- To invent or own our work (rather than see it as owned and created by their employer).
- To be self-initiating, self-correcting, self-evaluating (rather than dependent on others to frame problems, initiate adjustments, or determine whether things are going acceptably).
- To be guided by our own work visions (rather than be without a vision or be captive of our employer’s agenda).
- To take responsibility for what happens to us at work externally and internally (rather than see our present circumstances or future possibilities caused by someone else).
- To be accomplished masters of our work, roles, jobs, or careers (rather than have an apprenticing or imitating relationship in what we do.)
- To conceive of our organization from “the outside in,” as a whole (rather than seeing the organization and its parts from our own perspective, from the “inside out”).[i]
[i] Kegan, Robert, In Over Our Heads: The Mental Demands of Modern Life, Harvard University Press, 1994, pp. 152-153.