Building the Bridge As You Walk On It

1. Leadership is a state of being, not a position or set of behaviors

"It is not what they do, because each one of them is unique in how they pull it off. It is not about what they do; it is about who they are."

Leadership redefined. This perspective radically reframes leadership from a set of learnable skills or behaviors to a way of being. It suggests that truly transformative leaders embody certain qualities that allow them to catalyze positive change, regardless of their formal position or authority.

Impact over title. This view emphasizes that anyone, at any level of an organization, can be a leader by entering what Quinn calls the "fundamental state of leadership." It's not about having the right title or mastering a specific set of techniques, but about cultivating a certain state of mind and way of engaging with the world.

Personal transformation. The implication is that developing as a leader is primarily about personal growth and self-awareness, rather than acquiring new skills or knowledge. This aligns with the experiences of many transformative leaders who describe their journey as one of profound personal change.

2. The fundamental state of leadership involves four key qualities

"When we enter the fundamental state of leadership, we become more purpose-centered, internally directed, other-focused, and externally open."

Purpose-centered: Leaders in this state are driven by a clear sense of purpose that transcends self-interest. They focus on creating meaningful results rather than just solving problems or maintaining comfort.

Internally directed: These leaders act from a strong internal compass, guided by their values and principles rather than external pressures or expectations.

Other-focused: Instead of being preoccupied with their own needs or image, leaders in this state genuinely care about others and work to create value for the collective good.

Externally open: They remain receptive to new information and feedback, willing to adapt and learn as they navigate uncertainty.

3. Entering the fundamental state of leadership requires deep personal change

"To transform the organization, you must transform yourself."

Confronting comfort zones. Entering the fundamental state of leadership often requires facing uncomfortable truths about ourselves and our current ways of operating. It demands a willingness to let go of familiar patterns and embrace uncertainty.

Continuous growth. This perspective frames leadership development as an ongoing journey of personal transformation, rather than a destination to be reached. Leaders must continually examine their assumptions, behaviors, and impact.

Ripple effect. When individuals undergo deep personal change to enter the fundamental state of leadership, it catalyzes change in those around them. This creates a powerful mechanism for organizational transformation that starts with individual leaders.

4. Reflective action integrates contemplation with engagement

"When we take the time to integrate action and reflection, we begin to behave differently."

Balancing act. Reflective action combines thoughtful contemplation with active engagement in the world. It avoids the extremes of constant activity without reflection or endless analysis without implementation.

Enhanced awareness. By regularly reflecting on their experiences and actions, leaders develop a deeper understanding of themselves, their impact, and the systems they operate within. This heightened awareness informs more effective action.

Continuous learning. The cycle of action and reflection creates a powerful feedback loop, enabling leaders to continuously refine their approach and grow from their experiences.

5. Authentic engagement aligns personal values with organizational goals

"I continually close the gaps between my self-interests and the interests of the collective, thus bringing an evolving and authentic self to a passionately held, shared purpose."

Integrity in action. Authentic engagement occurs when leaders bring their whole, genuine selves to their work, aligning their personal values with the organization's mission. This alignment creates a powerful sense of purpose and commitment.

Closing integrity gaps. Leaders practicing authentic engagement continually examine areas where their behaviors may not fully align with their stated values, working to close these "integrity gaps."

Collective purpose. By authentically engaging with their work and others, leaders can help foster a shared sense of purpose that energizes and unites the entire organization.

6. Appreciative inquiry focuses on strengths and possibilities

"It could be argued that all leadership is appreciative leadership. It's the capacity to see the best in the world around us, in our colleagues, and in the groups we are trying to lead."

Strengths-based approach. Appreciative inquiry shifts focus from problem-solving to identifying and amplifying existing strengths and successes within individuals and organizations.

Generative questions. Leaders using appreciative inquiry ask questions that unlock new possibilities and inspire positive change, rather than dwelling on deficits or past failures.

Positive core. This approach helps uncover the "positive core" of an organization or individual – the unique strengths, resources, and capabilities that can be leveraged for future success.

7. Grounded vision connects present reality with future aspirations

"A grounded image is an image that people cannot only see but feel, believe, commit to, and act on."

Balancing act. Grounded vision integrates a clear-eyed assessment of current reality with an inspiring vision of future possibilities. It avoids both unrealistic optimism and cynical defeatism.

Compelling communication. Leaders with grounded vision can articulate future goals in ways that resonate emotionally and intellectually with others, inspiring commitment and action.

Adaptive strategy. This approach allows leaders to set ambitious goals while remaining flexible and responsive to changing circumstances as they work towards those objectives.

8. Adaptive confidence enables learning and growth amid uncertainty

"The practice of adaptive confidence means that we are willing to enter uncertain situations because we have a higher purpose and we are confident that we can learn and adapt as we move forward."

Embracing uncertainty. Adaptive confidence allows leaders to move forward into unknown territory, trusting in their ability to learn and adapt along the way.

Purpose as anchor. A clear sense of purpose provides the stability and motivation to persist through challenges and setbacks.

Growth mindset. This quality embodies a belief that abilities and intelligence can be developed through effort, learning, and persistence.

9. Detached interdependence balances autonomy and connection

"I hold myself open to the influence of others while taking accountability for the evolution of my own uniqueness, happiness, and physical well-being."

Healthy boundaries. Detached interdependence involves maintaining a strong sense of self while remaining deeply connected to others. It avoids both enmeshment and isolation.

Mutual influence. Leaders practicing detached interdependence recognize their impact on others and remain open to being influenced, without losing their own center.

Accountability and support. This quality allows leaders to take full responsibility for their own growth and well-being while fostering supportive relationships with others.

10. Responsible freedom integrates discipline with spontaneity

"One of the highest forms of responsibility is the responsibility to be free. One of the highest forms of freedom is the freedom to be responsible."

Self-imposed structure. Responsible freedom involves creating personal disciplines and commitments that paradoxically increase one's sense of freedom and ability to act spontaneously.

Principled flexibility. This quality allows leaders to remain true to their core values and purpose while adapting flexibly to changing circumstances.

Empowered choice. Leaders practicing responsible freedom recognize their power to choose their responses in any situation, rather than feeling constrained by external circumstances.

11. Tough love combines high standards with genuine care and support

"When others practice tough love toward me, they support me, and I can feel their genuine love and concern. Yet they do not baby me. They want to call forth my greatness."

Challenging care. Tough love involves holding others to high standards while providing genuine support and encouragement. It avoids both harsh criticism and enabling mediocrity.

Growth-oriented feedback. Leaders practicing tough love provide honest, sometimes difficult feedback, but always with the intention of helping others grow and reach their potential.

Empowering relationships. This approach creates relationships where people feel both supported and challenged to become their best selves.

12. Developing leaders involves inviting others into personal transformation

"There is no way to 'teach' what it means to be a leader except by being what we wish to invoke in others."

Modeling transformation. The most effective way to develop leaders is to model the process of personal transformation and invite others to join in that journey.

Creating conditions. Leadership development involves creating environments and experiences that challenge individuals to examine their assumptions, stretch beyond their comfort zones, and discover new possibilities for themselves.

Stages of change:

• Precontemplation
• Contemplation
• Preparation
• Action
• Maintenance
• Termination

Ongoing process. This view frames leadership development as a lifelong journey of growth and self-discovery, rather than a finite program or set of skills to be mastered.

Last updated: February 4, 2025