This book examines change, leadership, and resilience, including levels of change, what constitutes effective leadership, and characteristics of organizational resilience. It describes ways to build organizational resilience and describes 12 harsh realities that people and organizations bring to reform, such as the reality that most people act first in their own self-interest, not in the interest of the organization; that most people engage in organizational change because of their own pain, not because of the merits of the change; and that most organizations engage in long-term change with short-term leadership. Each of these realities is illustrated by an example, and the leadership implications of the reality are detailed. The text discusses ways to heighten individual resilience in others, to determine where people are in relation to change, to help people move from where they are to where they need to be, and to provide caring, clarity, choice, and hope. The volume also details ways to maintain personal resilience, the special anatomy of leadership pain, and increasing leaders' resilience. (RJM)