It is our job, then, to work each day to chart the right course and make corrections when, inevitably, we stray. I already can sense the next crisis coming around the corner. To keep a creative culture vibrant, we must not be afraid of constant uncertainty. We must accept it, just as we accept the weather. Uncertainty and change are life’s constants. And that’s the fun part.
The truth is, as challenges emerge, mistakes will always be made, and our work is never done. We will always have problems, many of which are hidden from our view; we must work to uncover them and assess our own role in them, even if doing so means making ourselves uncomfortable; when we then come across a problem, we must marshal all our energies to solve it. If those assertions sound familiar, that’s because I used them to kick off this book. There’s something else that bears repeating here: Unleashing creativity requires that we loosen the controls, accept risk, trust our colleagues, work to clear the path for them, and pay attention to anything that creates fear. Doing all these things won’t necessarily make the job of managing a creative culture easier. But ease isn’t the goal; excellence is.

It [choosing] requires knowing how what happened to us influences the choices we made and continue to make. Again and again I ask my clients, ‘How are you complicit in creating the conditions of your lives that you say you don’t want?

It would be easy to paint my realization around work as sacred duty as something sprung from some genius within. It was not. It sprang from exhaustion, from being lost myself, from having nowhere else to turn with my own suffering.

We ask: How, indeed, have I been complicit in creating the conditions I say I don’t want? More to the point, what am I willing to give up to stop being complicit?

How am I complicit in creating the conditions I say I don’t want?