Page 96 - Leadership Secrets of Hillary Clinton

IN TRANSITION—GAME CHANGER

has created a clear vision for U.S. foreign policy in her role
as secretary of state. As it was reported in the Washington
Post on August 3, 2009, she is leaving behind the old for-
eign relations doctrines and labels. She explained her
vision by saying, “We envision getting not just a new
group of states around a table, but also building networks,
coalitions and partnerships of states and nonstate actors to
tackle specific problems.” Her major theme for change will
emphasize “partnerships,” “engagement,” and “common
interests,” which means that the United States will be
encouraging emerging global powers to be full partners in
tackling the global agenda. This is a vision that her prede-
cessors did not have when their efforts centered around
the world’s superpowers. We can see the change in her
perspective and, she hopes, can anticipate a more positive
future as a result of it.
If you are going to be an agent of change, you too need
to craft your vision and be able to describe it so that others
can connect with it. For example, for an organizational
change, it’s important that in your vision, you state the new
growth opportunities and the “better” future that will result
from the change. It’s also important that you share how the
old way of doing things does not fit into the bigger picture
or will not allow the organization to reach its goals.
A strong change leader is out there on the front lines,
communicating the rationale for change and explaining
what others can realistically expect, both short- and long-

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