In This Issue

Feature
Shifting Perspective to Shift Results
by Diana McLain Smith

When faced by a problem, most leaders operate based on an individual perspective—the assumption that there is one right answer, people either get it or they don’t, and when they don’t, their dispositions are largely to blame. Less common is the relational perspective—the assumption that different people see different things and that the strength of a relationship determines how well and how quickly people can put their differences to work. As this article shows, by investing time and energy in developing a relationship, Winston Churchill and Franklin Roosevelt were able to find common ground and withstand the vast uncertainties and pressures of World War II.
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Pegasus Classics
“Balancing Two Boats”: Managing the Cross-Currents
by Jennifer Kemeny

One of the trickiest maneuvers for a beginning boater is to climb successfully from one boat to another. Businesses face the same dilemma when they try to maintain two very different business lines or when they shift emphasis from one business or service to another. The “Balancing Two Boats” concept can be useful in choosing which investments to make and coordinating the timing of those investments to minimize negative impact.
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From the Resource Shelf
On Becoming a Beyonder
by Herman Van den Broeck and David Venter

Are you a “Beyonder” or are you confined to the drab mediocrity in which most leaders become bogged down? In this article, Herman Van den Broeck and David Venter explain how what they call Beyonders make a difference in their organizations and world by possessing and radiating a deep-seated vision anchored in a clear set of values; using their vision as a beacon to guide their decisions; and seeing opportunities that no one else has considered.
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