William Bergquist and Gary Quehl This essay is devoted to insights offered by our Sage leaders about Generativity Two, as represented in the processes of mentoring both individuals and organizations. We begin with our leaders’ reflections on their role as mentors. We then expand this perspective by talking about four related roles played by generative leaders: mediator, monitor, motivator, and …

n this essay we explore two other ways in which generativity one continues to play an important role: (1) as leader of an organization and (2) as grandparent.

The first role of generativity not only doesn't go away; it provides many of us with an opportunity to "do it better" as we grow older.

Typically, there are two major questions that face any person or couple when they have begun to raise children or begin a mutual project.

Having outlined the roles to be engaged in this play about generativity, it is time to further set the stage by introducing the men and women to whom we turn for insights and narratives about generativity and deep caring.

William Bergquist and Gary Quehl We are ready to “set the stage” for our in-depth analysis of each deep caring role. We begin this analysis by turning to the word “stage” itself–a word that has several different meanings when the nature of deep caring is being addressed. We use this concept in two different, though related, ways. The first is …

When we are stagnant rather than generative we continue to do the same old thing. We settle for mediocrity, allowing our dreams and personal aspirations to wither away. We come to resent and even block the ideas and achievements of younger people.

There are many choices available to each of us during a lifetime. These choices can lead us to a self-renewing life or to stagnation and decline.

  Gary Quehl and William Bergquist [For the complete report on this project see The Sages Among Us: Harnessing the Power of Civic Engagement, available as a link through the LPC Bookstore.] In the four essays provided in this eighth issue of Sage we continue the exploration (that we began in Issue Three, Four, Five, Six and Seven) of the …

What about the senior sage leaders? With more years and a greater diversity of experience, do they see even greater change in their leadership patterns and styles than the emerging sage leaders?