See What’s Clear
Ready — Although she had no formal training in city planning, Jane Jacobs (1916–2006) became an influential urban planning thinker. She challenged the conventional wisdom of her day through careful observation. Her landmark book, The Death and Life of Great American Cities, transformed how planners, architects, and civic leaders thought about neighborhoods.
Set — While others focused on impressive buildings or large-scale development projects, she stressed the importance of relational communities. Jacobs argued that thriving communities are built from strong relationships, walkable streets, local businesses, and active neighborhoods.
Her work came out of key principles like . . .
Observe Before You Act. Jacobs spent countless hours watching how neighborhoods functioned before proposing solutions. Effective leaders first understand reality before trying to change it.
People Matter. Jacobs believed healthy cities grow from the everyday interactions of ordinary people. Effective leaders build meaningful relationships, not simply well-designed programs.
Small Changes Produce Big Results. Rather than relying on sweeping reforms, Jacobs understood that consistent, incremental improvements create lasting transformation. Effective leaders build results one family, one worker, and one department at a time.
Listen to the Front Lines. Jacobs valued the insights of residents who lived in the neighborhood. Effective leaders listen to employees, volunteers, guests, and others who experience life firsthand.
Protect What Gives Life. Jacobs fought to preserve the unique characteristics that made neighborhoods vibrant. Effective leaders identify and protect the values, culture, and relationships that give life to their organization.
Grow! — Organizations are not always strengthened through bigger buildings or more programs, but by cultivating healthy relationships, empowering people, and creating environments where life can flourish. Creating such an organization begins with careful observation, genuine listening, and thoughtful action.
Two Question
How do people experience your organization?
Are you spending more time building programs or building relationships?