THE POWER that brought you to your current position of prominence and responsibility as a leader—the power that is the source of your success in the past—is now preventing you from making the impossible happen in your life and in your work.

If you are an executive or manager who is charged with leading a re-invention effort, before you can successfully re-invent your organization, institution, community, or country, you must first acquire a new kind of power: the power to consistently make the impossible happen. The absence of this power is what has made an ever-growing number of organizational re-invention efforts fail.

The pathway to this new power is to completely and intentionally “re-invent” yourself: to put at risk the success you’ve become for the power of making the impossible happen.

There are millions of people who genuinely want to make something happen that they, and frequently everyone else, consider impossible. But they feel powerless to do so. It’s not that they’re incapable. Most of them have already won at the traditional games of life, or feel they’re on their way to winning. They have leadership positions in large organizations or responsible professional posts. They have comfortable, rewarding, and fulfilling lives. They are influential members of business, government, or nonprofit communities. If they were ever psychologically troubled, they have learned to transcend those troubles or to apply them as a springboard for success. They have developed fruitful strategies all through their lives for achieving what they want and what they think is right.

But now they want much more. They want to achieve something meaningful, beyond merely holding an influential position—to start a new sort of organization, redefine the nature of their industry, make government work effectively, right a deeply inbred and prevalent abuse, reshape their workplace, bring a new technology into the world, or simply to be great at what they do. In some cases, their goals led them to seek their positions and challenges in the first place, as if they were compelled by a calling to make a better world. In other cases, external events have led them to doing battle with the impossible.

Once upon a time, there was an executive who realized his life’s ambition. At age fifty-five, he had reached the top position, the post of chairman and CEO of a high-technology company so prominent that it was known throughout the world simply by its initials. During the course of his fast-track career, this man, known for his unique and innovative solutions, encountered many difficult challenges. In each case he triumphed. As CEO, his actions, his strategies, his ideas, and his power would finally have a chance to influence the whole world, at a scale beyond any he had known. In fact, the board had made him CEO expecting he would do just that. But within a few years, all his old skills and powers, which had brought him to the opportunity of a lifetime, seemed to get in the way of his ability to deliver. His understanding of the business turned sour. Allies turned on him. Amid several embarrassing legal battles and market losses, the company’s stock price plunged. After demonstrations by shareholders, the board told him to step down.

There was once a young woman who inherited a small manufacturing business from her father and built it up into a leader in its market. While in college, she had worked in the plant or the offices every summer, learning the operation from the ground up. After graduating first in her MBA class at one of the highest ranked business schools, she joined the firm and took over the presidency ten years later, becoming one of the first women entrepreneurs to lead a manufacturing company. By the time she was forty-five, she had moved the company from $5 million to $50 million in annual revenues—a goal that, back in college, had seemed like it might take a lifetime. But by this time she had decided to make it a $1-billion company before she retired. Five years into this project, however, having tried every growth strategy she could think of, she was ready to throw in the towel. “It’s impossible to build a billion-dollar company in this market,” she concluded, and prepared to spend the rest of her professional life merely improving what she had already achieved, instead of trying to accomplish anything else spectacular with her life.

At the same time there lived a young man who wanted more than anything else to be president of his country. He knew that if he could be elected, he would be able to finally solve the problems that nobody else had been able to tackle: growing the country out of its economic doldrums, investing in its future, and cleaning up the environment. With his unusual ability to appeal to the ideals of a wide range of people, galvanize and inspire them to action, and lead them to embrace a common ground, he would redefine not only the nature of the presidency but also the purpose of his country’s government: to make it a government of service. From his college days, he devoted himself almost obsessively to becoming the sort of man who could become president, learning how to navigate through the political barriers and competitions effectively. And it worked—he was chosen for his country’s highest political office, amid a melee of celebration and high hopes. But he had hardly moved into the president’s house before he became mired in the sort of partisan politics he had hoped to transcend. For reasons he couldn’t fathom, he found it impossible to rise above a contemptuous, cynical climate, which he knew he was contributing to, though he couldn’t see how. Unknown to him, everything he had learned along the road to becoming president was preventing him from doing the things that had made him want to become his country’s leader in the first place. The very power that got him elected prevented him from being the great public servant he wanted to be.

You may have guessed who some of these people are. And you’re right—whomever you’ve guessed. All three of them are legion. The CEO could be almost any chief executive of a large mainstream corporation—and certainly any chief executive of a company engaged in a wholesale overhaul of the organization, such as a reengineering or restructuring. The entrepreneur could stand in for most professionals of either gender—not just entrepreneurs, but health care officials, educators, and managers of enterprises large and small. And the president’s story could be told about nearly every elected official, of any party, in any country.

For many executives, from the vantage point of their hard-won position, their most desired goals seem more unrealizable than ever. The resistance that blocks them is intangible yet impenetrable; obvious and yet almost impossible to describe. The more successful they have been in the past, the more they understand how impossible the impossible can be. Often the only sensible option is to settle instead for short-term success, produced by continuous improvement, leading in surprisingly many cases to long, slow decline.

This book is written for those people—people who want much more. Don’t even read it unless you can authentically say something like the following: “There’s something I desire to accomplish, in my life, or in my work, or in the world, that is currently not possible. The more experience I’ve gained in the world, the more I’ve learned exactly how impossible it is to achieve what I really want to accomplish. I know that it can’t be done, or can’t be done by me at this time, but if it could, I would invest myself in attaining it, with all my heart.”

You are right that you can’t do it—at least not from the power available to you as a leader today. But if you are serious about acquiring the power to accomplish the impossible, then I invite you to embark on Executive Re-Invention and transform yourself as a leader, right down to the core of your identity.

Executive Re-Invention is an invitation to successful people who want to play the most challenging game of all—the game of making the impossible happen. These are usually people who are pursuing something beyond success—who are engaged in making an impact on the world—whether that’s the world of their specific organization or industry, or the world of business, education, government, health care, the military, the arts, or anything else. They want to leave a legacy that continues after them. I think no one has expressed this commitment more passionately than George Bernard Shaw:

The outcome of Executive Re-Invention, for those who take it on, is an entirely different relationship with reality, not only with the future but also with the past and the present. Lawrence of Arabia described that relationship this way:

MOVING BEYOND “POWER 101”

Power to make something impossible happen is a very sophisticated form of power. It is completely different from the forms of power that most people, even successful people, have learned during the course of their lives. It bears no relation to authority (the ability to compel things to happen by virtue of your position). It has nothing to do with competence (the ability to fix problems and perform effectively). And it does not require influence (the ability to get people to do what you want through such “soft” power methods as nurturing, decentralizing, and mentoring).

I think of those types of power as the kind that someone might teach in an introductory course—valid and worthwhile to learn, but representing only the beginning stages of mastery. At an advanced level, you discover a form of power as different, in its methods and forms, as calculus is from arithmetic. Just like calculus, it feels a bit alien and counterintuitive to learn, and yet no one who seeks to be an effective leader can do without it. Like most advanced subjects, it takes you beyond the precepts that seemed so valuable during the introductory stages. It brings you face-to-face with a whole new set of precepts and practices.

I define this advanced level of power as the ability to take something that you believe could never come to pass, declare it possible, and then move that possibility into a tangible reality. Mastering this power gives you the capacity to act without being constrained by the habitual ways of thinking from the past—your own past, the history of your organization, and even the heritage of your culture. It allows you to act without feeling dependent on circumstances—without having to wait, in other words, for events to align in your favor.

Power to make the impossible happen is the only lasting type of power. Authority is bestowed upon you by others. It can be taken away or lost. Competence is earned by producing results, and it is lost when you stop producing. In a turbulent world, no one’s competence continues indefinitely. Even influence is limited by your relationships to individuals. When your relationships change, your ability to persuade and inspire people dwindles.

Once you acquire the capacity to generate the power to make the impossible happen, it cannot be taken away from you. In fact, it increases over time. That is why executives and leaders must re-invent themselves before they can re-invent an organization, institution, or country effectively. Without the capacity to generate the power to make the impossible happen, how can they possibly succeed?

Fortunately, this power can be acquired by anyone—anyone who is committed to something in his or her life that is currently not possible and who is willing to “re-invent” himself or herself to accomplish it. When you acquire this power, you can operate with a quality and integrity that frees you to take the risks and actions necessary to change the world.

A TASTE OF POWER

Everyone has had a taste of this freedom sometime in his or her life. Think, for a moment, of an area where you have a great deal of skill and mastery—something you can do better than almost anyone you know. This area might be hunting, cooking, making speeches, handling finance, teaching, writing, decorating, traveling, guiding, being a parent. Whatever it is, it is a unique arena for you: The kind of power you have in that arena is different from your power in other parts of your life.

In that arena, you look forward to tough challenges. “Send me your worst,” you tell the Fates, because you want to find out what will happen when you are tested. You know, even if the challenge leads to a devastating failure, it will be interesting. You’ll learn from it. And on some level, where it’s most significant, you’ll be able to handle it. You don’t need a rule book when you leave on a hunt, or stand up to make a speech, or whatever your arena might be. You know that you have the skills, ability, and confidence to handle the consequences of any event that cornes along.

Most important, you are not threatened by the consequences of wrong decisions. Power, in this arena, does not control the outcomes of your decisions. In your mind there is no way that things “should” turn out—whatever happens, you know it was worthwhile showing up. In fact, your power stems from the absence of control. You know that the more you try for a specific outcome, the smaller the results will be. Instead of needing to anticipate and direct the outcome of events ahead of time, you accept events as they occur.

Now imagine if you could bring the confidence and power you feel in this particular arena to all the spheres of activity in your life. I invite you to envision the unlimited possibility available to you as a leader if your relationship to the most critical and challenging opportunities is one of complete freedom.

The most capable, legendary, inspiring leaders we know of have one thing in common. They have made the impossible happen. This aspect of their lives, not any position they may have held as a head of state or corporate executive, has been the source of their significance. Wilbur and Orville Wright developed the power to fulfill a dream as old as the human species. Mahatma Gandhi called forth the power to compel the British to walk out of India. Rosa Parks, in refusing to give her seat to a white man, did not merely spark a revolutionary alteration in racial attitudes; she embodied a powerful stand that forced an entire country to take notice. Betty Friedan reframed the main-stream American culture’s attitude toward women; Betty Ford reframed its attitude about addiction.

In business, a list of powerful leaders, so well known to everyone they are almost a cliché in management literature, would include Sam Walton, Steven Jobs, and Fred Smith. It even makes us uncomfortable to hear them mentioned sometimes, because it reminds us of how few business and organizational leaders live up to their example. Leaders may try to learn what Walton or Jobs or Smith did, and duplicate those practices; but the real source of power these leaders wielded was the ability to declare something impossible a possibility and bring it into reality. Nobody can achieve that sort of power by copying what someone else did.

But imagine that there was a set of theories and techniques—a methodology, if you will—for learning to make the impossible happen. It would take you on a ride with roller-coaster speed. As with all the most memorable rides, when you were done, you would not be the same person you were before you began. In fact, you would no longer be the person you have been for most of your professional life. You would still have all your existing capabilities, competencies, and controls available to you. But in addition, you would know how to become expert, over time, at making the impossible happen consistently and skillfully.

There is such a methodology, accessible to anyone who is serious about learning it. It’s based on in-depth philosophical theory, dramatic tradition, and fifteen years of working with top management executives, entrepreneurs, professionals, and public servants. I have put it in a form designed so that anyone who is committed can master it, without leaving the existing concerns of his or her life and work behind. I call this methodology Executive Re-Invention.

WHAT IS EXECUTIVE RE-INVENTION?

Executive Re-Invention is a series of radical transformations in which you put at stake the success you’ve become for the power of making the impossible happen. Through seven distinct transformations, you completely re-invent yourself as a leader by redefining your reality of the past, present, and future and your relationship to taking risks, winning, action, and being extraordinary. Executive Re-Invention provides you, and allows you to provide others, with the capacity for making the impossible happen regardless of past experience or current circumstances.

Executive Re-Invention in my view and others’ is the key ingredient that determines success or failure for most of the organizational strategies that have emerged over the past few years: building “learning” organizations, reengineering business processes and management practices, and re-creating industrial “core competencies.” The demands of these strategies call for the power to make the impossible happen.

Some people are concerned that the imperative to “re-invent themselves before they re-invent the organization” implies that there is something wrong with them. Nothing could be further from the truth. Executive Re-Invention is not remedial work. It does not even “improve” the leader’s skills. It takes leaders someplace new, to unknown and unfamiliar territory.

Executive Re-Invention is not a psychological journey. It is not designed to “fix problems” in the personality, character, or style of leaders. It’s not about “getting in touch with” your feelings or delving into the subconscious mind.

It’s not a theological journey. It has nothing to do with your relationship to a higher power, and it will not threaten anyone’s religious practice.

It’s not even a philosophical journey—at least not in the sense of being theoretical. It is intimately tied to action—not just actions in the abstract, but the actions you are able, and not able, to take as a leader.

Executive Re-Invention is primarily an ontological journey. Ontology is that branch of philosophy that deals with the nature of reality and different ways of being. Executive Re-Invention is concerned with the different ways that you as a leader are being and how that determines your reality of what’s possible and not possible.

If you committedly take yourself through this methodology, you will gain an awareness of the fundamental links between your view of the world at any moment and the ultimate scope of your achievements and failures.

I invite you to read this book in a way that allows something powerful to happen for you as a leader, beyond the learning of new ideas and concepts.

The purpose of this book is fivefold:

To introduce the path of Executive Re-Invention for leaders and engage them in making the impossible happen

To incite people to see the value of following this path, to re-invent themselves and the leaders of their organizations

To dispel the myths and habits that hold people back from their own destiny

To end the despair about resistance to change in organizations, and, as a result of the first four purposes:

To catalyze the emergence of extraordinary leadership in all aspects of everyday life.

LEADERS MUST RE-INVENT THEMSELVES FIRST

If you are going to re-invent your organization, then in order to succeed, you must first re-invent yourself. Organizational re-invention efforts are failing because without re-inventing themselves, executives do not have the kind of power necessary to succeed.

Consider the implications of that statement. It means that re-inventing yourself is a prerequisite for re-inventing your organization.

Powerful re-inventions require powerful leaders, from the shop floor to the executive tower. Unless re-inventing the leaders becomes a top priority, successful organizational re-invention will continue to be rare. The leaders who must be re-invented include anyone at the top of any company undergoing a serious reengineering, strategic re-invention, or learning-organization effort, as well as their management cadre who must implement these initiatives. It also includes people with responsibility at all levels of the organization where some aspect of implementation will require making the impossible happen.

The way these leaders think and act has been a key force in giving the organization its current identity and practices. Therefore, if you are one of these people, and you do not re-invent yourself before you begin, then your re-invention effort will not accomplish what you want.

This fact is borne out by many experiences in real organizations. Robert Heller, in his history of the turbulence at IBM in the mid-1990s, notes that the re-invention effort failed because the leaders didn’t re-invent themselves:

To understand what happens to corporate leaders who don’t re-invent themselves, imagine that you are a member of an elite military squad—a Navy SEAL, Army Green Beret, or Navy Top Gun pilot—being sent into your first covert, difficult mission. Everyone knows the mission is “impossible” by conventional military standards. That’s why your special unit got the assignment.

Where would you get the power to undertake this mission? Not from your innate capabilities and track record. That was merely your entry card into the squad. Only the top 1 percent, “the best of the best,” of the young officers are accepted for these elite military units in the first place.

After joining, you are put through a rigorous training program, designed to prepare you to operate beyond the capabilities of “ordinary” leaders. The training is so tough that after completing it, you are not the same “already successful” person who began the course. You have extraordinary skills and extraordinary prowess. You routinely take risks that someone else would shrink from. Because of your training, while you are not unaware of the risks, the consequences are not threatening to you. The shift that has taken place in yourself has provided you with confidence and the willingness to be “extraordinary” at need. Most of all, it has provided you with a source of power you did not have before.

Now imagine taking on a similar mission as a “green” recruit—without the benefits of the highly specialized training designed for such missions. You become lost, uncertain, and probably destined to fail, but you would never let anyone see your terror. After all, you are still the best of the best. You’re not supposed to feel afraid. When you fail, you go down in flames, not knowing why.

And that is precisely the situation of corporate leaders in business today. They take on the “top gun” missions of complete corporate re-invention but without any training. Only the top 1 percent of managers ever reach the senior position at the helm of an organization. Since they’re the “best of the best,” it’s assumed they already know what they need to know. Nobody even acknowledges that these re-inventions may require the senior leaders to learn new skills. Even if it were acknowledged in the abstract, in practice everyone knows that the senior leaders can’t spare the time to leave their offices to learn something new. And with their authority and salary at stake, they can’t risk looking like they don’t know all the answers.

In the absence of knowledge and special training, they do what anyone would do in their position—everything they can to minimize their risks. Instead of taking on what is not possible, they immerse themselves in what is obviously possible. They try to stay on top of the latest thinking by reading books or working with consultants. They become preoccupied with the currently popular process of benchmarking: What has worked in other organizations? What hasn’t worked? Thus they lose sight of their original “mission impossible” goals. They forget about what they really want to create. They settle, instead, for improving what is already possible by implementing new processes—changing what they are doing. They hope for an occasional breakthrough, and pray that, at worst, the organization will sail along on continuous improvement, without incident, long enough for them to move on or retire.

If you have been reading all this thinking that it doesn’t apply to you—that you, personally, have little or no resistance to change, and other people in the organization are the only ones holding back your re-invention efforts—please think again. If you are a breathing human being, you are resistant to change. Like all your fellow human beings, you are designed to be incapable of starting with a clean sheet of paper. That is why it is necessary to re-invent yourself first. If you are accountable for the success of the organization, re-inventing yourself is the only way to create an environment in which resistance to change can dissolve. Without such an environment, at best you will achieve an atmosphere of continuous improvement of the past.

Until you have re-invented yourself to be personally free from the constraints and limitations of your own past (including your own past success), you will not have the power to deal effectively with what is at the source of resistance to change—either your own or that of others. You will not be able to get to “the clean sheet of paper” that Michael Hammer and James Champy insist is essential to successful reengineering. You will not be able to lead your company to “jettison its past,” which C. K. Prahalad and Gary Hamel insist is essential to re-invent your industry. You will not be able to produce the “shift of mind from seeing parts to seeing wholes” that Peter Senge insists is essential to the “fifth discipline” of Systems thinking, the corner-stone of building a learning organization. For example, when the consulting firm Deloitte & Touche interviewed managers from companies whose efforts had tailed, 62 percent of the interviewees listed resistance to change as the main reason. While resistance to change is the label given to the problem, the actual problem is much more fundamental than resistance.

It’s not that human beings are resisting. Its that they do not have the capacity to start from a clean sheet of paper. By design, human beings are incapable of this. Before anyone else makes a mark on that blank page, it’s already filled—with your past, the company’s past, the things you think are appropriate for the business, and the qualities you think a company should and shouldn’t have. To really start over with a clean sheet of paper, you’d have to redesign not only the organization but the identities of every key person, from the CEO on down. This is not a matter of changing what you are doing, but of transforming your way of being.

TRANSFORMING YOUR WAY OF BEING VERSUS CHANGING WHAT YOU ARE DOING

Executive Re-Invention requires a series of transformations in yourself as a leader. Thus, to re-invent yourself (and your organization), you must become an expert in the territory that is at the heart of transformation: the territory of being. The way you are being at any given time determines your reality of what’s possible and not possible.

Unfortunately, the term “transformation” is frequently misused in business literature today to refer to a “big change” or a “significant change.” Managers look at the outcome of a change effort, and if the results are grand enough, they say that “a transformation has happened in that person, or organization, or industry.”

In reality, the concept of “transformational change” is an oxymoron. Transformation and change are different phenomena. CHANGE is a function of altering what you are doing—to improve something that is already possible in your reality (better, different, or more). TRANSFORMATION is a function of altering the way you are being—to create something that is currently not possible in your reality. This may seem at first glance like just a matter of semantics, but in practice, the confusion between change and transformation has kept many managers stuck in a cycle of continual improvement, when what they really want is to shake up their foundations and re-invent their entire organization.

Unlike change, improvement, or reform, a transformation is a fundamental and significant alteration in the way that you are being or your organization is being. In the case of the organization, its way of being reverberates at many spheres and levels and affects the entire organization down to its core.

When you alter the way you are being, with effectiveness and competence, you gain the capacity to make the impossible into a reality. This can include a minor impossibility, like getting through an impossible deadline, or a major impossibility, like taking the lead in your industry when that lead has been held for decades by a larger or older competitor, or eliminating the resistance to change necessary to the success of today’s leading business strategies.

Some people assume that being is a matter of “feeling,” “meditation,” or “passive reflection.” Nothing could be further from the truth. The way you are being is the source of your reality, which in turn is the source of your actions. For example, all human beings grow up believing that life should turn out one way or another. This drives you, as an individual, to constantly compare your current reality with the ideal in your mind of how life “should” turn out—which in turn affects a startling amount of what you do. (I’ll return to this point in more detail in Chapter 3.)

The domain of being is hidden, in part, because it is not referred to in everyday, action-oriented language. (Being, wrote the philosopher Martin Heidegger, “denies its own coming to presence.”)² Most common phrasings refer to “doing” or “having” instead. For example, if a key player is refusing to participate in an important project, you might say, “What are you doing about Jane’s refusal to participate?” You would not typically say, “How are you being with regard to Jane’s refusal to participate?” It is difficult to realize, in the environment of typical business language, that your actions are always the expression of some overall way of being unknown to you, of which your will and decisions are just a part.

THE CONTEXT IS DECISIVE

To alter the way you are being, you must engage with the phenomenon of context. Context is the human environment that determines the limitations of your actions and the scope of the results your actions can produce.

This explains why copying someone else’s strategy—while it may improve your reputation—never seems to lead to effective action. You might hear of an extraordinary manager named Peter, at one of your competitors’ companies, and you might catch up with Peter at a conference and ask him what he is “doing” to achieve his spectacular results. Or you might read books about Peter or attend seminars in which Peter’s “deeds” are described, down to the most detailed particular. But when you return to your organization and implement Peter’s practices, they won’t have the same effects, even if you copy his practices perfectly.

Peter’s results were not just created by what he “did” but by the context within which he did it: the habitual ways of thinking, talking, and acting in his part of his organization, including all the forces that had produced that context over time. Your context is completely different. Transplanting what Peter “did” is like planting an Arizona cactus in the Greenland snow. Peter’s context and the context of the organization, like the climate of Greenland, is the decisive factor.

If you want Peter’s results, you must “unconceal” (as ontologists say) your own context—the way you are being. Then you can begin to alter the way you are being. This does not mean adopting Peter’s context or the context of Peter’s organization. That’s just a more sophisticated way of trying to copy what Peter is doing. (Some American managers tried this when they thought they could instill the Japanese context by introducing group calisthenics and songs in their factories.) To alter the context of your organization, you must re-invent your own way of being by creating a new context from which to relate to the world.

The context also explains why managers who excel in one position so often become stymied in another. William Weiss, CEO of Ameritech, noticed this problem recurring among the corporate executives he promoted:

Reengineer James Champy talks vaguely of changing “who [managers] are,” and goes on to describe specific techniques for mobilizing, enabling, defining, measuring, and communicating—all forms of change that start by doing things differently. I argue that what Champy is really calling for is an alteration in the way managers are being.

Changing processes will not get to the heart of transformation because you cannot get to being from doing. Processes and doing do not provide people with the power to alter their context.

Good actors understand innately what it means to alter one’s context. When an actor studies a new role, there is more to the job than merely learning to speak a new way, or practicing a new form of body movement, or changing the outward styles of behavior. The actor has to learn to see the world, to listen to dialogue, and to think things through in the same way that the character would. When an actor asks the question “What’s my motivation?” he is really asking, “Who is this character supposed to ‘be’ in relation to the events taking place around him?” That context is very different from the way the actor would be when out of character in the same situation. The actor knows that everything else will follow once that way of being has been set. Creating context is a cornerstone in the foundation of Executive Re-Invention. You shift the way you are being by creating a new context from which to relate to reality. In this way it is possible to transform your way of being in a very short time. This is accomplished through language—by altering the way you speak and listen.