It is commonly perceived and accepted that those who hold high-level administrative positions are leaders because they are in positions of power but oftentimes those who sit in these positions tend to think more like managers who are reactive to problem-solving, maintain the hierarchical status quo in an organization, and
do whatever it takes to minimize personal risk. This management mentality focuses on self-preservation with practices such as blaming others, accepting sub-standards, and avoiding the pursuit of excellence – thus existing in a comfort zone. With expecting and holding oneself to higher standards and pursuing excellence, comes increased responsibility and accountability which further burdens those that do not want to be bothered. Living and working within a comfort zone that guarantees success if nothing changes will only fail because change is ever-present and one of life’s few and foremost guarantees.
“Insanity is doing the same thing over and over and expecting different results.”
Albert Einstein
In this comfort zone, imitation of the past perpetuates, and emergent thinking will not find its way through this murky and colorless path unless deep change and letting go happen. Many wallow in this normal state, where satisficing reigns, in a lower dimension of mediocrity, where making decisions is based on options that produce adequate results rather than optimal solutions. Failure to change and grow deepen feelings of fear and doubt only to encourage one to further dig their heels deeper in the sand of resistance. In the normal state, one is externally directed, self-focused, internally closed, and comfort-centered. Therein lies a slow death, entropy – an existence from which one holds on dearly to the known, never looking into new territory, fearing the worst if a change of any kind were to rear its ugly head, claiming to have moral beliefs to which one’s own behavior does not align.
The fundamental state of leadership commits to deep change, and a willingness to embrace uncertainty and enter a creative state. This begins with becoming purpose-centered by pursuing a meaningful task, internally directed by continually examining your hypocrisy with awareness, self-reflection, and aligning your
values and actions. Be more other-focused by putting the common good and welfare of others first. Accept people where they are and hold expectations lightly. Nurture trust and transparency and enrich connectivity. Become externally open. Grow outside of your comfort zone by experimenting, seeking feedback by looking to those with more experiential, intrinsic, and academic knowledge, adapting, and building exponentially higher levels of discovery, awareness, competency, and grounded vision. Being externally open increases our confidence because we know we can learn our way forward and we will be ok in uncertainty. We have built adaptive confidence. My best friend often says, “Life is but a breadth, be afraid and do it anyway.”
With life lies a strong existence of reciprocity, the law of attraction, and their exponential reach. The more one cares about others, the more others care about others. Positivity attracts positivity. Good attracts good. Bad attracts more of it. I, myself, am willing to embrace uncertainty and be purpose-centered, internally directed, other-focused, and externally open. I hope to be ever-growing, evolving – in a transformational state. I had been in a normal state far too long and since I had met the challenges with graduate school and new purpose-centered goals since – I have felt fulfilled.
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Be good and do good. And remember, express yourself in any way that brings you joy and relief and share it with the world. You don’t owe it to anyone but yourself. Stay happy, healthy, safe, at peace, and happy graphics, my friend.
Thank you for stopping by.
Image source: by Becris from the Noun Project
Nancy Mues 
Very insightful post – thanks
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