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  • At the end of the day, natural-gas peakers sit back there and get financed so that the Midwest corridor can have a huge [period] of four to five days of no wind. The peakers are running big time to make that up, because that is the swing piece that can always be turned on.

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At the end of the day, natural-gas peakers sit back there and get financed so that the Midwest corridor can have a huge [period] of four to five days of no wind. The peakers are running big time to make that up, because that is the swing piece that can always be turned on.

As long as we're caught up in always looking for certainty and happiness, rather than honoring the taste and smell and quality of exactly what is happening, as long as we're always running from discomfort, we're going to be caught in a cycle of unhappiness and discomfort, and we will feel weaker and weaker. This way of seeing helps us develop inner strength. And what's especially encouraging is the view that inner strength is available to us at just the moment when we think that we've hit the bottom, when things are at their worst.
No leader can possibly have all the answers . . . .The actual solutions about how best to meet the challenges of the moment have to be made by the people closest to the action. . . .The leader has to find the way to empower those frontline people, to challenge them, to provide them with the resources they need, and then to hold them accountable. As they struggle with . . . this challenge, the leader becomes their coach, teacher, and facilitator. Change how you define leadership, and you change how you run a company.

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