Alright, Deb. I'll step up to the plate, and start the conversation with you. You asked "Does leadership matter? How? What is it we want from our leaders?" My answer is: Yes, in a variety of ways, and level-headedness.

To expound on that... Yes, I believe that leadership matters. We're in a crisis in this country on many fronts, precisely because character-based leadership has been lacking, not just at the highest levels, but at many levels. From the '60s onward, where the "Me generation" became more important than the community, family, and country-based perspectives that existed earlier, things have been falling apart.

When individuals focus on the good of themselves more than the good of the community, children suffer. They become latch-key kids or spend more time being raised by adults outside the family, playing second-fiddle to professions and pursuits that tell them they are not as important, at a time when they are too young to understand the pressures and strains of adult life.

As those children grow, they live well the lessons they've been taught. Pursuing what they want, at any and all costs, is fine. I could go on, but you get the idea.

What I want from my leaders, whether in my community, business or country, is for there to be a balance in decision-making between my own needs and the needs of others; for thought to be given both to the present as well as the future. Our country has financial needs now, but we need to mitigate those needs based on the needs of the future. Making our grandchildren pay for the debt we incur today is not a wise course of action. As with any household, we need to live without our means as a community, as a business and as a country. Prioritize our spending, borrow prudently, and forego the rest.

That's what I need from my leader. I need to trust that when they make a decision, I've been factored into it along with everyone else. I need level-headed decisions that show a consideration for all sides of the issue before a decision is made, which means ultimately that a decision has been worked toward that accounts for the strongest objections put forward from both sides. This is what consensus-building is all about.

I also need a decision to be about one thing when topics are particularly controversial, not a slew of things where it's impossible for outsiders to pinpoint what was objected to without insider knowledge. When multiple things are lumped together, it's easy to misinterpret what a person is objecting to. And when topics are particularly controversial, taking smaller steps in consensus-building enables us to clearly articulate our reason for supporting or objecting to a matter. This ultimately makes it almost impossible for people to misinterpret our motives, and creates a more harmonious environment to make *real* progress in.

There will be times when a leader simply has to make a decision, and there will be those who are thrilled with it and those who object. But, if everyone has had the chance to be fairly heard, and an attempt has been made at coming to a consensus, then no one can really object if the leader has to be the final arbitrator. That's where level-headedness comes in again. Build a relationship with me. Show me that you understand my concerns and priorities, even if they're not your own. And do the same with others in the group. I may not like your choice, but I'll respect you for it.

(Sorry this is so long! It's something I'm passionate about...)