Individuals feeling helpless about global problems can leverage their employer's institutional power and resources. Even without being a CEO, an employee has access to a platform for organizing, campaigning, or innovating solutions that an average citizen lacks, turning helplessness into action.
A company's grand social initiatives, like becoming a "green bank," lack credibility if it ignores immediate, solvable problems in its own backyard. Tackling a local issue first, like a trash-filled alley, builds authentic reputation and empowers employees for larger challenges.
True business innovation lies in redefining a company's role beyond selling a product. Chinese appliance giant Haier now builds "ecosystems" around its goods—a food ecosystem for refrigerators or a clothing care system for washing machines—by partnering with other companies and empowering employees.
Leading large-scale change requires motivating people you don't directly control, such as community partners. This "advanced leadership" skill also applies internally; even paid employees act like volunteers when asked to innovate. Sustained engagement depends on shared purpose, not hierarchical authority.
When pursuing significant innovation, expect a period where obstacles mount and progress stalls, making the effort seem like a failure. Leader Rosabeth Moss Cantor calls this "Cantor's Law." A strong sense of purpose and commitment to allies are essential to persevere through this "long dry spell."