Month: October 2020
The 3 Most Common Mistakes of Catalytic Leaders
After spending time focusing on the challenges shared by all Catalysts. In this post we are going to deep dive into the challenges of Catalysts who are trying to LEAD others through the 3 most common mistakes of Catalytic leaders.
When I met Anika she was in a state of paralysis because she had so many things happening at once. She was in negotiation to become a partner in her medical practice. She had previously run her own practice, but was eager to become part of an existing practice at this stage. She was trying to write a book summarizing research she had been conducting with her patients. She was looking at creating an app to better support her patients and others. And she was thinking about models of medicine and medical practices that she may be able to franchise. She was catalyzing change and everywhere she looked was opportunity.
In the course of our work she decided to take time to focus on the partnership in her practice first, or at least with most dedicated time. There were two existing partners and she was ready to jump in – she had a clear vision of how the practice could improve, could grow, better serve patients and become a model for medical practices around the country.
Yet she kept finding herself frustrated because her partners seemed to respond in baffling ways such as taking long periods of time to respond, looking at her blankly when she was sharing ideas, or even becoming defensive. Anika had worked with these colleagues for some time and had built trust, so she didn’t understand why it felt like they didn’t trust her in these discussions.
Looking back now Anika can see the places she made mistakes that many Catalytic Leaders make.
Models of Leadership
Let’s align around a typical model of leadership. To get things done well a leader can set a vision, orchestrate those that will be contributing or impacted and then implement. We can see the linearity and tactical nature of the model whereby one first creates a vision, then orchestrates the steps and others and then everyone implements each step.
A Typical Leadership Model
For Catalysts this model looks slightly different. Catalysts talk about two additional elements in their process: Storming and Iterating. And rather than tactical implementing, Catalysts talk more of manifesting change.
A Catalytic Model of Leadership
Storming is the period during which an idea is still forming and has not yet crystallized into a Vision. The name explains both the impairment of a lack of clarity – it is hard to see through a storm – and the tumultuous feelings that may accompany this period. This can be a time that feels like mania – both to the catalyst and those closest to them. It can be a wonderful feeling. And can be intensely uncomfortable. There is ambiguity during this period. Some catalysts are comfortable with ambiguity, but many are not. They simply come to understand it is part of the process.
Clarity may emerge over the course of one meeting – collecting data, collecting data, then ZING move to VISION. Or it may take more time. The more complex the problem, likely the more time and inputs it needs to solidify into a Vision.
A second unique element in the Catalytic Leadership model is the magical feeling of manifestation, as opposed to the tactical steps of implementation.
A final difference is that Catalytic Leaders iterate – pretty much from the beginning and every minute thereafter. This is hardly surprising given this is a telltale sign of a Catalyst – to take in new information and make changes based on it. To a Catalyst no endeavor is static… it must bend to the most recent information.
The Mistakes
Now that we have a model to work from, let’s discuss the most common mistakes.
#1 – Sharing Too Soon
The first common mistake that Catalytic Leaders make takes place during the STORM phase. Many Catalysts are external processors so a key way to get through the storm is to talk to people about what they are seeing. Plus they are OOZING with passion and excitement so they are excited to tell people. However, remember from challenges, Catalysts can be feared because they represent change and challenge to the status quo. Therefore talking to people about what you are brewing without a clear idea of the impact it may have on others, their workload, even their jobs, SCARES THEM!! Sharing too soon can result in fear, uncertainty and lack of trust.
Sharing too soon will send people running.
#2 – Jumping from Vision to Manifest…Leaving People Behind
By far the most common mistake Catalytic Leaders make is not taking the time to orchestrate those who will be responsible to drive things forward or will be impacted in some way. Catalysts jump from Vision to Manifestation – because Catalysts often just ‘know’ and move to action without really thinking about it. They often don’t think to create a vision or orchestrate people because they assume those around them saw everything they did. A common refrain of Catalysts: “We were all in the same meeting, I assumed we all heard the same thing, and therefore came to the same conclusion.” The next steps are usually so obvious, it often doesn’t occur to them to explain the steps, let alone a vision, to others.
Even if they do take the time to create and share a vision, being an orchestra conductor doesn’t happen in one share. Orchestrating a movement takes TIME. And impatient, quick moving Catalysts aren’t always great at taking that time. And orchestrating a movement requires REPEATING oneself. However, Catalysts aren’t great at repeating the same thing because they are on to the next thing.
Even when we get comfortable repeating a Vision over and over, the pace of orchestration can be frustrating and exhausting for Catalysts because catalysts naturally work at a superwoman pace. And they are replenished by MANIFESTING. Not by ORCHESTRATING.
Catalysts replenish by manifesting, not orchestrating – so they jump to action.
#3 – Catalytic Leaders Iterating too Quickly and Often
A final common mistake Catalytic Leaders run into is the speed at which they iterate. One of the defining attributes of Catalysts is they have a learning mindset and information is quickly turned into iterative steps for action. Plus a catalyst takes in information real-time (versus taking a long time to process information). Therefore once implementing or manifesting begins they optimize the path on the fly. Sometimes this is an optimization of the implementation process. Sometimes this is an iteration of the Vision itself. For those trying to be a part of a project like this it can feel like quick sand. They may have just met with the leader himself, but hears from a colleague that things are different. This can cause confusion, ambiguity or distrust. Even people very comfortable with change and ambiguity can struggle here, especially if the leader isn’t skilled at orchestrating.
Iteration that is too fast will feel like quick sand.
How Catalytic Leaders Grow
But not all hope is lost. There are examples of Catalytic Leaders who lead and disrupt beautifully! So let’s talk about what great Catalytic Leaders have learned over time and how they do things differently.
First, during STORMING, successful catalytic leaders lean into co-creation which has two key components:
- They have a trusted group of people with whom they can share what they are learning, bounce ideas and co-create a vision.
- As these leaders gain comfort in their skin they are very open about themselves as change agents and disruptors. And they move into roles that call for that. They are hired specifically for that talent. So they can share their process with people. And if they help teams or organizations move through change in ways that align, this becomes part of their brand.
Secondly, learning to slow down and bring people along on the journey is critical. This starts by explaining and modeling their vision, ideally with something tangible that people can interact with and look at later, for example a model or a picture.
Also, successful catalytic leaders learn to repeat the same information over and over. Communication frequency research in advertising has found you need to repeat something to people between 3-21 times to have it get through – the newer the concept, the more times needed. Because Catalysts are usually bringing something very NEW – perhaps an entirely new paradigm – the most successful Catalysts become skilled at sharing the same visuals and presentations over and over and over and over and over and over again… despite their desire to stick a pencil in their eye. They know the importance of this for the long game. This also keeps the Catalytic Leader accountable to not shifting that Vision too drastically.
Ultimately it will help to consider yourself not just a manifestor, but an orchestra conductor. And the orchestra is the way you manifest your bigger movements.
Finally, becoming much more deliberate once the orchestra is playing is important. Successful catalytic leaders learn to slow down optimization and allow the team to gain the skills to evaluate and tweak, only stepping-in to dictate when necessary. Exceptional catalytic leaders know they can’t change the world without bringing the team along … even if that means things won’t happen exactly as they’d like or at the pace they’d like.
Back to Anika
Fast forward to Anika today. She has come to understand her catalytic tendencies and the impact they can have on her partners. Not only has she learned to seed only a few ideas at a time (versus coming with a full page of new ideas each meeting), but she has come to learn that her own ideas actually get better when she slows down and takes the time to co-create with them. Now they have a shared vision and have regularly scheduled meetings to discuss orchestration and implementation toward that future – collaboratively.
The Challenges of Catalysts
Self-doubt and questioning myself. If everyone here thinks things are OK, maybe it is me? I feel like I don’t fit in. Others may see me as ‘one thing is not like the other’. When I ask questions people look at me like I’m crazy. I see a bigger story. I am connecting pieces. I quickly create goals and want forward movement. But then I question myself when I look around me. And I question if I want to be a Catalyst. Or sometimes when I have a new idea and goal I think ‘Maybe this time it isn’t going to work?!’” – A Catalyst describing challenges they face
Being catalytic can feel amazing – you have a drive that gets you out of bed, see opportunity everywhere and manifest meaningful change. And yet…
There is PAIN that comes with being catalytic.
The slow pace of change. The frustration of explaining things over and over. Not sure which idea to act on right now. Feeling rejection or self-doubt. All of these are common challenges. In fact being a Catalyst comes with a long list of challenges. Research surfaced dozens of common challenges that group into 7 categories.
(Note: There are specific challenges for Catalysts that work within large organizations that are not represented here.)
1. Picking What to Do (aka Opportunity Paralysis)
Catalysts struggle to choose where to focus as they generally have multiple ideas simultaneously. The sheer volume of ideas can cause paralysis. This challenge manifests at a broad scope where sometimes Catalysts struggle to pick one idea to invest largely in. And in a smaller scope they can find it difficult to prioritize the tasks to tackle in the moment.
Key quote:
“It is a challenge to prioritize ideas and put it all into your lifetime. ‘What is #1?’ I don’t have unlimited resources. Time and resources are limited. [To stay on track] once I start a project I need a lot of organization and guidance.”
2. Challenges of Coming to Clarity
Once an idea has been picked (or has picked the Catalyst) the early stage of coming to clarity on the vision and exactly what should be done can be both frustrating and stimulating. This time is full of problem solving, initial steps and quick iteration that can push Catalysts to a frenzied manic state.
Key quote:
“The process of getting clear on my vision and goal can be a challenge. It is like the storming phase of team development. I have a general idea and I am puzzling. I’m all over the place. I have disconnected thoughts and inputs that are swimming. I am trying to put it all together. It is uncomfortable and fun and depleting and energizing. When I finally see my ideas that others were skeptical of manifested and proliferating it is almost outside of me, it is like Aaaaah!”
The sheer volume of ideas can cause paralysis.
3. Difficulty Bringing Others Along
Catalysts feel it takes a long time to manifest change with and through others, especially if the folks around them are not Catalysts. Commonly cited is the challenge of how slooooowly people around them move. Similarly, most Catalysts struggle with getting their ideas across. This is especially true if an idea is still formulating or if it is radically different than anything else people can relate it to. This makes it tough to get people on-board with a new idea – if it is difficult to get ideas across, getting people to move into action around the idea can be even more difficult. Or if they are willing to move because they trust you, they don’t understand what steps they should take because they don’t quite grasp the end goal – so it requires the Catalyst to slowly break things into tactical pieces, which can feel like torture. And when you are quite certain that you are “right” and you know where to go but others seem resistant, impatience and frustration can leak out.
Key quote:
“Sometimes it is so hard to get other people to see what you are seeing so clearly and easily. How do I get them to understand if they do these things this will be successful when it is so obvious to me? Then having patience for it. Do I really need to educate them? I assume they’ll get there and then they aren’t getting there. I get tired of waiting and I eventually tell them ‘do these three things’. You can’t always have people around you that are going to be really quick and get it all the time.”
4. Burning Out
Catalysts are often not great at building in activities or times of quiet that can recharge and sustain. This is especially true during the clarity phase described above. Related, Catalysts are often better at focusing outside of themselves rather than taking notice of their internal state. Therefore they can work themselves too hard without having noticed until they are close to collapse emotionally and or physically.
Key quote:
“I can be so externally focused that I lose sight of what I need. I will all of a sudden realize my bucket is empty and I need to refuel.”
When you know where to go but others seem resistant, impatience and frustration can leak out.
5. Impact on Relationships or Other Interests
The periods of mania can take a serious toll on relationships and outside interests. Catalysts talk of straining their intimate relationships as well as not taking the time to maintain friendships. Similarly Catalysts can become so consumed in their manifestations that they don’t take time for other things like hobbies. When a project ends (or worse, fails) this can be discombobulating because a Catalyst who has not created a schedule of engagements may be lost as to how to spend time.
Key quotes:
“It is an all-consuming drive. People use the word passion to describe it, but I wouldn’t necessarily use that word. There is an emotional draw to whatever you are working on. That is where everything I have done has either been something that drives me mad and I need to be solving it or it is such fun and a beautiful thing to explore. It is consuming, not passion. It feels great to harness that. It can also feel really frustrating because other parts of your life don’t get time and energy.”
6. Perception and the Fall Out from Perception
Additionally Catalysts are challenged by how they can be perceived and the emotional repercussions of these perceptions. Common negative perceptions include:
- Being perceived as arrogant because they are “over confident” or they believe they are “right”.
- Being feared because they often propose change that could disrupt the status quo or even disrupt someone’s project or role.
- Being disliked because they are viewed as nay-sayers or constantly critical of how things are done.
- Being misunderstood as having malicious intentions to undermine others versus the purpose led drive to optimize and change the world for the better.
- Not having contributions perceived as valuable.
In response Catalysts report a profound sense of loneliness and isolation, some talking of loneliness from childhood. A second response is self-doubt. After hearing an idea is crazy or your way of being is wrong and disruptive over and over, some Catalysts begin to doubt a chosen path. Challenges to your way of thinking seem to pile up.
Key quote:
“Change is hard. For a lot of change to come from one place, one person – all uncertainty comes from THAT! My ideas make peers feel wrong. How do we deal with people we work with that may fear or distrust what is new and different? I threaten the status quo.”
Being a Catalyst can take a serious toll on relationships and outside interests.
7. The Challenge of Staying Interested
A final area of challenge is staying interested in a project once it has been manifested and has solid momentum. For many Catalysts their attention begins to be caught by other opportunities and ideas. Similarly executing on details or overseeing the execution of details can be a struggle akin to sticking a pencil in the eye.
Key quote:
“I struggle to stay on course. It is easy to get distracted with another idea. I need to funnel action into a course of action and stay the course. Ideally a cohesive and integrated approach.”
While there is much that is desirable about being a Catalyst, catalyticness can come at a cost that impacts relationships, as well as emotional and physical health. Throughout the research stories of how Catalysts overcome these challenges also emerged which will be shared in future posts.
Background on Catalyst Research
In November 2015, I looked at the similarities between my favorite clients. Stark similarities emerged. I didn’t have a word to describe them. Then in my very next coaching session with one of those clients he said “I realized I’m a Catalyst”. It was like lightning struck. Yes! That is what ties my favorite clients together. I had observational data from working with my clients, but I wanted to be more direct in my quest so I could better serve my ideal clients. I leaned into my background as an anthropologist and began to systematically interview people that self-identify as Catalysts. These posts are outputs from my research.
I’d love to hear your thoughts on and experience with Catalysts. If you self-identify as a Catalyst or change agent let me know what resonates!
Are you a Catalyst?
Are you a Catalyst? Let’s discuss Six Telltale Signs.
“As a catalyst I come into a situation, seeing what is there, bringing some of my own thoughts in, but holding back and seeing lots of different elements and allowing my mind to be big enough to swirl in it to come to some ideas and directions. Being a catalyst is helping to then make something different or to change direction. Then bringing people along on that idea and getting them to move forward on that idea.” – catalyst
We’ve all experienced Catalysts – there is an energy that seems to swirl around them, they constantly have new ideas and can inspire us to think the impossible is possible. Catalysts can be like a thorn in our side, always pushing to make things even better. And they can scare the shit out of us because, once again, they are suggesting that we change things – things we thought were fine.
And yet we recognize that much of what is great around us exists because a Catalyst dared to dream it, dared us to dream it with them, and, even more, dared to take the risks to make it come to life. People like Richard Branson, Steve Jobs, Oprah Winfrey – they dared to dream and changed the world.
In late 2015 I began doing research with people that self-identify as Catalysts (or activators, or game changers, or change agents, or paradigm breakers…). In this post I am sharing the attributes that are common to a Catalyst. The signs that you are dealing with a Catalyst, or that you yourself are a Catalyst.
There are six attributes that, when combined, are the telltale signs of a Catalyst.
1. Processing and Piecing Together Lots of Information, Systemically and Contextually, at Lightning Speed.
First and foremost Catalysts describe a process – more of a way of being – of quickly taking in new information then considering, organizing and synthesizing. In interviews this was described as “seeing things out there and putting them together, connecting and orchestrating.” And it happens faster than for others: “I can be 20 steps ahead and it can be hard for others to catch up.”
Many talked about this intuitive process as putting pieces together like building a puzzle. But not consciously. Just something that happens naturally for them. So they often assume those around them were coming to the same conclusions and were confused when others didn’t see the same things.
“It is something more than just being an observer. Catalysts are active or strategic observers. Or it has an architect concept – putting all the pieces together. Not just a vision, but more like clairvoyance, illuminacity, a type of x-ray vision. You are thinking ‘How can you not see this? It is so obvious.’”
And Catalysts view the information within the context of the group, company or culture within which it is situated. “You have to understand a system to act within the system.”
Additionally, Catalysts tend to have high emotional intelligence – the capability of individuals to recognize their own, and other people’s emotions. This appears to be another type of information that flows in to them. Another part of a system that they are taking information in about. As one Catalyst explained, “Catalysts need to have a high level of emotional intelligence to gauge people’s needs and how to interact in that system.”
2. Multitudes of Ideas and Constantly Seeing Possibilities
Another telltale sign of a Catalyst is that they have a zillion ideas and see possibilities on how to solve problems and make things better. There are many people that consume lots of information, but many don’t come up with ideas and possibilities inspired by the information they consume. Catalysts can’t stop themselves.
“Catalysts see their surroundings and the people around them and see possibilities – the possibilities to change things.”
“A catalyst sees opportunity and possibility and stepping into THAT rather than circling around or going backwards. It is forward momentum.”
And the ideas never stop. It is a way of being in the world. Of interacting with the world. “I am always working through to the next thing.” “There is always more to do.” “The ideas never end.”
3. Intuitive and Perceived as Comfortable with Risk & Ambiguity
There is a knowing that emerges for Catalysts as they build puzzles from the swirl of information around them. All those interviewed talked of not having to figure everything out to be ready to move forward. They just need to know enough to trust the leap is the right one. And to them the leap doesn’t feel risky. This leads to Catalysts being seen as risk-takers. However, Catalysts themselves may not describe themselves as being comfortable with risk. Likely they will speak of being highly intuitive.
When they’ve processed information and are ready for action, taking what looks like a bold step to an outsider doesn’t feel that risky to the Catalyst herself.
“When I am powerfully leading from the front I trust intuition versus trying to get it perfect and have all the answers and know what I’m doing.”
“I’m comfortable operating in the fog – with 40% to 70% of the information. With a strong intuition (gut feeling).”
Others can also assume Catalysts are comfortable with ambiguity. Catalysts know that to get to transformation they have to move through territories that are unknown. And while some Catalysts embrace ambiguity, it can also drive Catalysts insane. So it may not be that they like or welcome ambiguity. However, they may have gotten comfortable with ambiguity or with knowing ambiguity is inevitable. It can still be very trying for them. It is just part of what MUST be to fulfill their innate drive. They know the feeling of the end state they are moving toward – they have seen it, felt it. So they will more comfortably lean into what is necessary to get there.
“Other people can be uncomfortable working with me, if they are doing work without knowing where they are going. I don’t know where I am going either and for me that is the beauty of it.”
“There is a danger with catalysts not clearly sharing the full vision. The catalyst might know, or might have enough of a sense, but they might not be good at sharing it so others might feel it is chaotic or murky. So people that are not good with ambiguity can be annoyed with catalysts.”
4. Drive for Action That TRANSFORMS
The process doesn’t stop at processing and seeing possibilities – Catalysts MUST take action. It is painful to not take action. And at the center of their drive is changing the world for the better. This drive comes across like a lifetime purpose to make the world around them better.
“I make things happen! If I go into a job or project I want to lead it and make things happen. I want to make it a success. I see the moving parts to make it happen. I see the goal and the way to make it get there.”
“Can you transform situations? Are you having a transformative role in how your daughter sees the world, how your department approaches research, how you do analysis? As a catalyst it is kind of in your DNA – you have this drive to do it! To think about how something can grow, be exciting, innovative.”
5. Create Catalyst Visions
Once a Catalyst decides a particular idea is worth taking action on they develop a vision – often effortlessly. The Catalyst can see the vision perfectly. It is, in fact, obvious to them because of the data they have taken in and processed.
“As a catalyst there is vision and execution. You are catalyzing something for a reason. You have to have a vision for what you want to achieve. It implies an end result. That person has to be able to get somewhere. I am a results oriented person. I lay out a vision and I get there. That is implied.”
“There is a strong vision of what I want to do. Even though if I explain it to someone they don’t always see it… sometimes hard to convey because they are seeing in 2 dimensions and I see in 3. You can only understand the matrix after you’ve been in the matrix. There is no way to explain things sometimes to people.”
The vision may come together quickly, or a vision may take longer to crystallize depending on the complexity of the problem or system in which it will be implemented. This period was talked about with different descriptive nouns: the storming, the soup, the fog, the ambiguity stew.
And at their best, Catalysts can share their visions to bring others along on the journey. (However – spoiler alert – in an upcoming blog about biggest challenges faced by Catalysts I’ll talk about how some Catalysts struggle to communicate their visions.)
6. The Catalyst Learning and Experimentation Mindset
The final common attribute of Catalysts is how they engage with the world around them when they are taking action that allows for constant forward movement. Like scientists or designers they have a learning and experimentation mindset. This process is called many different things, such as the design thinking process, action learning or action research. And Catalysts are naturals. With each new action they take, they monitor the results, learn and then iterate to make their next step even better. This process allows for constant action and allows for a reframe of failure. If you see your actions as ‘right’ or ‘wrong’, then the right action leads to success and the wrong action leads to failure. If, as a Catalyst, you view your actions as experiments then even if something doesn’t end up as you expected it to, it is just information – valuable information that guides how your next step should be redirected. Unexpected outcomes or “failures” become a challenge, not an end point. This mindset creates tremendous resiliency and makes the Catalysts among us appear buoyant in the face of difficulty.
This way of being can be difficult for those around them because even when things come together well, a Catalyst doesn’t (or can’t) stop seeing possibility and optimizing for improved results. The pace of iteration, innovation and change can drive the people around them crazy.
“Game changing or catalyzing with integrity means being clear on the long term picture that you are willing to fail and experiment to bring to fruition… I don’t give up.”
“I’ve learned how important it is to have a learning mindset and never become complacent we know it all. So as a catalyst I like teach others to have learning mindset. Without that, success just looks different. “
Conclusion: Why Should We Care About Catalysts?
Why is it so important for us to celebrate and understand Catalysts? To be honest the reasons are still emerging for me. When I began this endeavor I was researching my ideal clients, and early in the process I saw something new in what was emerging: A way of being that solves problems and enlists others that is all around us – not just how Oprah and Richard Branson are in the world – but how people we meet every day make our world a better place with purpose and resilience. While there is much literature about innovation, there is little about the people who are pivotal in driving innovation forward. There is wonderful research on leadership within innovative companies, on grit, on growth mindsets – and all of that work intersects what I’m seeing – but research on the fire starters, the change agents, the catalysts is few and far between.
As I wade through my own ambiguity stew here are some things that I am seeing that lead me to believe that understanding and celebrating Catalysts and the catalytic process is important:
– The pace of change has accelerated in our world. Now, more than ever, we need people ready to lean comfortably into change. We need people that can see the changing world around them and quickly come up with ideas to improve and build. Helping Catalysts understand themselves so they can lean into their abilities feels important.
– Also, there are clear patterns on the best environments where they can maximize their impact.
– And it helps us all to help those around Catalysts learn how to more comfortably join in the process rather than feeling the resistance or fear that can happen when working with a Catalyst.
– Plus we can all benefit from becoming more comfortable with the pace of change and the processes that Catalysts leverage naturally. Learning from Catalysts so we can all be more resilient and we can all lean into the myriad challenges that emerge in our daily lives, in our organizations, in our communities and in our world. As our world moves more quickly and our economy moves to nonstandard employment we can all be served by building our ability to take in what is new, ideate and reframe failure as we try new things.
So without all the answers, but with a vision, I am jumping in to learn and share about Catalysts.
Background on Catalyst Research
In November 2015, I looked at the similarities between my favorite clients. Stark patterns emerged in the challenges they undertook in their professional and personal lives, their sense of passion and urgency to manifest their goals, their deep desire to be of service and the pace at which they processed information. I didn’t have a word to describe them. Then in the very next session with one of those clients he said “I realized I’m a catalyst”. It was like lightning struck. Yes! That is what ties my favorite clients together. I had observational data from working with my clients, but I wanted to be more direct in my quest so I could better serve my ideal clients. I leaned into my background as an anthropologist and began to systematically interview people that self-identify as Catalysts. These blog posts are my first way of sharing the knowledge I am accumulating. I have found that sharing what I’m learning with Catalysts – and those wanting to amplify their catalytic tendencies – helps people make sense of their own experiences and gives them power to manifest and change the world even more powerfully.
In the coming months, I will share more findings from the research, including:
– The primary challenges Catalysts face
– The biggest mistake Catalyst leaders make
– The conditions that allow a Catalyst to be most successful
We’d love to hear your thoughts on and experience with Catalysts. If you self-identify as a Catalyst or change agent let us know what resonates!