Debra Meyerson is the author of Tempered Radicals: How Everyday Leaders Inspire Change at Work (Harvard University Press, 2001) and an associate professor of Education and Organizational Behavior within Stanford University's Schools of Education and (by courtesy) Graduate School of Business.

Many Leverage Points readers will recognize aspects of themselves in the everyday leaders profiled by Debra Meyerson in her book. She describes tempered radicals as "people who want to succeed in their organizations yet want to live by their values or identities, even if they are somehow at odds with the dominant culture of their organizations.... These men and women of all races, religions, ethnic origins, ages, and sexual orientations from every corner of the globe...are quiet catalysts who push back against prevailing norms, create learning, and lay the groundwork for slow but ongoing organizational and social change." Their affinity for principled action and humble, long-term perspective make them natural systems thinkers. It was for this reason that we invited Debra to offer a keynote presentation at the Pegasus Conference in Seattle this November. We think you will enjoy her inspiring worldview at the conference and in the following excerpt from chapter 9 of the book:

Possibly the most fundamental thing to remember about successful tempered radicals is that they know who they are and what is important to their sense of self. They realize that they have multiple selves, some aspects more enduring and "core" than others, and they are clear about the ways these core values or identities are at odds with the dominant culture. Though tempered radicals stay anchored to their core commitments, they must also remain flexible about how and when to fulfill them.

Tempered radicals favor action. Some people act with modest and self-directed objectives; others act with more bold and outwardly focused ambitions; and most move back and forth along a spectrum between these extremes, choosing their actions based on circumstance, interests, risks, and even energy level. Regardless of how quiet or bold their actions, tempered radicals sustain their "selves" and avoid conforming by acting. Even as they favor action, however, tempered radicals must also be notably patient, willing to wait for opportunities and outcomes.

Download our conference brochure for the latest details about Amplifying Our Impact: Strategies for Unleashing the Power of Relationship, the 17th Annual Pegasus Conference, Seattle, Washington - November 5-7, 2007

Six Outstanding Forum Presentations Will Help You Sharpen Your Appreciation of Relationship:

Hastily Formed Networks: Organizing for Extraordinary Performance
Jeff Clanon, Sol; Carol Gorelick, SOLUTIONS; Susan Higgins, Naval Postgraduate School
Learn about a form of organization that is suited to accomplishing difficult tasks and developing capabilities for rapid learning in response to urgent needs.

Leveraging Diversity and Inclusiveness to Create High-Performing Organizations
John Jefferson, Shell US; Shelia Covert- Weiss and Greg Clark, Ford Motor Company; Frank Schneider, SoL
Hear how top companies have engaged employees' hearts and minds while pursuing diversity and inclusiveness as a key practice for achieving organizational excellence.

How Relationships Shape Our Brains-and Our Organizations
Elaine Johnson, Marylhurst University
Explore the shaping power of relationships on the human brain and consider how people can unleash that power most effectively.

Transforming Our Systems Through Social Innovation
Tracy Huston, Menlo Lab, and Lou Cox, Consultant/Psychologist
Discover emerging approaches to collective ways of "seeing" and "being" together in change, based on tools from the worlds of improvisation, intra- and interpersonal dynamics, and collective wisdom.

Connecting with Your Creativity to Build Teams Across Cultures and Generations
Peggy Taylor, Charlie Murphy, and Young Artist/Facilitators, The Power of Hope
Learn how to use easy-to-lead activities from the arts to transform the culture in organizations and classrooms-while discovering your own creativity!

Conversation as a Radical Act
An exploration led by Juanita Brown, co-founder of the World Café.

Save $600 when you register by April 20 for $1095

Even lower rates are available for teams of four or more.

Call us at 1-800-272-0945 to discuss team registration options.

by David Newport

There's something about trusting people-and having people trust us-that is exciting. Yet when it comes to work, all too often trust-real trust-is in short supply.

The second meaning connotes obligation. It implies dependence in the relationship. This attitude blocks the development of an equal partnership, where both parties can feel fully valued. Unfortunately, this latter definition of trust is all too prevalent in many organizations.

Why is real trust so important? Studies have shown that it improves task effectiveness, because it reduces the need for people to check up on each other. Great teamwork requires real trust because members need to feel confident that their coworkers are fulfilling their commitments as they work interdependently toward the same aim.

When an organization fails to achieve desired performance, managers have a choice. They can set in place mechanisms designed to reduce the performance gap. Or they can trust their staff and colleagues and support them by having a clear common purpose, coaching and encouraging them, and engendering a collaborative learning culture.