People live in two worlds. The first is the external world of competition, ego, ambition and power. Here they chase the brass ring of success through control and standardized procedures designed to stave off failure. In this context, leaders face politics, conflicting expectations and bottom-line metrics. But in quiet moments of solitude, these same leaders drift to the second world and think about why they became leaders in the first place. This second world is where compassion and wisdom are revered, where passion and spirit live, and where values and principles support one's conscience. Stewardship, not bureaucratic maneuvering, is the force of change. Relationships are primary, and people celebrate the mystery and wonder of life. Superintendents also operate in a pair of disparate realms--one that promotes competition and pushes ego and ambition, while the other prizes relationships, personal values and principled acts. In conflict, leadership is about conversation. Leaders have an obligation to engage people in a conversation about the meaning and purpose of their work and the challenges they face.