We dream of tomorrow, but live in today.
When Organisations describe change, they often use big and overarching stories: aspirational narratives that paint a picture of a future that is bathed in sunshine and equitable for all.
As a Social Leader, we have a dual responsibility: partly to help deliver that future, but partly to ensure good outcomes today.
The benefit of broad future narratives is that they can frame and contextualise our actions of today: the risk is that they can leave us unaccountable or simply dreaming.
Use your 60 seconds today to reflect upon your own leadership. How much of your actions this week are a repetition of what you have done before, how much is the prototyping or exploration of something new?
And perhaps consider the Organisations language about the future: is it purely aspiration, or does it include specific behavioural objectives or change?