We could do this by looking for strategic and operational alternatives. But in a time of change, there are two reasons why it makes more sense to look instead for the inspiration that lies at the very heart of inner leadership.
The first is that in times of change all ways forward are likely to be difficult. This means it makes sense to look for what will bring the greatest enthusiasm and excitement for delivering the implementation: in our customers, investors, employees, and in ourselves.
The second reason is that we did not invent the lightbulb by looking for better ways of making candles: in times of change the obvious ways forward, that used to work in the past, may no longer be the best. New opportunities will be emerging all the time and it makes sense to look for them.
So this third step of Inner Leadership is about innovation and ideation. In times of change it makes sense to shift our focus away from “How shall we respond?” to the more proactive “What do we most want to create?” What are the ways forward that will most inspire and emotionally engage the most people to want to make them happen?
We will achieve this not by strategising more deeply about the way the world used to work but by using the tools of Chapter 3 to find new inspiration for the way the world could be.
What inspires you most about what you are working on today?
Adapted from Inner Leadership: tools for building emotional engagement and inspiration in a time of change.
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