influence with others. Bass andRiggio (2006) supported this notion emphasizing that transformational changeoccurs when people choose to change themselves, often by choosing behaviour thatis self-sacrificing in nature. I decided to learn to be a person I wouldadmire, and develop my personal flexibility and positive attitude.Unfortunately, when I thinkabout people and the kind of attitude we have towards our own attitudes, I seefar too many people having a half-hearted attitude. I think we all know that we should have apositive attitude, but we do not fully own the responsibility for that.I remember my first classin the Army when I was eighteen, the commandant asked us to write down the wordA-T-T-I-T-U-D-E and note underneath each letter the numerical place in thealphabet that each letter represents. That class made me understand that, asthe result, we are hundred percent responsible for the choice of our attitude,positive or negative.Aleader must possess a positive attitude because it is infectious. This is why Iprefer to have the unofficial title of CMIHL [Chief Make It Happen Leader]over my official title in my organization. My official title does not reallydefine much about the way I will choose to do what I am supposed to do in theorganization. Infact, every person on a team has an official job title that defines what theyare supposed to do in their job; however, a team value for possessing apositive attitude with a corresponding heart conviction will actually helpinspire each person on a team to be someone who will serve others with apositive attitude (Anderson2001).Thedecision to change myself liberated me from self-concept that delivered valuefrom titles and power roles (Gardner2006). Besidesit drove me to explore leadership outside the mainstream hierarchical powerstructure that could mandate actions through positional authority. Being partof the board of directors of my familys company, it really opened my mind andmade me feel free to exercise my leadership in a variety of ways. Additionally,it made me to see the business as an intermixed system of relationships, aliving organism in a complex living system. Burnes (2009) defends thatorganizations are no longer perceived as a static system, filled with cogs.They are now regarded as self-organising systems in a complex organizationallife support system (Bar-Yam 1997), where it has been incorporated the humansocial dimension of organizational life (Burnes 2009). Formany times I found myself imagining the ebb and flow of people as they move abouttheir work, all the process of activities that enable this living organism tothrive in such complex environment. Senior and Swailes (2010) suggest that organizationsare complex dynamic systems where activities do not happen in a linear mannerdemanding peoples ability to self-organize. Irealized that we could be more attentive to the signs of turmoil that veryoften resulted in a disruption of activities, when minor problems exacerbatedothers that could become major problems. I saw myself discerning critic of ourcompany processes and operations, attempting to identify the systemic painpoint proactively, therefore finding solutions to the pain points before theybecome chaos.IndeedI perceived that people do not worry about situations that have not reached yetthe pain point, and how a proactive approach could reduce the impact toeffectiveness and efficiency