Bill Rauch from Oregon Shakespeare Festival shared this view of the Bright Spots research in a speech to his staff:
“[The Bright Spots research] found that organizations that are succeeding in these difficult times have five things in common: an unwavering commitment to the why of their organization even if the how shifts; an overarching concern for their community and how they are part of it; realism about money, even being fiscally conservative; leaders who understand the concept of servant-as-leader (and leader-as-servant), including a commitment to transparent communication; and flexibility, flexibility, flexibility. How is that for a blueprint of best practices as we move into 2012, not only as a successful but as an ethically grounded organization?”’
We didn’t set out to make an ethical case, but the results beg the question: what does it mean to be considered a cultural leader in these times? What are the ethical expectations that we have of them, and they have of themselves?