Regardless of the size, type, mission and structure of their organization, leaders are challenged to discern why, how, what and when to change their organization. The challenge is so significant that the field of "change management" is a robust industry in and of itself. Perhaps "managing" change is a fundamentally flawed goal because management is focused on metrics and, by extension, more likely to be focused on outcomes that are easy to measure. This is a flawed approach because change is not created by effective management; change can only be enabled by effective management. Instead, change is created by effective leadership and is about all the things that are hard to measure: Effective leadership is about feelings because feelings drive culture. High performing industry-leading organizations that I have been privileged to be a part of such as Mayo Clinic and MIT, place significant emphasis on a culture that is built around feelings because it is these feelings that lead to community and collaboration. So, what choices do we need to make to make others feel collaborative and to put the team's success before their own success? What feelings create a culture of a high-performing team?