![]() ![]() TELL YOUR STORY QUOTES HOW TOStories teach us how to act in the “right” way. When we tell a story we enable the listener to enter its time and place with us, see what we see, hear what we hear, feel what we feel.Ī story communicates fear, hope, and anxiety, and because we can feel it, we get the moral not just as a concept, but as a teaching of our hearts. Storytelling is how we interact with each other about values how we share experiences with each other, counsel each other, comfort each other, and inspire each other to action. As such, they are sources of ends worthy of action and the capacity for action It is based on the fact that values are experienced emotionally. Public narrative is a leadership practice of translating values into action. We reveal the kind of person we are to the extent that we let others identify with us. When we tell our own story, we teach the values that our choices reveal, not as abstract principles, but as our lived experience. Well-told stories help turn moments of great crises into moments of new beginnings. It moves by offering an experience or moment through which we grasp the feeling or insight the poet communicates. It moves not by how long it is, nor how eloquent or complicated. ![]() The Power of StoryĪ story is like a poem. Participating in a social action not only often involves a rearticulation of one’s story of self, us, and now, but marks an entry into a world of uncertainty so daunting that access to sources of hope is essential. Young people have an almost biological destiny to be hopeful. ![]() There’s a real sweet spot between challenge and hope – leaders make pathways that keep both firmly in view. Hope is the belief in the probability of the possible rather than the necessity of the probable. How do you invest in developing leadership but not in creating dependency of that leadership upon you? Hope Mobilizing others to achieve purpose under conditions of uncertainty- what leaders do-challenges the hands, the head, and the heart. Movements must mobilize under risky conditions not only because well-resourced oppositions often resist their efforts, but also because the undertaking itself is fraught with uncertainty about how-and whether-it can happen in the first place. ![]() Unable to rely on established bureaucratic structures for coordination, evaluation, and action, such action depends on voluntary participation, shared commitments, and ongoing motivation. Organized collective action challenging the status quo-a social movement- requires leadership that goes far beyond a stereotypical charismatic public persona with whom it is often identified. Organizing is a practice of leadership whereby we define leadership as enabling others to achieve shared purpose under conditions of uncertainty. Leadership in organizing is rooted in three questions articulated by the first century Jerusalem sage, Rabbi Hillel: “If I am not for myself, who am I? When I am only for myself, what am I? And if not now, when? – Pirke Avot (Wisdom of the Fathers) Practicing leadership – enabling others to achieve purpose in the face of uncertainty – requires engaging the heart, the head, and the hands: motivation, strategy, and action. Where can we find the courage to act in spite of fear? Trying to eliminate that which we react to fearfully is a fool’s errand because it locates the source of our fear outside ourselves, rather than within our own hearts. He is currently a lecturer at Harvard University. Inspiring quotes from Marshall Ganz, an expert in leadership, organizing and narrative. ![]()
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