“YES”
ANSWERING THE CALL TO LEAD
HEALTHY Answer
the
ORGANIZATIONS Call
AND COMMUNITIES
Knowledge
of the
Leadership Heroic
Roles and Journey
Strategies
Leadership
Web
Gordon Barnhart
515 Terrace Avenue
Cincinnati, Ohio 45220
USA
513.221.0833
© 2008. Gordon Barnhart. All rights reserved.
Illustrations by Jim Borgman
THE POWER OF
SAYING “YES”
LIFE’S GREAT ADVENTURE
3 WARNING – THE THREE
BARRIERS TO ACCEPTING 13
THE HEROIC CHALLENGE
WHY ME? IF NOT YOU, THEN WHO
AND IF NOT NOW, THEN WHEN? 3
THE HEROIC CHALLENGE 16
4
THE LEADERSHIP PERFORMANCE
IMPERATIVE THE FOUR FORMS OF COURAGE
REQUIRED OF HEROIC LEADERS 18
WHY THE HEROIC -
A COMPLETE AND TRUSTWORTHY
MAP FOR LEADERS
5 LOSING HEART 20
WHY THE HEROIC –
LIFE ENERGY AND ROLE MODELS 6
ANSWERING THE CALL –
SAYING “YES” 21
WHY THE HEROIC –
VALUE FOR THE INDIVIDUAL 7
8
RECLAIMING OUR HEROISM –
“WHO ME” “YES, YOU.”
SOMETIMES HEROIC
AND SOMETIMES NOT 10
THE HEROIC JOURNEY
11
THREE PARTS OF THE JOURNEY
12
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THE POWER OF SAYING “YES”
?
ally beyond the abilities of any one person. It is
our organizations and communities. We just
very easy to refuse the call. The inherent ques-
have to say “yes” to the journeys.
tions are:
The value of the heroic journey for leaders and
ÿ Will we answer the call?
followers who are called to lead major change
is that it provides extraordinary guidance in
ÿ What will we encounter?
finding the answers
to these questions. “The challenge
ÿ What qualities will be required of us and
will we be ready and capable?
It provides guidance will be to find
in both understand- your “call” or
ing what to expect
and why things hap- opportunity even
ÿ What roles must we play and what
strategies can we have confidence in? in the midst of
pen as they do on the
journey. It also pro- having been
ÿ With whom will we lead and follow?
vides a framework
for planning what to
thrown into
ÿ On what foundation can we rely to see
do as well as how to change.”
us through?
respond to events as
they unfold.
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THE POWER OF SAYING “YES”
2 You are finding that you have been “lured be surprisingly similar. Regardless of the par-
into” a much bigger change than you at first ticular role, the heroic journey will fit. It will
thought and the journey is appearing to be provide a framework for understanding what
of a much more challenging nature than an- to expect on the journey as well as what to do
ticipated. What may have looked like a small to successfully lead or follow.
change is much more challenging than it first
appeared to be, is requiring more of you, and
will involve more endings and new beginnings
than at first thought.
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THE POWER OF SAYING “YES”
rapidly changing environments characterized what to expect and what to do. We are left with-
by shifting requirements. And we are usually out the truth that would help us understand the
asked to do that in groups ranging from a single experience, choose how to deal with it, and be-
team to extraordinarily complex organizations come more complete human beings in the pro-
or communities. cess.
Not only are the performance demands rising WHY THE HEROIC?
for leaders, but more and more people are be-
ing called to lead. The challenges we face re-
A COMPLETE AND TRUSTWORTHY
quire increasingly sophisticated webs of leaders MAP FOR LEADERS
and effective followers.
What the heroic journey provides is a call to go
We are Cheated of the Heroic. The truth is that forth to do things worth doing, quests worth our
the heroic journey is what’s required in cases effort and sacrifice. It also provides guidance
of major individual, group, organizational or about the path required, a path known by al-
community change. Unfortunately, the truth is most all cultures throughout history. It provides
usually not told. The complexity and difficulty guidance, a sense of hope and anticipation, asks
of change is undersold. People and what is re- for our best and it is ennobling by its very na-
quired of them are underestimated and, in re- ture. It also provides common ground for col-
turn, people underestimate themselves and the lective action even among people with very di-
challenges and opportunities they face. We are verse backgrounds, styles, capabilities, gender,
thus cheated of the truth and cheated of our race or ethnicity. The path is known and others
possibilities. have gone before. The experience, however, is
different for each person and each challenge. It
The heroic is the level to which we need to go is thus both universal and intensely personal.
to find sufficient strength, energy, wisdom, and
courage to successfully deal with the amount The story of the heroic journey provides us with
and rate of change we face; socio-political the knowledge of what to expect as we go forth
change, technological change, demographic as well as defining the leadership roles we need
change, the globalization of the economy, envi- to play and the strategies we need to execute. It
ronmental change, and the resulting corporate also naturally calls for our best in playing those
and community changes. roles. It provides us with the foundation blocks
on which to base our leadership. It shows us
It’s our world – our choice. Both the health of what to expect, what the experience is likely to
the economy and the health of our social fab- be for us as leaders as well as for those who will
ric (from local to world) are going to require a follow us.
significantly different quality and quantity of
leadership and followership than we have yet
witnessed. The challenge is not for “larger than
life” heroics, but the reclaiming of the heroic
journey as “our story”, the story of what is re-
quired of us in change. The heroic journey must 1 What We Can Expect –
The Realities of Change
be embraced not only individually, but also col-
lectively and it must become the norm rather ÿ We can plan our journeys effectively.
than the exception.
ÿ We can prepare people to be successful.
We are, however, usually left with the impres-
sion that less will be sufficient. We are also left ÿ We will rarely be surprised by events as
to go forth without adequate guidelines about the journey unfolds and can respond
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THE POWER OF SAYING “YES”
ÿ Our Integrity.
The heroic also calls for us to lead and
2 What We Can Do –
The Leadership Roles
follow with integrity. Integrity that can
have two definitions: either (a) matching
our actions and our words and beliefs or
ÿ There are six leadership roles to be (b) being whole, complete or unbroken.
played (Visionary, Architect, Catalyst,
Guide, Builder and Integrator) ÿ Beyond Self.
In playing these roles we need to look
ÿ Each role has three core strategies. beyond ourselves, particularly to the
mission and our followers. We need to be
ÿ The Visionary and Architect roles are willing to sacrifice for others - not being
played in the beginning (Act I of the reckless or self destructive, but from a
journey) posture of seeing leadership as service,
not privilege.
ÿ The Catalyst, Guide, and Builder roles
are played on the path (Act II) ÿ Our Courage.
The leadership roles and strategies rely
ÿ The Integrator role is played in on four forms of leadership courage – the
completing the journey (Act II) courage to:
ƒ See and speak the truth
ÿ These roles can be played by people at
any level – corporate, division, ƒ Create and champion a clear and
department, team – and provide a specific vision of the desired future
coherent common model around which ƒ Persevere and “hold the course”
people can align.
ƒ Rely on others along the path
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THE POWER OF SAYING “YES”
ically and truly being the authors of their lives. WHY THE HEROIC?
THE VALUE FOR INDIVIDUALS
Heroes may also be founders or creators, per-
haps of grand things or perhaps of small ones.
The challenge in either case is the same; to Adopting a heroic approach to life provides a
leave the known and comfortable world and go path or framework for exploring the basic chal-
in search of the seed or germinal idea that can lenges of major change, whether individual,
produce that which is needed by the community group, organizational or community. Such an
or organization. In approach is powerful because it is ennobling
“People in and implicitly asks for our best, whatever that
the classic journey it
communities and is a matter of finding is at the time. This holds true for individuals
organizations the source of life and (or families) in the midst of a corporate or com-
munity change or for the authorship of an indi-
who come alive allowing the old to
die in order to be re- vidual life.
through living
born to a richer fuller
heroically bring way of being. Less than heroic dimin-
ishes the individual. “People often
life to the
This is a more lyrical A less than heroic ap- find too little
community or
description than nor- proach also asks too of themselves
organization” mal for organization- little of the individual. simply because
al and community change, but it is completely It does not dignify the
applicable. And more lyricism would probably effort or give the mes- they don’t look
result in better outcomes. sage that the individ- for enough”
ual can be ennobled
The effect of a successful heroic journey is the in the response. People often find too little of
unblocking and release of the flow of life or themselves simply because they don’t look for
creativity into the community or organization. enough - the usual messages blind them to the
Even a journey that is disappointing in specific possibilities.
outcomes can reinvigorate an organization or
community and bring it more fully alive. The heroic journey is about searching for and
manifesting our best even if we don’t know
Another critical function of heroes is to provide what that might be until we stumble upon it. It
images or models around which people in the is about defining ourselves by how we relate to
community or organization can come togeth- external circumstances, the challenges we en-
er. Heroes provide a “pulling together” force counter (“What will I manifest today?”). It does
to counter the increasing forces pulling people not provide specific answers, but provides a
apart. way to pursue those answers, including a way
to understand events and experiences and to
People acting heroically serve as role models, organize responses.
modeling the best of the group’s characteris-
tics, ideals to be pursued, and demonstrating The structure of the heroic journey can provide
that the heroic is for us and not just for mythi- not only the proper perspective on the depth of
cal figures. The weaknesses, mistakes, failures, the challenges, but also a framework for think-
and foibles of those acting heroically are often ing about the experience, understanding what
as instructive as their strengths and successes to expect, and choosing how to respond. It also
and also serve to make the heroic human and challenges the individual to avoid or reject being
accessible. a victim, even of imposed change, and choose
instead to take as much responsibility and ex-
ercise as much influence as possible in shaping
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THE POWER OF SAYING “YES”
The questions of life. As individuals we all face ÿ How should I lead my life?
a set of basic questions about our lives. We can
choose to answer or ignore them. The heroic ÿ What is the nature of the universe and
journey provides a setting for answering these what is my place in it?
questions as well as living out the answers. It
is always about what kind of a life are we go- ÿ What is my reason for being – my purpose
ing to create. Contemplating these questions in life?
is kind of like looking at the sun. You can’t do
it for long and it’s often best to look indirectly ÿ What are my gifts and how do I bring
– you can clearly see the sun but don’t get over- them to my family, organizations or
whelmed. communities?
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THE POWER OF SAYING “YES”
choose. We may also be lured into journeys that govern ourselves, how we develop our youth,
turn out to be much more challenging than we or how we maintain the health and well-being
could have anticipated. At still other times we of the people in our communities. We may
may blunder into a journey of change, making also be called to deal with issues of safety, jus-
some mistake or failing at something that opens tice, economic health, neighborhood develop-
surprising doors. ment, combating racism and other “isms”, or
caring for the environment.
1 In our organizations we are called, and very
often thrown, into major changes that fall into As the definition of “community” gets larger,
an impressive array of categories. Changes the issues become increasingly complex and
include starting organizations, going through difficult, for instance the peaceful coexistence
rapid growth, downsizing or ending the life of among nations and groups and the develop-
organizations, merging with other organiza- ment of a sustainable global economy.
tions (including by acquiring them or being
acquired), and separating from organizations. There are many possible positions in com-
munities that will call an individual to lead a
The heroic journey can mean facing changes heroic journey. Some of the natural positions
in strategy, structure, roles, systems and tech- are listed below.
nologies, work processes, skills and compe-
tencies required, standards and expectations, ÿ People in positions of leadership within
the nature of key relationships, career paths, government
and even values and beliefs.
ÿ People in positions of leadership in
There are lots of people in a variety of roles community organizations
for whom the heroic journey has particular
importance. They may in leadership roles, fol- ÿ People who see a need and take action to
lower roles or, most likely, in both roles. For change something or create something
instance:
ÿ People involved in changes in service
ÿ Executives senior managers provision that ends the identity or life of
organizations, associations, “ways of
ÿ Middle managers and supervisors likely doing things”, etc.
to be “caught in the middle” of a change
ÿ People taking an activist role when
ÿ Management teams having no history of doing so
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THE POWER OF SAYING “YES” 10
3 Leadership fatigue. As with most aspects of world, although some or many of the learnings
major change, nothing is as simple as it looks. may have been bittersweet.
Many people will look at the previous exam-
ples and say, “Yes, but I’m not only in one Those challenges may have been solely person-
of those roles, I’m in four of those roles.” It al or may have played out in family, work, so-
is safe to expect a good deal of role overlap, cial, or community settings. In many cases they
which is an increasingly common situation. probably overlapped several of these settings.
Leadership fatigue can set in if a person is in
too many leadership roles for an extended pe- At other times in our lives we were not heroic.
riod of time. This is another reason to focus Confronted by opportunities or major change
on creating webs of leaders and followers, we did not respond by saying “yes” to the he-
so that the responsibility can be shared more roic journey. We may have refused the oppor-
broadly. tunity or the call, choosing to not take the risk or
leave our comfort zone. We may have started
out strongly and been turned back by fears, de-
spair, or mistakes or were simply worn down
before completing the journey. If thrown into
a change, we may have taken the role of victim
and made the best of it, which may or may not
have been very good.
SOMETIMES HEROIC
AND SOMETIMES NOT
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THE POWER OF SAYING “YES” 11
the journey. We have actively supported (and and better prepared for the next journey. Even
possibly challenged) those in leadership roles, when journeys aren’t completely successful,
challenged and supported other followers, and most of the rewards can still be realized to a
managed our own journey. At other times we large degree.
have also refused the call to go forth or perhaps
chosen to be more victim than author when The Tests. The heroic journey is a time of end-
thrown or blundering into journeys. ings and beginnings and of the difficult terrain
in between (“inbetweenity”). We may find that
Few, if any, of us can honestly say that we have our tests are physical, intellectual, emotional, or
always lived heroically in our personal lives or spiritual and that our changes are, consequent-
that we have always led collective change hero- ly, in one or more of those areas. Different jour-
ically. The truth is probably that we have varied, neys pose different challenges and opportuni-
perhaps radically, in our approach to change, ties.
whether in managing our own personal change,
following others, or leading others. Some of the tests will be dealing with mistakes
and failures; avoiding the seductive lure of tak-
THE HEROIC JOURNEY ing the easy way out; dealing with uncertainty,
doubt, and perhaps despair; and finding sources
Remember. We are not talking about being a of energy and renewal along the way.
grand hero, like the “larger than life” figures
portrayed in the classic myths. We are talking
about living and leading heroically, following
the path of the heroic journey. We are talk-
ing about the “little
“It is about h” or daily heroism
becoming that is required and
increasingly we have some very
powerful guides that
competent, we can follow.
mature, wise,
resilient, and able The heroic journey
to meet the shift- is the story of the
change or growth
ing challenges of process in its health-
the world.” iest form. It is about
becoming increas- Heroes Don’t Go Alone. Few (if any) people
ingly competent, mature, wise, resilient, and who cross the threshold have to face the trials
able to meet the shifting challenges of the world. and tests alone, although the heroic journey is
Almost all cultures have their own versions of ultimately an individual one. On almost all jour-
the heroic journey to educate their members neys there are helpers of various sorts who can
about what’s required for the health of the com- provide direction, tools, challenge, encourage-
munity as well as individuals. ment, and coaching in coping in the new envi-
ronment.
The Rewards. The rewards are many. In addi-
tion to increased competencies, wisdom, resil- If alert, we may find companions with whom we
ience and confidence, those following the path can travel for parts of our journey. Other char-
of the heroic journey serve as models for their acters—tricksters, jokers, allies, enemies, oppo-
groups and infuse those groups with life ener- nents, and such—may also be encountered.
gy. Groups and communities become stronger
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THE POWER OF SAYING “YES” 12
THREE PARTS OF THE JOURNEY Act II - On the Path. When we do cross the
threshold and move through the land that lies
The heroic journey plays out in three distinct on the other side we are faced with tests and
acts. Each act comes with its own challenges trials that usually require new or altered ways
and opportunities. of perceiving, thinking, relating and acting. For
our organizations and communities we also
Act I – Beginnings. The classic heroic journey see changes in structure, processes, roles,
begins with the crossing of a threshold, leaving technologies and even strategies for compet-
a known world or comfort zone. We may “heed ing for life or position. What worked before
a call,” be thrown into the journey, be lured in, needs to be honored, but may no longer be
or blunder in. The first challenge is getting past effective and may even be counter-productive
the “guardians of the threshold.” The guard- or dangerous.
ians are inner doubts or external forces that try
to turn us back right at the beginning. They are
the first test.
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THE POWER OF SAYING “YES” 13
1
groups must approach the completion of a Larger than Life Portrayals. Seeing the he-
journey with their eyes open. roic as the grand event or achievement or
as restricted to larger than life figures.
#
1 BARRIER
The “Larger than Life” Portrayal
of the Heroic
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THE POWER OF SAYING “YES” 14
It makes for a better story around the camp- lenge. When challenged, this “aw, shucks
fire and it certainly sells more books and it couldn’t be me” approach to heroism
movie tickets. appears to be less of an indication of hu-
mility than it is a way to avoid taking the
But the story of the heroic journey is really journey, of directly taking responsibility
our story. The gods, demigods, and action for heeding or ignoring the call. There is,
heroes, are “us”. The heroic journey is a however, the legitimate danger of others
challenge before all of us, though not all of seeing our stance of trying to live heroically
us will answer the call or respond heroically as self-glorification or “being better than”.
when thrown into a journey. “Their” jour- Their responses of “who do you think you
neys may be grand and public, while most are?” or “you’re no hero” can reinforce our
(but not all) of “our” journeys will be small- own uneasiness with being heroic and can
er and quieter and less public. The story, undermine the journey even at the begin-
however, will have the same form. ning. It is often hard to remember that such
responses are reflections of others’ discom-
Part of the necessary challenge of reclaim- fort with the prospect of the heroic journey
ing the heroic journey as our story is over- and the implicit challenge of our own heroic
coming this “larger than life” telling of the journeys.
story, our own discomfort with living hero-
ically, and the skeptical responses of others. Colluding With Others to Avoid the Heroic
Our challenge is to make the heroic much The barrier of the individual “aw shucks”
more common in accepting it ourselves and response is magnified by the collusion
encouraging others to go with us on the between society and individuals. In that
journey. collusion (usually unconscious), which is
designed to suppress the heroic approach
to life, each party gains in comfort - or so it
seems at first glance - but loses in creativ-
#
2 BARRIER
The “Aw Shucks” Phenomenon
ity, power, and effectiveness.
There is a “scarcity theory” in regard to What individuals get out of this collusion
heroism, which says that we can only have is the avoidance of taking full responsibil-
a few heroes because heroism isn’t for ity for their lives and their choices. This
everyone. Heroism, however, is a challenge does not mean that individuals don’t have
that is open to everyone even if many peo- the impulse to follow the heroic path to
ple frequently do not accept the challenge. full maturity and wholeness – just that hu-
There are far more heroes in every organi- man nature comes with this first test to be
zation and community than we credit. passed on the heroic journey.
Hiding From the Heroic Challenge One counter to this collusion is a question
“Aw shucks is a way to hide from the chal- asked in different traditions in different
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THE POWER OF SAYING “YES” 15
ways, but is essentially, “If not me/us, then The exclusion of the feminine in portrayals
who and if not now, then when?” of the heroic is increasingly dysfunctional in
a world that more and more requires quali-
Remember ties that are traditionally seen as feminine.
It can be argued that previous environ-
ÿ The heroic myths are grand and our own ments required characteristics of heroes
heroism is mostly, though not always, that were more masculine, for instance
lived out in our daily lives and seems direct, aggressive, often violent action that
unremarkable in comparison. was individually focused.
ÿ The heroic myths tell about occasional Today’s environment, however, clearly
journeys and our own journeys are requires new characteristics and an integra-
surprisingly frequent and even tion of traditionally feminine and masculine
overlapping at times. traits. There is a growing need for this inte-
gration of qualities and competencies that
ÿ Most of the heroic figures in the myths are usually considered to be more feminine,
are larger than life whereas we, with for instance the ability to form and maintain
some exceptions, are ordinary people relationships and to act in a collective man-
doing what we need to do to make a ner, being open and receptive, or the abil-
difference. ity to quietly persevere with patience and
determination.
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THE POWER OF SAYING “YES” 16
The Heroic Challenge for Leaders For both leaders and followers a profoundly im-
For those of us leading a major change the chal- portant aspect of the heroic challenge is the abil-
lenge is to be worthy of followers; their belief, ity to act from three sources of power: a sense
hope, trust, personal investment and effort, their of significance, a sense of integrity and the will-
sacrifice, and the risks they take regarding job, ingness to look beyond ourselves and sacrifice
career, family, and place in the world. when necessary for the others.
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THE POWER OF SAYING “YES” 19
2
progress is not being made or the transition ef-
CREATE AND HOLD FORTH
fort fails.
A “VISION OF THE DESIRED
STATE”
“Heroism is not just about
This sounds easy, but it is not. Creating a vi- finding a new truth, but
sion of the desired state requires stating what also having the courage to
is desired and, therefore, what is not desired. It act on that vision”
involves making choices and commitments and
saying “yes” to some things and “no” to many Carol Pearson,
things. Many of those choices will be confus- Awakening the Heroes Within
ing, involve many points of views, lack suffi-
cient data to point to a clear answer, and touch
THE COURAGE TO
3
on values, preferences, and beliefs that may be
extremely important to people. PERSEVERE AND “HOLD
Creating a vision of a desired state also implies
THE COURSE”
change from “current reality” and, therefore,the
Getting from current reality to the desired real-
inevitable endings/losses, fears, uncertainties,
ity at the end of a journey is usually a relatively
and doubts of the change process. It also shows
long process and one that never goes smoothly.
the gap between current reality and the desired
It is messy at times, is full of uncertainty and
state and that gap is often very difficult to live
doubt, involves all kinds of unforeseen factors
with.
and events, takes a great deal of energy, involves
mistakes and failures, gets very confusing and
disorienting at times, and costs more resources
(from human to financial) than anticipated.
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THE POWER OF SAYING “YES” 20
It is often impossible to know exactly what is right understandings and the right skills. But
going on, exactly what to do about it, and what the key is the courage to invest in and rely on
the consequences are going to be. “The un- others to really make a difference.
known” is a frequent companion. Often the
only thing that leaders of change can hang onto This is not a new or trendy truth. Heroes have
is the courage to persevere, to keep putting one never gone alone and been successful in the
foot in front of the other, to refuse quit, and to myths, nor do leaders go alone in corporate
keep finding ways to reorient and renew the ef- or community change and achieve sustainable
fort (and themselves). outcomes. We are truly interdependent on the
journey, whether we like it or not. So we either
find the courage and skill to depend upon, and
“Courage is more exhilarating support, others or we simply won’t have the
than fear and in the long run it reach and the power and the resilience to sus-
is easier. We do not have to become heroes tain the effort.
over night. Just a step at a time, meeting
each thing that comes up,
seeing it is not as dreadful as it
appeared, discovering we have the strength
to stare it down.”
Eleanor Roosevelt
THE COURAGE TO
4 COLLABORATE WITH, AND
RELY ON, OTHERS
Collaborating with others is always a leap of
faith. Depending on others over whom we
rarely have control, for success when it matters
is never easy. Will they have what we need?
When we need it? Will we measure up when
they need us? Who will play which roles, exer-
cise what influence and add what value? Who
will benefit from the collaboration and how?
Will collaboration take too much time? Will we
get the innovation we need or will we get lowest
common denominator outcomes?
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THE POWER OF SAYING “YES” 21
ANSWERING
THE CALL
SAYING “YES”
The heroic is being asked of us by our organi-
zations and our communities. Not on a grand
scale, but on a daily and a personal scale. It
may play out at work or in communities from
neighborhoods to our global community. It is
also the great story of creating a worthwhile
and rewarding life. We can say “yes” or we can
say “no” or we can pretend we didn’t hear the
call.
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