Category Archives: Leadership

The Tao of Rebel Management

Nothing less appealing than a dour reformer and other advice for rebel managers. Check out my newest post on


Be a Good Manager, Not a Bad Novelist

Sometimes I talk to well-meaning folk, even friends, who will say something to me like: “I’m going to host a morale-building session with my team tomorrow night.”  Or maybe you’ve been in a situation where a manager comes up to you and says something like: “I’d like to give you some positive feedback.” Every time I hear phrases like that, they make me twitch. My eyelid clutches.

I know there’s something not quite right when managers say those sorts of things, but what is it exactly? Now I think I know. They’re not actually DOING the action they’re talking about. They’re just TALKING ABOUT the action they should just be doing.

Perhaps that is not crystal clear.

The best example I can think of is the advice I have often heard concerning writing fiction or plays. Let the Action and the Characters convey the meaning. Under no condition should the writer devote several paragraphs to explaining to the reader what the morale of the story is. (Perhaps the only writer who can get away with this is Proust, and that’s debatable.) The morale of the story is revealed implicitly through character and plot and also through the interaction of both with the reader. (I’ve been trying to find good links to people talking about this issue. Haven’t found the perfect one, but this Guardian series on famous writers’ best practices for writing is golden!)

So the next time you want to give someone positive (or negative) feedback, just do it. Don’t “rococo” it with a self-referential prologue. By the way, that’s another reason why self-narration is a bad habit for managers to acquire. As soon as you say something like you’re hosting a morale-building session, you’re shifting the focus away from the team and on to Wonderful You, thank you very much.

So if you’re a manager, pay attention to what you’re saying. Listen to yourself. And if you say silly things that are better left unsaid, Stop Saying Them. Like a very good novel, let your actions and your character speak for themselves.

Steve Jobs: Good or Bad Rebel?

Fifty years from now, I’m sure Steve Jobs will still be seen as one of the great business leaders of the 20th century.* But I bet the jury will still be out as to whether he was a good rebel or a bad rebel. What I’m referring to is my friend Lois Kelly’s excellent chart detailing the characteristics of good and bad rebels in organizations. What do we mean by rebels, or heretics as I often describe myself?  We’re talking about those people in organizations who have strong views as to how the organization can improve, how it needs to change. They are brave (or foolhardy) enough to stand against the prevailing doctrine of the organization and seriously argue for another way.

Whenever Lois or I have spoken recently about the need for organizations, in these times of demanding change, to make better use of the rebels within their midst, we get asked a very good question. How can you tell a good rebel from a bad one? Lois’s list is a good start at answering that question, but the curious case of Steve Jobs shows, I would argue, how in some cases you as a leader may never be quite sure what kind of heretic you’re dealing with.

Now to be fair to rebels/heretics everywhere, Steve Jobs doesn’t really qualify as a rebel in the way we mean it. Apparently from the very beginning of his corporate/entrepreneurial career, he was at the top of the heap, more or less calling the shots. In fact, it’s quite clear, once you begin to think about entrepreneurs, that being rebellious and restless is one of their essential drivers. One way to think about rebels is as the individuals in your organization who are one or two personality quirks away from being full-fledged entrepreneurs. As a leader, you should consider yourself lucky to have such an asset, if indeed you have a good one.

Which brings us back to Steve Jobs. Here is Lois’s list.

Stories about Steve Jobs suggest that he spent his life hopping back and forth between the pairs. (Confess I haven’t read the biography yet.)

  • Steve Jobs was a complainer….and a creator.
  • He was angry….and passionate.
  • He was me-focused….and mission-focused

Well, you get the point.

For me, the aspect of Steve Jobs character that is most difficult to excuse or explain away, and is implicit in several of the bad rebel characteristics, was his rudeness and meanness to other people. (He pointed fingers at others.) There are many stories to this effect, and my favorite (because it rings so true) is the account that Apple employees worried about being in the same elevator with Jobs for fear they would no longer have a job when the elevator doors opened. Jobs was indeed lucky that he was always the leader of organizations, not their employee, because we all know that such behavior in mere employees is rarely tolerated, and for good reasons.  In fact, it is hard to think of a more poisonous workplace situation than when a weak boss allows a strong but pathological employee to run roughshod over colleagues because she delivers on the mission.

Of course Steve Jobs’ personality did cost him the leadership of Apple during the 1980s, an event that he cited as one of the most important learning experiences of his life. But the occasional account that he mellowed over the past ten years or so just don’t ring true to me. The telling and convincing details just aren’t there. I suspect that Jobs, who reportedly ran through 60 nurses in the hospital before he found 3 he could tolerate, remained a difficult and demanding person all his life. But in the end, almost everyone, including some of the folks he abused, believed he was worth it.

The Rebel as Paradox, then, will pose the greatest challenge to the leader who wants to tap into rebel energy. Intensive coaching might help, but we all know spending disproportionate time and energy on one individual will often unbalance an entire team and/or mission. In the end, the Paradoxical Rebel may just have to move on, willingly or not, and your role as a manager/facilitator may only extend to providing the lesson that he might potentially learn from. His future might lie as an entrepreneur. Or the experience of failure may result in the necessary reflection to adjust behaviors. It is always more effective to reflect on experience than on advice. But in the end, it will always be the responsibility of the Paradoxical Rebel to demonstrate that his ideas are worth the price the organization must pay.

*Addendum:  As I was drafting this blog, I did some research on other great business leaders Steve Jobs might compare to. When you google “Great American Business Leaders” the first hit you get is Harvard Business School’s handy database on American business leaders of the 20th Century. It’s instructive just to scan the lengthy listings, scrolling past names such as Elizabeth Arden, Michael Bloomberg, Henry Ford, Edwin Land–the Polaroid genius whom Steve Jobs greatly admired, Edwin Luce, H. Ross Perot, David Sarnoff, and hundreds of others.

It is a pretty cool database, but you know it could stand some serious rethinking in terms of its categorization scheme. For each leader, several facts are provided: age, company, education. But the two categories that frankly struck me as odd were Race and work background of Father, i.e. skilled worker, small merchant, whatever. Why any institution would use the increasingly discredited “race” category as a discriminator of anything of value is beyond me. (I know Federal Law still mandates its use in many instances (and people increasingly are subverting it by picking other categories) but this database would not be subject to that law.) And the inclusion of the Father’s occupation but not the mother’s is just plain weird and totally inappropriate for today’s society. I do think Harvard Business School could do a little better here.

We’re All in the Same Bathtub

When I was much younger, 34 years ago, I ended up having to take Economics 101, 102 before I could start graduate school. I was in the DC area, poor (in the way college kids are poor, which is different from how struggling families are poor), and so I enrolled at Prince George’s Community College. The professor, whose name I can’t remember, was a smart fellow, an engaging teacher, and clearly quite conservative in his economic and political orientation. It was fun and I learned a lot.

During one afternoon lecture, I remember Prof getting quite excited about how wrong it was for government to promulgate laws and regulations that imposed non-economic costs on businesses. How it messed up the purity of economics, I guess. At the time he was citing examples such as the relatively new requirement for companies to control pollution. Everyone in the class nodded in agreement but I decided I couldn’t let that one go. I raised my hand and noted, based on my not very commanding knowledge of economic history, that over the centuries many different “noneconomic” costs had been imposed on businesses: they couldn’t employ children just to get the cheapest labor; they couldn’t force workers to toil in unhealthy conditions; they couldn’t build cars that were firetraps. In the end, it seemed to me then and it still seems to me now, businesses are just another element in society and culture, and they essentially have no choice but to operate in accordance with whatever the socio-cultural norms are at the time. Being a business doesn’t exempt them, neither does the argument that certain costs are noneconomic. Given that currency itself is a social construct, in the final analysis all costs are noneconomic, or so it seems to me. (I know that last sentence doesn’t really make any sense, but it does accurately convey my thinking (muddy) here.)

The “occupy” events of the past few weeks and the growing discussion of Corporate Social Responsibility have reminded me of that Economics 101 class. I can’t help but think that we keep making silly distinctions about what category things fall into–such as economic vs. noneconomic, domestic vs. international, nature vs. man-made–when the rather obvious reality is: We’re All in the Same Bathtub. The “occupy” protests really are about trying to change the current social norms as they apply to business and profit. My guess is the very act of protesting is already changing those norms, but it is also probably true that the fact the protests are occurring indicates the norms are already changing.

In doing a little research for this post, I found an interesting discussion on this blog about economic and noneconomic costs in society. The following expresses what I’m thinking much better than I ever could:

Donohue-White submits (with very good reason) that every “market economy is shaped by the culture in which it exists, and, in turn, it affects the daily practices and customs of the people that comprise it.” By the rather broad term culture, she means the sum of “customs, traditions, and practices of a people.” In turn, the market exerts an influence on the culture in which it subsists, fostering particular sets of virtues or vices. Market and culture–while certainly conceptually distinct–are inextricably bound up in the concrete, practical affairs of a people. On this view, the market cannot be properly evaluated without recourse to the culture and society that shapes it AND to the impact the market has on this same culture and society. The “economic rationality” exhibited by many contemporary corporations seems to be largely devoid of the consideration of non-economic “costs,” particularly with respect to treatment of workers (wage, outsourcing, lay-offs), wealth accumulation and disregard for local and expansive tradition.

Because we’re all in the same bathtub, the argument that socially responsible behavior is not relevant to corporations or doesn’t make good business sense just falls apart.  US companies for example are already feeling the consequences of our declining education system. They can’t find the highly skilled workers they need, or at least not enough of them. Their transportation costs are rising because of the decaying transportation system. Internationally, I remember people making the argument that Somalia was not worth anyone’s attention, and so we ignored it. Ten years later, Somali pirates over the last two years have cost business $7-12 billion once you count all the related costs.

As automation and internet networks intrude into every line of business, I’m betting these changes will not only cost jobs; they will eventually shrink the size of corporations, including their profits and revenues. I can imagine a day when corporations evolve away from being primarily money-making activities to actually embracing their social responsibilities as one of the fundamental reasons for their existence. Business and government both will become less important organizing concepts for society. At first corporations will embrace greater community involvement as a clever way to market what they do; eventually I think some of these community activities may actually end up generating revenues for them and perhaps creating new types of jobs for the economy. They may no longer be profit-making entities, although they will still make money. Already I think you can see signs of this in the rise of NGO’s and other nonprofits in the world economy. Public Services International notes that NGO’s are now the 8th largest economy in the world, employing more than 19 million paid workers. The US is currently home to about 1.5 million nonprofits, with 30-50K being created every year.

Being in the same bathtub applies to the world economy as well. When the bathwater gets dirty–i.e. during the global financial crisis–everyone suffers. Until we discover sentient (and prosperous) life on other planets, we will have to find a way to make this financial system work, despite its imbalances. There is simply no other place for China, or any other country, to invest its trillions.

One final link. The latest piece in the Harvard Business Review by Rosabeth Moss Kanter powerfully discusses some of these dynamics. Money quote:

Only if leaders think of themselves as builders of social institutions can they master today’s changes and challenges.

America’s Government: the Worst of Both Worlds

What’s wrong with America’s government? Essentially we have evolved into a leaderless Parliamentary system, which is the worst of both worlds.

I had an extended conversation today with two individuals who are expert practitioners of American politics. I can’t say anything more specific but they know from personal experience of what they spoke. And they made the above point. Over the last two decades or so, the two parties in Congress have become ideologically fixated so there is no longer a real possibility of compromise. The most liberal of Republican members is too conservative for the Democrats and the most conservative Democrat is too liberal for the Republicans. This wasn’t always the case. The House and Senate that Baby Boomers remember, during the 1970s and 80s, witnessed a few if not several dozen Republicans and Democrats who would routinely support the other party on certain legislative issues. This just doesn’t happen anywhere near as often any more.

What essentially caused this shift? Gerrymandering districts so they are safe seats is one reason. Another is the fact that the social divide between urban/coastal America and the center of the country has become starker over the last few years. But the policies of Congressional leaders have also contributed. Check out this Washington Post story from 2004 on Dennis Hastert declaring that legislation would only be brought forward if a majority of the majority party supported it–a philosophy that inherently prevents compromise and disrespects bipartisanship.

Parliamentary systems work because the leader of the majority party becomes the Prime Minister. No compromise is necessary because you always have the votes. Of course, our system doesn’t work that way. The President is elected separately and has almost no ability to influence the actions of an ideologically fixated opposition party, which sometimes is also a majority party. (And of course the President’s own party is ideologically fixated.)

So there you have it. Compromise becomes almost impossible because for compromise to work best you need the Democratic and Republican Parties to have some overlapping political territory. The end game right now is about scrambling to have the Senate and House pass separate bills so that the two can be resolved in Conference, where some compromises are possible. But even this maneuver may become less feasible over time if Congress continues to polarize.

You Feel the Earth Move Under Your Feet

You feel the sky come tumbling down.


Egypt is about much more than a popular uprising against a ruler who has stayed in power through what can only be described, charitably, as a corruption of the democratic process. Egypt is the most compelling example to date of how the physics of human society are being rewritten. In much the same way that Quantum Physics turned Classical Physics on its head, the twin revolutions of information and connectivity are turning society upside down or perhaps better put, every which way and loose. 

The fact that Egypt, the society political scientists always marveled at for its stability even in the face of daily, accumulating disasters, is the country that’s exploded has concussed even the most loyal adherents of the Status Quo. When the Tunisian regime fell you could discount it as the kind of thing that happens to small countries, even the Colored Revolutions of the former Soviet Union didn’t really capture the elite’s attention, because in these revolutions you often were replacing one elite-based power construct with another. (And this might still happen to Egypt, by the way.)

But Egypt seems different right now.

And everyone should be paying attention. Not just the political scientists, the national security experts in their dark suits reciting by rote the laws of classical society, the intelligence agencies. Everyone should be paying attention, particularly anyone supposedly in charge of an organization of any kind. Steve Denning today writes a blistering post on what the dynamics behind Egypt mean for American business leaders. There’s very little I can add but these two points:

  • The history of the world has been dominated by the machinations of men, and they’ve usually been men, making secret deals in backrooms. Transparency and Collaboration are destroying the backrooms of all institutions. Open, dynamic forces that carry with them their own advantages and disadvantages will take their place. Start adjusting now.
  • All institutions of any age are disconnected from this powerful dynamic. Their survival depends entirely on how quickly they adjust to it. Time grows short.

Five Scary Thoughts for Halloween

Waiting for my first trick or treater gets me to thinking about some of the ideas floating around our society that I think are really, really scary. Here are my Top Five:

5. Why do you want to make your ideas public? Said just last night by a kind man who admitted he never had visited a blog (which is pretty easy for him to not do as he does not own a computer.) Now this individual is also quite educated and reasonable, but I could tell as I described blogging and tweeting to him that he could not comprehend why people would see any benefit in sharing ideas as broadly and as often as possible. Given the difficulty and complexity of the problems facing our species right now, I see no alternative but to be part of the Great Insight Stream, from each according to his abilities, to each according to her needs. (said tongue in cheek.)

4. A great leader makes decisions quickly and never compromises. Oy!! Who came up with such a ridiculous notion? Maybe somewhere there is still an organization that can afford leadership by gut instinct and ideology (more on that later), but I’m not hearing too many success stories these days along those lines. Even an NFL quarterback needs to read the defense, work through his progressions, and make the right decision, which is often a compromise from his first choice.

3. I have the right to be invisible . OK, I admit you probably haven’t heard anyone say this directly, but if you listen carefully this is exactly the argument some people are making when they claim the right to privacy. If you think about it, most if not all of our actions have always been visible, but only to that limited number of people who could “see” what we were doing at any given time or place. If any of us did something criminal, the authorities would then go look for those witnesses who could testify to what they had seen. For the most part, today’s technologies don’t make activities more visible but they do reliably make a record of ALL visible activities; the digital record acts as the new witness. I myself am not sure where to draw the line here; some type of consensus will emerge. But I think we need to be clear that the right to privacy does not mean the right to be invisible.

2. If you’re a progressive, you believe in big government. Aaargh!! I consider myself a progressive because I believe humans have a lot of upside potential and as we collaborate and share more knowledge we will find better ways of doing just about everything. This does not mean, however, that I believe government has to do most of the heavy lifting. In fact, I fully expect Government to be one of the things we will find a better way of doing.

1. The US will become stronger if it returns to the past. It pains me that this even needs to be argued, but there you have it. Its funny how organizations in trouble and societies that become less confident revert to the same argument: we need to return to the principles of our glory days and just execute them better. Please, someone, show me one example where this strategy has actually worked. Deterioration in our competitive postures doesn’t occur because we’ve abandoned our principles; it happens mostly because the environment around us is changing. Ideologically-based attachment to old ideas is the greatest sin of politics.

Has Twitter Eaten My Brain? (Lesson 22)

It’s been more than a month since I wrote a blog post. Reasons:

1. I’ve started doing some hours as a consultant, so most of my pleasant “thinking and writing mornings” have disappeared. I need to develop a new routine.

2. I’m getting ready for a vacation to southern Africa. I have two more nights of good sleep left before it’s wheels up, and stay tuned to this space for pictures and reports of what we hope will be excellent adventures. My interest in the world has many antecedents, but one in particular was the show Discovery that ABC aired in the 60s and 70s as part of its weekend children’s programming. Perhaps some of you remember it as well? Hearing the jazzy score after four decades is Proustian in its effect.

3. I haven’t had anything to say that I couldn’t say in 140 characters or less. Is this scary? I can’t quite decide myself, but generally I quite like the discipline of having to convey ideas in short, digestible snippets, although admittedly the “telegraph” language and spelling used in twitter just seems to confuse/annoy some people.

I keep a list of topics, ideas I might want to blog about, but none of them seemed worthy of an entire posting.

  • On Diversity. One of the ways I can tell that Latinos haven’t really made it into corporate America yet is how easy it is to use my surname, straight and unadulterated, as a userid on business-oriented websites. On the Harvard Business Review website, I was able to walk right in as “camedina”. At the CIA I was just plain “medina”. No medina25, no convoluted acronyms. Medina is a pretty common Spanish surname; according to it ranks 30th in frequency of use in Spanish-speaking countries. (In the US the 30th most common surname is King.)  The list of 100 most common US surnames makes for good perusing. The two most common Spanish surnames in the US are Garcia and Martinez, which come in at 18 and 19, with Rodriguez just outside of the top 20.
  • More on Diversity. There have been some comments on my post from a few weeks ago on the essential Latino heritage of the US. I’ve really no interest in argument, because I’ve learned over the years that debate never really seems to change most people’s views. I’ve been struck recently, however, by the dynamic impact that new waves of immigrants are having on US society.  For example, the south Asian, specifically Indian, contribution to the US economy cannot be overestimated. I’ve read estimates that upwards of 25% of Silicon Valley startups are Indian-run firms. Personally, I think the most prosperous future economic scenario for the US is decidedly multicultural.
  • On the Difference between Government and Private Industry. As I dip a toe or two into work outside of government, my first impression is that the two are more similar than not. Both probably have about the same proportion of good/dumb ideas and competent/incompetent staff. The key advantage for private industry, however, appears to be that it can kill bad ideas/projects a lot more easily than the federal government seems to be able to.
  • Lesson 22 from a CIA manager: Be clear about what kind of management problem you’re facing. Sure, there are many sticky situations the artful manager can unstick, but be careful to diagnose problems correctly. There is a whole set of problems that managers can never solve. They can only be solved by the passage of time (and generations). Many of these can only be managed like some kind of chronic illness. The Arab-Israeli dispute comes to mind, for example. Really difficult people are also likely to “outclass” you. Remember, you will only spend at best a few years with this individual who suffers from really difficult emotional issues or pathologies. My motto was: If your parents weren’t able to correct your behavior, there’s very little chance I ever will.

Starts and Evens (Lesson 21)

I spent five hours in a meeting yesterday during which I asked many “stupid” questions. A couple of weeks ago I tweeted:

When it comes to asking “stupid questions” in meetings, I like to ask mine early and often.

Asking stupid questions is Lesson 21  I learned as a CIA manager. The questions you hesitate to ask are precisely the questions you probably most need to address. Now, why do people hesitate to ask “stupid” questions?  I think it’s because the asker doesn’t want to look foolish. She presumes that she is the only person that doesn’t know the answer or thinks the question is too simplistic or fundamental to ask. Surely, the briefer, discussants thought of this already, she asks herself. But my experience in asking “stupid” questions reveals they have a high batting average of uncovering faulty assumptions and other basic process/thinking errors.

It is particularly important that managers step forward to ask the stupid questions.

  1. The other people on your teams, you know all those small people in subservient positions, they believe, and truth be told they are probably correct, that they run the risk of more consequences by appearing stupid in a public forum.
  2. The individuals briefing the project are also more likely to dismiss a question from the small people or try to doubletalk their way through it.
  3. But the most compelling reason why managers need to ask the “stupid” questions is that, in most organizations, people already think we’re incompetent, a nutcase, or stupid, so really what do you have to lose.

Marina Gorbis of the Institute for the Future just wrote a passionate and excellent blog post on the need to develop different organizational and revenue models. It really is a must read. For those of you who think the idea of moving away from current economic principles is unworkable, a fantasy, just remember that up until 150 years ago half of this country ran on an economic model based on slavery. And its defenders argued it was inconceivable to move away from it. We have over-learned the lessons of capitalism. Tens of millions of people around the world have become used to providing value to others for no direct monetary reward–think Wikipedia and Twitter. This is a trend we can build on.

Speaking of Wikipedia, I was in San Francisco last week and had an opportunity to visit the Wikimedia Foundation, the non-profit engine facilitating the wiki community. What a great vibe!!!! Clearly the individuals there believe in the upside potential of human beings working together. Cynics need not apply.

Leadership and Disappointment

I noticed this morning that someone reached my blog by searching on the terms “leadership and disappointment.” No doubt they found my page on Lessons from a CIA Manager, where Lesson 12 quotes Ron Heifetz on his insight that leadership is disappointing your followers at a rate they can tolerate. But I think there is much more to say on the subject. (When I searched on leadership and disappointment, I ran across this blog by a pastor who is also writing about the Heifetz leadership principles.)

Heifetz of course is talking primarily about the disappointment caused when leaders take their followers in a direction they may never have thought of going and, even harder, to a place they do not want to be. But being a leader is also about constantly and personally dealing with the emotion of disappointment. Being a leader–and I’m talking specifically here about the role of the leader as the agent of change–means living through long periods of disappointment which, if you’re lucky, are punctuated by occasional moments of giddy success.

What are the different types of disappointment a leader is likely to experience?

The Kneejerk Negative: I know you’ve lived this innumerable times. You start explaining an idea you have about how to see a situation from a different perspective or change a process and several people in the audience immediately start shaking their heads and tell you that’s not right and you’re wrong. Now you know, given the time you’ve devoted to this idea, thinking about it, considering the pros and cons, that it’s almost certainly impossible the nay-sayers are basing their comments on anything but immediate and visceral reactions. Once those reactions occur, however, good luck in trying to return the discussion to a more measured approach.

The God, You’re Brilliant: The opposite of the Kneejerk Negative but really just as bad. Again you’re recommending a change or improvement agenda, and the sycophants immediately accept it just because of your authority position. Those you can handle, but the more problematic group are the naive enthusiasts who underestimate the implementation and acceptance hurdles, disrespect the thoughtful concerns of others–“I don’t understand how they can be so stupid,”  and turn off fence-sitters with their excessive euphoria.

The I Was a Coward in that Meeting: Unless you bull rush your way through organizations, which is, I would contend, just about impossible given the physics of change, you will, as a leader interested in facilitating change, always be carefully trading off when to be aggressive against when to be conciliatory and/or indirect. You will mess up that calculation on a regular basis and walk away from many a meeting knowing you could have done more to advance your argument if you had been aggressive with your convictions.

The I Blew It: The existential disappointment: when you realize you’ve been wrong. You will be wrong; change is a risky endeavor. Even if your ideas are structurally correct–and they won’t always be, just the challenge of implementation will inject messiness and error. This is why the Kneejerk Negative reaction of so many of your colleagues is so damaging to the health of your group and its mission. A considered conversation on what to do next always gives you the best odds for improvement.

The I Never Thought You’d Disappoint Me: I had a colleague, technically someone who worked for me, say that to me once. Although disappointing your followers is tough, disappointing the individuals in your organization who are actually your allies, now that hurts. And it’s guaranteed that you will come to that point, particularly if you’re nailing down the last couple of compromises with the skeptics that will allow the change effort to go forward. The successful leader of change in an organization will never be radical enough in her implementation to satisfy the true believers.

The Someone Else Takes the Credit: This requires no additional explanation and is the cousin of…

The This Certainly Didn’t Help my Career: I hosted an intern at work one summer, a very intelligent fellow, who asked me why I was always suggesting ways of improving the work of the CIA, or at least things I thought would help. “Does it benefit your career?” he asked. Cue Hollow Laughter. This disappointment has the potential to turn into bitterness and cynicism. You must fight this tendency with all your mojo, because it will in fact kill your motivation and sour your intentions.

So what’s a change agent to do? I once got a piece a advice from someone I consider a guardian angel of sorts, a total stranger, who told me at a function that, as a reformer, I needed to understand I was always going to feel uncomfortable in an organization. For my own health and sanity, I needed to accept that feeling of discomfort. And in fact, the best scenario would be to come to actually like feeling uncomfortable, because that feeling indicated fidelity to your convictions.

The guardian angel was correct. There is no other way to survive.