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If that’s where you are, my work is to hold the whole picture with you, not flinch at the stakes, and stay with you in the tangle until the noise settles, your shoulders drop, and the next true move becomes clear.
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When I turned 30, I was told that my son Benjamin was going to die. He was diagnosed with a rare disorder called Hurler Syndrome, and there were no options for treatment.
“He has five years. If you’re lucky, 10.” his doctors told me. He was two.
It was an outcome I could not possibly accept. For my son, I knew we had to create a new reality. So, that’s what I did, time and time again, leading to innovations that have transformed care for countless children around the world.
This is where our work begins.
What is your impossible problem designed to solve?
In this video, I speak about Benjamin, impossible problems, and the realities that changed the course of my work.
You do not have to spend our time convincing me that what you are seeing is real.
You can bring the pressure, the politics, the ambition, and the part of you that still knows what is possible.
You don’t have to make it smaller so people don’t think you’re too much for the room.
We sit in the mess until it becomes clear what is survival and what is your real work.
And from there, you move your time, power, and voice towards the problems you are actually here to solve.
What Changes
From trying to influence upward to shaping the structure itself.
"What we ended up working toward was so much bigger than the original objective. I convinced senior leadership to create a new Research division and appoint me as its leader."
— Amy Bowe
From years of delay to implementation on the ground in seven weeks.
"Within 7 weeks I did what I hadn't been able to do in several years: found and hired someone to help run the non-profit. We've already started to implement our first clean water and sanitation project on the ground in Nigeria."
— Osen Iyahen, Founder, Optimal Greening & Optimal Greening Foundation
From constant firefighting to strategic leadership at scale.
"We've gone from hundreds of millions to more than 5 billion worth of orders, and to lead that I've had to stop being the one in the energy-draining detail and step into lifting the organization towards the future — focusing on people, partnerships and the system, instead of constant firefighting."
— Senior leader, European energy multinational
You've done so much on your own that now it's time for something else.
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