Yes, I think the relentless flow of challenges can be very trying. I find it helpful to think of problems as simply par for the course, and respites from them as a special blessing rather than something we can claim as an entitlement. Strength as you face your particular ones.

Thanks for those thoughts Wayne. I guess when it comes to quiet leadership, it is often only significant discontent that sees quiet leaders (here in the sense of reluctant leaders) spring into action. It is seeing that something is wrong and realising that no one else is likely to act on it that sees some who would otherwise not raise their hands for leadership, accept the challenge.

Discontent is an interesting “emotion” to hold as it may well be that in spite of our discontent we have to live, for a while at least, with things as they are. Sometimes it is not planting the vision that chnage will bring, but rather working in people to help them see the same vision and ‘deliver change themselves’ if you like. Depending on both the leader and the organisation that can take more or less time. So, in many instances it might be the leader’s skin flexibility that equally needs to adapt to the pressures from within the leader based on the timing, extent, and quality of change required that is causing their discomfort. That internal discomfort needs to be managed.

Managing expectations from within and without is a great skill to learn and develop.

How does your writing on Quiet Leadership contrast with Lamdin’s thoughts Brian?

Blessings