Helene

“A community’s values evolve as times and people change. Your community almost certainly values something more than outsiders do. It’s not important that on the first day you can recognize and name the ultimate values for your community. In fact, it may take some time to understand what things you value more than others. Moreover, as time passes and culture changes, it’s imperative that the community values also change. This is how you stay relevant in a dynamic world. For example, it was not long ago that many American communities (like churches) valued racial segregation. While this is still a value in some places, a lot has changed since the 1950s.”
― Charles H. Vogl, The Art of Community: Seven Principles for Belonging

“The number one job of a leader is to wake up every morning, point to the horizon, and let everybody on the team know where the organization is going. The number two job of a leader is to explain, in clear and simple terms, why the story of going to and arriving at that specific destination matters. The number three job of a leader is to analyze the skills and abilities of each team member and find them an important role to play in that story. All human beings long for a mission. We are all born self-identifying as heroes in a story and we know, even as children, that our existence on this planet matters. Not only this, but as communal beings, every person longs to join a team on a serious and important mission. This is why dynamic leaders are able to attract top talent. Every dynamic leader you know or have ever heard of had a mission burning inside them that other people wanted to join. Great leaders become great because their mission makes them great. There are no exceptions.”
― Donald Miller, Business Made Simple: 60 Days to Master Leadership, Sales, Marketing, Execution, Management, Personal Productivity and More

“Do your best and surrender the rest.”
― Marc Chernoff, 1000+ Little Things Happy Successful People Do Differently

“A group may share interests and values, but a community has connections so that members care for the welfare of one another. Second, you’re simply not recognizing the membership identity. Consider why someone would seek you out and what that person hopes to gain as a member. Consider what that person expects of members and leadership, both formal and informal.”
― Charles H. Vogl, The Art of Community: Seven Principles for Belonging