I found a diary I had kept one summer ten years earlier; it contained information that I knew I could use. I opened the diary eagerly but soon turned away from it, stricken. The writing was soaked in a kind of girlish self-pity—“alone again!”—that I found odious. More than odious, threatening. As I read on, I felt myself being sucked back into its atmosphere, unable to hold on to the speaking voice I was working hard to develop. I threw the diary down in a panic, then felt confused and defeated. A few days later I tried again, but again felt myself going under. At last, I put it away.

One day—when I had been looking over an accumulation of pages possessed of what seemed to me the sufficiently right tone, syntax, and perspective—I opened the diary again, read in it a bit, laughed, got interested, even absorbed, and within minutes was making notes. With relief I thought, I’m not losing myself. Suddenly I realized there was no myself to lose. I had a narrator on the page strong enough to do battle for me. The narrator was the me who could not leave her mother because she had become her mother. She was not intimidated by “alone again.” Nor, come to think of it, was she much influenced by the me who was a walker in the city, or a divorced middle-aged feminist, or a financially insecure writer. She was, apparently, only her solid, limited self—and she was in control. I saw what I had done: I had created a persona.

In the months that followed that realization she changed the company’s mission statement to include the word love and added a heart to the logo. She embraced the painful roots of her company’s founding, realizing that Chewse wasn’t merely an attempt to ‘disrupt the food delivery business’ but an opportunity to give others what she herself had lacked: community.

For many, that place where we’ve come to think we belong has become stultifying; it’s where we are small, unseen, unsure, and unwilling to claim our strengths, our capacities, our courage, our leadership. We are frozen by the belief that it’s just too dangerous to reach into the black bag and grab hold of the disowned, dismembered parts of ourselves.

All Loyal Soldiers then have one basic task: to keep us safe from the wars that raged in our childhood. No matter how awful these strategies have come to make us feel as adults, they were brilliant in their own ways.

As leaders, our task is to feel our way through the heartbreaking, fear-inducing roller-coaster rides, learning not to vomit with each rise and dip. Then, just as we’ve built up the resiliency needed to recover from each nauseating dip, we find that we no longer have the need for it. The little train that makes up the Cyclone comes to a stop and we finally, wisely, get off the ride.

It didn’t even matter who was right and wrong, though, because nobody was communicating effectively. The front-line staff weren’t talking to one another because nobody was talking to them, and they weren’t listening to one another because they felt like nobody was listening to them. So I spent my first few weeks sitting down with every single member of the team and hearing them out. That was a whole education in itself; I learned a lot of information about the restaurant it would otherwise have taken me a long time to figure out. Those meetings also taught me that time spent goes a long way. Sitting down with people shows them you care about what they think and how they feel and makes it that much easier for them to trust that you have their best interests in mind. For this reason, I’d later ask the managers to stop sitting together during family meal, which the staff shares together before the restaurant is open. By spreading out, they’d learn, as I had, that the meal is a perfect opportunity to gather ideas and perspectives that might otherwise slip through the cracks.