This article discusses why good leadership is not enough, but excellent policies keep healthy leadership on track. 4-Minute read.
Cynicism is the only form in which base souls approach honesty. – Nietzsche
My spouse and I recently had a conversation trying to identify when we “became cynical”. We remembered our twenties, when we had endless energy and truly believed we could make lasting changes. In hindsight, we weren’t always right—but sometimes we were. Back then, we were willing to try, protest, scheme, and jump into things that today we might hesitate to begin. (History shows this is universal: young people’s energy and belief, even when overwhelming, is what pushes the rest of us forward.)
In a recent training I was asked to think of the best leaders or mentors I’ve worked with. I realized I could recall many poor leaders and a few others with admirable qualities—but even the best had clear shortcomings. In a rather generous moment, I told my spouse that I am sure that others feel the same way about my leadership—he, less generously, had a good laugh. Presumably, he agrees.
In the Room Where it Happens – Hamilton (Lin-Manuel Miranda)
Growing up, I was a theater kid (*jazz-hands*). Anyone who’s been backstage knows how wildly different it is from what the audience sees. Up close, the makeup is harsh, and tights, wigs, costumes, flowers, and hairspray pile up everywhere. Sets are often held together with duct tape, zip ties and sparkle glue. But if the audience never sees the chaos, the show goes on and everyone claps.
There comes a point in your life and career when you finally “see behind the curtain.” You’re no longer just an observer—you become part of the production, seeing how things really work. You quickly realize that the solutions you once imagined won’t magically fix everything. The real‑time complexity and mess are often held together with little more than sparkle glue and zip ties.
So, is that it? Do we have a few years of hopeful enthusiasm until we realize that people are emotional and fallible even when they’re in charge?
Policy sits above conscience. – William Shakespeare
I became the Executive Director of a school-based non-profit in May of 2020. (Learn more about my experience at Affinity Mentoring through this Case Study.) I can truly say that it was my first and most abundant opportunity to lead at scale, and I did it with enthusiasm and passion. Despite significant challenges, we increased revenue, improved salaries, expanded our staff and board, strengthened partnerships, improved outcomes, and advanced equity. When I left two years later, I was deeply proud of what we accomplished together and of how much I had grown as a leader.
And yet. I had bad days. I worked better with some staff than others. I made mistakes. Some ideas flopped. I made reactive choices when I should have paused. I was far from perfect. Therefore, in anticipation of my own failures, I was diligent about creating policies and practices that could uphold my best values when I failed. I was consistent in writing them down and making them financially and legally enforceable, ensuring others could call upon them and keep me in check when needed.
The best way to predict your future is to create it. – Peter Drucker
Leaders: keep learning, seek feedback, take criticism with perspective, and invest in your own growth. Leaders: anticipate your humanity—you will fail, so plan for it. Set clear goals to realign with when you drift. Create written, well‑funded policies that protect staff wellbeing when you have competing priorities. Document your practices so new people understand them. And as your reach expands, set regular check‑ins to ensure you are growing sustainability.
Simon Sinek famously said, “culture eats strategy for breakfast”. Guess what, Simon. I want both! Our tagline at Consulting for Resilience is “Change is inevitable. Resilience is intentional.” Things that will change include: the economy, funding, public opinion, politics, generational trends, AI, your health, your relationships, your energy levels, how much sleep you get every night, what medications you take, your family’s health, and everything else in between. Change is inevitable, in your environment, and in yourself. Resilience requires intentionality, for both your strategy and your culture.
Being in the room where it happens—or seeing behind the curtain—is a real privilege. Don’t take it for granted by assuming you’ll hit every cue or never miss a line. Instead, plan ahead. Build tools and policies that guide you and everyone else when change inevitably comes.
Email cassandra@consultingforresilience.com to learn more; let’s plan resiliently together.
– Cassandra Kiger, CEO of Consulting for Resilience
