My leadership philosophy is shaped by nine, distinct principals, mentors, peers, coaches and years as a public servant in nonprofit leadership.  I consider myself fortunate to have experienced caring, empathetic servant leaders that distilled beliefs such as kindness, trust, and teamwork.  Let me compare two distinct principals' attitudes toward overtime and home-life. One principal fervently supported our pursuit of excellence by joining us in late evening work and overtime hours on weekends. In contrast, the other equally passionate leader, grounded in family and balance, consistently kicked us out at five p.m. whether the work was done or not, and insisted we go home to our families and renewal.  Now, a rare day passes when I don’t check my watch and consider whether I should go home to family and personal endeavors or barrel ahead with my most recent passion project. Further examples are “crucible experiences” with a superior who challenged my values, and anchored my courage to not perpetuate stunting, rudderless acts on those we lead (Thomas, 2008, p.9). Industry and balance, family and the pursuit of excellence, and courage and kindness positively influence how I lead in the present.