Page 41 - Appreciative Leadership

14 Appreciative Leadership

corporate and functional updates, as well as open dialogue
about new directions and challenges. Don’s warm and
inclusive style enabled him to connect with even the most
cautious in the group.
As weeks passed, however, people began complaining
about one another’s work. They began competing for his

attention, asking Don to take sides in complex or contentious
decisions. He did as he was asked at first; then he expressed

concern. One day, having been called in to moderate a
particularly petty dispute, he tried a new approach: “You two
need to work this out. You’re smart, you have great experience,
and together you know what needs to be done. I’m leaving
the room. Now you work it out.” The two directors sat stone

silent in the wake of his departure. First one apologized, then
the other asked a question—then they got to work, together.
Within six months, the team was transformed. Th eir
trust in one another was infectious—their mutual support
palpable. The units that they collectively managed thrived,

as together they ignited enthusiasm and creativity at all
levels. People from other divisions clambered to transfer in.

Profits soared. On their one-year anniversary, the president
recognized the team for its outstanding contribution to
the company. Each member of the team eventually went on
to lead another organization—but all of them continued
to stay in touch—sometimes asking for help, sometimes
simply catching up, and sometimes recalling how much
they had learned from Don.

Appreciative Leadership mobilizes creative potential and trans-

forms it into positive power. This happens through refl ection, inquiry,
and dialogue among people. Potential rests unfulfilled until it is mani-

fested through human discourse—given form in language, words, and
ultimately actions. Human potential, situational potential, organi-
zational potential, and community potential—strengths, capacities,
abilities, and talents—remain implicit until “spoken into life.”