The following is an excerpt from my upcoming book, The Pinocchio Principle — Being Real:  Becoming the Leader You Were Born to Be, which will be released on 1/11/11 and will soon be available to pre-order.  I hope you enjoy it!

 Our foundations are shaking.  Corporations are going under.  People are losing their jobs and having difficulty finding new ones.  Frustration is finding its way into every crevice of our daily lives.  The ground that so many stand upon is crumbling.  It can be a scary time.  But these changes can also be an exciting time of adventure and reinvention. 

For years, many of us have been living in ways that are inauthentic — doing jobs that are not a match for our true talents, striving to achieve pinnacles of power, prestige or wealth.  And each step has increased the chance of us falling further away from our true selves and from what truly satisfies and nourishes us.  As our foundation collapses, we are forced to ponder what is left, what truly has value, and what is actually genuine and meaningful in our lives.  This dissolving façade, while painful, enables something more powerful to emerge and bring with it gifts that will benefit all of humanity.  We are becoming real again.

With the dramatic changes the world is experiencing, perhaps now more than ever, it is time for each of us to recognize that we no longer need to rely on others to show us the way to genuine “success” — however it is to be defined.  We are wired for it.  It is in our blood, in our DNA, in our spirits.  We have everything we need to get there.  And to find ourselves, we must become engaged in the greatest adventure of our lives.  In fact, we have already begun this adventure, and through it we are reaching a place of creative tension, where the plot thickens and we are sitting on the edge of our seats to see what will happen next.  We are the stars of our own shows, the heroes of our own stories.

The changes for greater peace and true prosperity and the happiness we have been praying for are coming about.  Lasting change must come from the inside out.  Our world is made up of many nations, many communities, and at its core, many people.  The truest change must start from within each of us.  We can no longer wait for something or someone to rescue us, to solve all our problems, or to make right what is not working. 

The greatest thing a leader can do is help us unearth our own authentic leadership so that we, in turn, can do the same for others.  True leadership is about bringing out the best in people.  We can all be leaders.  And we all must be.  There is something greater ready to emerge.  And it is within each of us.  It is the treasure we have been dancing around in our own backyards. 

The old structures are crumbling to make way for the new.  And as uncomfortable and challenging as it is, this falling away is an essential part of our own renewal and liberation from whatever no longer serves us, to everything that allows us to bring to fruition our greatest visions and dreams.  Seeds cannot sprout from hardened ground.  The ground must first become soft and fertile.  And that is what is happening now.  The old protection mechanisms we relied upon may have kept away the things we feared, but they also kept us from our greatest selves.  In the end, we will realize we never really needed that protection anyway.  We are much stronger than we thought we were.  And now is the time to truly experience that strength, that fortitude, that determination, and that grace.

My new book, The Pinocchio Principle — Being Real:  Becoming the Leader You Were Born to Be is a road map to help you navigate the perils and possibilities of your personal odyssey.  Using Pinocchio as a metaphor, it blends wisdom, inspiration and humor and includes numerous stories and examples of personal and professional transformation as well as practical tips and tools that will help you become a true leader to others in the only way possible:  by starting with yourself.  To hear about free upcoming promotional events such as teleseminars, videos and speaking engagements, subscribe to my free monthly ezine at www.DianeBolden.com – you’ll also receive my free report on 10 Traps Leaders Unwittingly Create for Themselves – and How to Avoid Them.

Though comments are currently closed, please feel free to email me at Diane@DianeBolden.com with your feedback, questions and thoughts.  Have a specific challenge you’d like to see a post written about?  Let me know.  I’d love to hear from you!

Feel like there’s got to be more to being a leader than running from meeting to meeting, repeatedly fixing the same problems, and beating your head against a wall trying to get people and things to change?

“You must be the change you wish to see in the world.” ~ Gandhi

We’ve all been to a lot of classes – whether on leadership or related subjects – where we sit passively and listen to someone teach us things from a workbook or a PowerPoint presentation. Some of these classes may have infused us with new ideas and inspirations, others may not have. Either way, the chief challenge is coming back to our daily work and implementing what we have learned. Class or no class, putting into practice the ideas and insights we get on a daily basis is a challenge. It is a challenge because it calls for us to integrate them into a way of doing things that we have established for ourselves over a long period of time.

In order to change, grow or improve in any way, we must consciously look at ourselves – at what is working and at what is not. Often we are so accustomed to running from project to project and meeting to meeting, that we aren’t even aware of the dynamics at play under the surface. This frenetic approach leads to a pattern of similar results, similar experiences, and inevitably similar frustrations, and often the feeling that there has to be more to it than this.

There is.

The truth is, you already possess within you the most significant core essentials you need in order to be successful. The question is, are you using them? And are you using them to the best of your ability? If the answer is no, it doesn’t matter how many new tools you acquire or methodologies you learn. Our chief challenge is not to continue looking to others for solutions and answers, but instead to take the time to tap that part of ourselves that remains our purest potential. The prerequisite for being an effective leader of others is to learn to lead ourselves.

This blog post is an excerpt from a longer article, titled “Leader, Know Thyself – Unearthing Your Best Work”.  Click here to read the full article, which includes practical steps for bringing out your best.  For more articles on Boosting Creativity, Productivity and Effectiveness, visit www.DianeBolden.com/solutions.  While you are there, you can subscribe to receive a new feature article each month.  You will also receive my free report on 10 Traps Leaders Unwittingly Create for Themselves – and How to Avoid Them.

 What do you find easier – dreaming big, or finding a way to make those dreams come true? 

 Most of us have more difficulty with the latter.  If you don’t, you may not be dreaming big enough.  One of my clients and I were recently musing about what makes realizing those dreams and visions so difficult.  We felt that the toughest part is connecting the vision to reality:  identifying and executing the steps that must be taken to get from here to there. 

 For years, I was convinced that having a vision and goals meant perceiving a clear and specific picture of what was to come and creating a plan that would ensure that certain milestones were met at designated intervals.  I was taught that goals had to be specific, measurable, and time bound (and spent a good part of my career teaching others the same).  I would spend a significant amount of time wordsmithing these goals and creating something similar to a detailed project plan as though I could bend reality to my will.   And then life would happen and I’d get exceedingly frustrated when things didn’t fall into place the way I had planned. 

The part of us that wants to identify a course of action that mitigates risk and controls all the variables is akin to a manager, whose responsibility is to plan, direct, organize, and control.  The challenge is that preconceived ideas of what must be and all that has to happen to bring it to fruition can never take into account all the unexpected twists and turns that each day throws at us.  So the manager in each of us needs to take its orders from a higher authority.

This higher authority is our inner leader.  The leader lives in the present, takes its cues from its inner and outer environment, and speaks to the hearts as well as the heads of its people.  It is often that part of us that rises up and recognizes when we must make a change in course in order to realize our greater visions.  It blends concrete data with intuitive hunches and moves much more fluidly. 

The manager in each of us often wants to fix things and tends to place more attention on what is wrong than what is right.  It is so concerned with problems that it has a way of identifying with them and unwittingly propagating them.  The manager would have us set goals about the behaviors we want to stop, and the things about ourselves that aren’t good enough.  These goals almost always fail because they lead us to identify with the very state we wish to rise above.  We enter into them from a state of lack, and though our behaviors may temporarily change in accordance with detailed plans we have outlined for ourselves, our thoughts about who we are and what’s wrong keep us tethered and ultimately lead us to act in ways that reinforce old habits and patterns.

The leader focuses on possibilities and speaks to that part of ourselves and others that has the capability and potential to achieve it.  It sees through the eyes of someone who has already realized their goals and visions rather than identifying with the experience of not having been able to do something in the past.  The leader in each of us knows that action follows thought and invests time in identifying limiting beliefs and trading them for something more empowering.  Rather than moving away from an undesirable place, it focuses on moving toward that which it desires to create. 

With the leader in charge, the manager’s willfulness is balanced with willingness – willingness to change and adapt even the best laid plans, to reach higher, and to trust that something greater than ourselves will help us get where we most need to go.   

Copyright Synchronistics Coaching & Consulting 2010.  All rights reserved.

This post is an excerpt from an article called Living Large, published in my January ezine.  To subscribe (it’s free), and to access the rest of the article, go to www.DianeBolden.com/articles.   You will receive future monthly articles as well as my free report on 10 Traps Leaders Unwittingly Create for Themselves – and How to Avoid Them.