Epiphanies (or, perhaps, by another name, “ah-ha’s”) can feel really good to have – the thrill of something new. They are more meaningful, however, through their expression in the inner and outer work that follows, which may feel less compelling, but is unavoidable.

Sometimes regardless of our intent to create the conditions for ourselves to be the best version of ourselves and for others to be the best versions of themselves, doing so sanely or sustainably may be more than what’s possible at that moment. It’s ok. What we do to notice it’s happening and to get through to a moment where we can regroup and recharge IS our practice of leadership.

We can’t guarantee that if we do x, y will happen. What we can do is reflect on the practices that in the past have led to x and re-create those conditions, as possible.

We can also imagine what practices could lead to y and, as possible from where you are right now, create those conditions as we are able. Something will happen. Reflect on what’s happened. Learn from what’s happened. 

Repeat.

While practicing leadership, a feeling of loneliness might be a piece of information for us, an invitation to take a step back and evaluate how we are creating the conditions for others to contribute, to participate, and to practice their leadership, thus bringing the best version of themselves and creating with us.

As people who practice leadership in order to create the conditions for ourselves and others to be the best versions of ourselves, we work on showing vulnerability. That work might be deepening our awareness of our habits to make distinctions between crutches, which when used habitually stop our growing, versus the necessary humility of asking for and accepting help that is part of us being healthy and effective leadership practitioners.
 
 This can be slow subtle inner work. Patience is required to see the impact.

We throw the word “invitation” around a lot. But how do we know that what we’re making is actually an invitation? If people can say “no” to it, then it’s an invitation. So if we really just want a guaranteed “yes,” for whatever reason, then another tool might be more helpful than an invitation. However, consider this: When we truly invite, we create the conditions for others to think beyond their immediate options. Even if their answer is ultimately “no,” as Leadership Practitioners, we’ve nevertheless created the conditions for people to be the best version of themselves and do their best work. The rest is up to them.