to secure the position.
  4. List 3-4 of your accomplishments in point form beginning with an asterisk. Double space between accomplishments.
  5. In the final paragraph, restate your interest in the position, your confidence that you can do the job, and your availability for an interview along with your phone number.
  6. End the letter with, "Yours truly", "Sincerely", or something to that effect. Leave about five spaces for you to sign your name and the type your name underneath your signature.

Interview

  1. Dress professionally! Men should wear a suit and tie with dress shoes or, at the very least, a dress shirt and slacks and be clean-shaven. Women should wear a dress, blouse and skirt, or pants suit. Dresses and skirts should fall below the knees. Wear mild colors (black, gray, brown, white). Keep the amount of make-up worn and jewelry to minimum and don't wear perfume or cologne.
  2. Shake hands with the interviewer and introduce yourself and why you are there.
  3. Maintain eye contact at all times when the interviewer is speaking, but only occasionally when you are speaking.
  4. Sit up straight with hands folded on your lap and try to keep fidgeting to a minimum.
  5. Come prepared with 3-4 questions to ask of the interviewer (e.g., what methods are in place for measuring job performance, what might my first project be).
  6. Be honest and take your time answering.
  7. If you don't understand what is being asked, ask for clarification.
  8. State your willingness to learn, your interest in the position, and the skills you can bring to the job (list your accomplishments).
  9. Thank the interviewer for the interview, shake hands, and ask when you can expect to get an answer.
  10. . Send a thank-you letter immediately following the interview. Indicate your name, address, and phone number; the employer's name, address, and phone number; and the current date. Thank the person for the interview, list the job, list the date of the interview, and reiterate your interest and ability to do the job. If you have any concerns about how you answered a question, restate it here.

Where to Find Jobs

Most people tend to restrict their job search to newspapers, the internet, and facility job postings; however, only about ten percent of jobs are actually advertised. So as to include this ten percent in your job search, the following is a list of various internet sites that list job vacancies.


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Mild Sexual Harassment Impacts Women'S Experience of the Workplace

by Kimberly T. Schne

Job Vacancies, Employment, Employment Jobs

Even relatively mild forms of sexual harassment such as crude comments or sexist jokes over time can cause significant psychological distress, say researchers in a new study.

"We found that women who experienced mild sexual harassment involving sexual remarks or sexist put-downs had lower psychological well-being and worse job attitudes compared with women who did not experience these behaviors," said psychologist Kimberly T. Schneider, Ph.D., of the University of Texas at El Paso, lead author of a study co-authored with Suzanne Swan, Ph.D., of Yale University & Louise F. Fitzgerald, Ph.D., of the University of Illinois at Urbana-Champaign.

The authors determined how harassment affected women in different employment settings by asking 447 private sector women and 300 female university employees how often they experienced sexist behavior, crude sexual jokes and unwanted sexual attention (touching, hugging, stroking or repeated pressure for dates).

They also asked these women how often other types of sexual harassment occurred, such as demands for sexual favors following threats of job loss or promises of promotions.

Finally, the authors asked the women how satisfied they were with their work, their co-workers, supervisors and how often they called in sick, were late and isolated themselves at work.

Women who experienced moderate to high frequencies, of relatively mild forms of sexual harassment such as sexist put-downs, reported less satisfaction with their jobs and more psychological stress compared with those who had not been harassed.

"The most important thing we learned from this study," said Dr. Schneider,"is that if it happens often enough, even women who have experienced relatively mild harassment have negative outcomes.

A woman does not necessarily have to be sexually coerced for harassment to affect how she feels about her job. Because of this, we recommend that managers not dismiss claims of sexual harassment even if such harassment does not appear particularly serious to them. To the employees who are the targets of the such behavior, it is serious."


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Family vs. Workplace Stress: Is Stress Gender Related?

by Michael R. Frone, Ph.D., Marcia Russell, Ph.D.
& Grace M. Barnes, Ph.D.

Job Vacancies, Employment, Employment Jobs

Does Gender Matter?

Parents of both gender struggle with bringing family concerns to work and work concerns home. According to the research study described below, there seems to be no significant gender differences between parents on both workplace and family stress.

Gender of the parent has virtually no bearing on how parents physically or psychologically respond to situations wherein work interferes with family life (W-F) or family life interferes with work (F-W). This report shows that, contrary to popular corporate, and often societal belief, the management of the work-family interface is not a women's issue. Rather, it is an issue that impacts all working parents, regardless of gender.

Practical implications of this study include the conclusion that employers should consider that family conflict is a significant source of stress in the lives of both employed mothers and fathers. Prior research by the authors and other researchers indicates that employees are better at managing the potentially disrupting family stress at work than they are at managing workplace stress at home.

Mitigating Family-Work Stress

To date, strategies implemented to date by employers have sought to mitigate the impact of F-W conflict, with an eye toward improving employee productivity while on the job, and have paid less attention to how work might be negatively affecting the employee's family life.

The authors point out, however, that merely developing strategies and programs to reduce either type of work-family conflict is not enough. Employees (and, by extension, their employers) would be better served if the employers fostered a corporate culture in which the employees felt comfortable taking advantage of available resources.


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Experimental Leadership

by Tom Heuerman, Ph.D. with Diane Olson, Ph.D.

Job Vacancies, Employment, Employment Jobs

In his book, Servant Leadership (1977) Robert Greenleaf wrote of England's George Fox, seventeenth century founder of the Religious Society of Friends. Early in his ministry Fox, an earnest seeker of truth, wrote in his journal:

"I had forsaken all priests. . . and those called the most experienced people; for I saw that there was none among them all that could speak to my condition. And when all my hopes in them and in all men were gone, so that I had nothing outwardly to help me. . . I heard a voice which said, 'There is one, even Christ Jesus, that can speak to thy condition.'. . . And this I knew experimentally."

Greenleaf credited Fox's forty years of extraordinary leadership to the gift of knowing experimentally which led to ethical practice in all areas of his life. Fox's contributions included: a new commercial ethic, equal status of women, education for all, and opposition to slavery 100 years before the American Civil War.

Experimental leadership was largely absent during the industrial era which required conformity by obedient bureaucrats and technicians. For approximately 300 years, many people gave away their right to think for themselves in exchange for the illusion of security. Alienated from their inner lives (the source of experimental insight) many people treated others as objects.

For example, a senior manufacturing executive said to me, "I don't like people problems. I'm a machine kind of guy." The pain in the hearts of those who work for this manager reflects that belief. Like many other people in positions of power, this man doesn't understand he is connected to those around him, and what he does to them, he does to himself.

I hope he becomes aware of the enormity of his impact on others. I hope he comes to understand that no one has the right to harm another human spirit. I hope he comes to understand that true leaders never, ever turn on their followers. His good intentions for his company are not enough; he needs to be aware of the impact he has on others for those impacts are harmful to many people on and off the job and to his organization. I hope the employee who said, "I just want a decent leader to follow" will have his wish come true. The times we live in require more of leadership than this executive is providing.

We live in a world undergoing a transforming creative process, and the times are frightening. Fear of the unknown is a normal state. The threats to life as we've known it are real. The challenges are great. Within organizations, fear is rampant. People fear uncertainty, loss of their job, loss of status, loss of control. Men and women question whether they are competent to do what a changing world requires. Employees mistrust the competence of coworkers and managers. People doubt themselves.

Women and men fear additional work, and the impact of so much change on their families and health. People fear the loss of themselves to inauthenticity. Despite profound anxiety, most fear leaving organizations to pursue their dreams. Perhaps the greatest fear is of life itself. I believe the aspect of leadership needed most today is the courageous person who lives by ethical values and thinks independently; one who leads experimentally.

Experimental leaders do not identify with rigid schools of thought or specific groups whose boundaries they will have to defend and whose rules they will have to follow. They do not blindly follow the scientific method and are not new age thinkers. They will not conform to the academic worldview or the organizational development paradigm.

Experimental leaders are artists. Their meaning, direction, and inspiration come from their powerful vision, deep ethical foundation, and profound sense of purpose. They identify with life itself and understand life's natural creative process. These leaders form a symbiotic relationship with others evolving together to a higher consciousness and wisdom. They know experimentally what to do and have the courage to follow that course daily-regardless of what others do, say, or think.

Greenleaf asked, "Who is the enemy? Who holds back faster movement to a better world? Who is responsible for the mediocre performance of so many of our institutions?" It's not the evil, stupid, ignorant, or apathetic people nor the executive who doesn't like people problems.

If the world is transformed there will still be evil, stupid, ignorant, and apathetic people. The enemy is indifference. The enemy is those with power and responsibility who lack the courage and conviction to hold others accountable for their behavior. The enemy is the indifference of each of us when we fear to live authentically. We are not victims of poor leadership; we are its co-creators. We will not have a better world or better organizations without authentic and courageous leadership and followership.

We need to mentor and nurture the capability of knowing experimentally in today's leaders. More than technical knowledge, we need strong ethical leaders who will raise moral standards in a time when much of leadership is, Greenleaf wrote, "in the hands of the gross, the self-seeking, and the corrupt." We need courageous leaders at all levels who trust themselves and are not afraid to make a decision.

Leaders who tell the truth and stand up to injustice, mediocrity, and selfishness. Leaders who cast aside political correctness for truth and integrity, who judge behavior, and hold others accountable to live by the shared values that are indispensable in a community. In a living system, all are responsible and can influence life's dynamics. Each of us can choose to live experimentally and to lead.


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