The younger cab driver looked at the same exact world, and yet he was excited about the opportunities. He was thinking creatively about how he might improve his condition. The other was trying to maintain the old position. These two cab drivers are like two executives one accommodating the new realities, and one opposing all change. Cultures tend to flow from the reactive or proactive tendencies of the leadership.
Organizations tend to be shadows of their founders and current leaders.
The childlike leader with a proactive nature might see adversity as an opportunity for adventure, play, fun, and freedom, whereas an old leader might see it as potential risk, disaster, or death. In a snow storm, the child sees a time to play, but the father the person in the ultimate seat of responsibility is often weighed down by the realities of having to shovel the walks and put chains on the tires. That's why it often takes a complementary team to lead and manage. It's that ability to speak enthusiastically about seizing the future the excitement and glory of change, of celebrating change and loving it. Genuine excitement over change can only come when you have a deep sense of who you are, what you want to accomplish, what your agenda is, and how you feel about things.