The "call to adventure" that precedes cultural transformation is always a leadership opportunity.  Every day, leaders are given opportunities to raise questions, seek out and resolve conflict, speak to a higher purpose and make a difference in the lives of the people that surround them.  In a world characterized by uncertainty and vulnerability, leadership can be risky.

"To lead is to live dangerously because when leadership counts, when you lead people through difficult change, you challenge what people hold dear... habits, tools, loyalties, ways of thinking-with nothing more to offer perhaps than a possibility." 

Are you willing to "live dangerously'?

(Kimball, 2005)

Six skills to support improvements:

1) Supporting change with data: What is meant by the term data? How can we use data to guide actions for improvement?

2) Developing a change: Where do ideas for change come from? What should we consider when trying to develop change aimed at a long-term positive impact?

3) Testing a change: Why should we test a change? Can we increase the possibility a change will result in improvement?

4)Implementing a change: What is the difference between implementing a change and testing a change? What can we do to sustain the positive impact of a change?

5)Spreading improvements: How can we get wider impact from successful change? How do we attract others to make the change?
 

6)The human side of change: How will the change affect people? How do we obtain the cooperation necessary to make and sustain improvements?

Langley, Gerald J.; Moen, Ronald D.; Nolan, Kevin M.; Nolan, Thomas W.; Norman, Clifford L.; Provost, Lloyd P. (2009-06- 03). The Improvement Guide: A Practical Approach to Enhancing Organizational Performance (JOSSEY-BASS BUSINESS & MANAGEMENT SERIES)