How to Hold the Tension Between Stability and Progress — Without Collapsing Into Either Hope-Forward Leadership Series | Part 6 There is a pressure that comes with leading a recovering organization that doesn’t have a clean name. It’s not quite urgency, though urgency is part of it. It’s not quite patience, though patience is required. It lives in the space between those two things — the sense that you need to move, and that moving too fast will cost you everything you’ve wor

In a recovering organization, the leader's first job is not to move the boat. It's to get water back under it — so people can trust what it feels like to float again. To breathe again. And eventually, when the conditions are right, to sail again.