Approximately 150 million people in North America and Western Europe now work as independent contractors, most of them in knowledge-intensive industries and creative occupations. The authors studied 65 of them in depth and learned that although they feel a host of personal, social, and economic anxieties without the cover and support of a traditional employer, they also say they chose independence and wouldn't give up the benefits that come with it. Many of these workers have created a "holding environment" for themselves by establishing four connections: (1) place, in the form of idiosyncratic, dedicated workspaces that allow easy access to the tools of their owners' trade; (2) routines that streamline workflow and incorporate personal care; (3) purpose, to create a bridge between personal interests and motivations and a need in the world; and (4) people to whom they turn for reassurance and encouragement. These connections help independent workers sustain productivity, endure their anxieties, and even turn those feelings into sources of creativity and growth.

For organizations to prosper, managers in the middle ranks must feel empowered to identify and promote the need for change. People at this level gather valuable intelligence from direct contact with customers, suppliers, and colleagues; they can often see when the market is ripe for a certain offering, for instance, or spot signs that a partnership won't work. But for many reasons, ranging from a fear of negative consequences to compliance with a top-down culture, they may not voice their ideas and concerns--and even when they do, they often struggle to persuade the people at the top. The authors studied "issue selling" in a range of organizations, roles, and industries, identifying seven tactics associated with success. Managers should (1) tailor their pitch to the goals, values, and knowledge of decision makers; (2) frame the issue to show how it supports a strategic goal; (3) manage emotions (their own and their audience's); (4) get the timing right by, say, attending to a boss's preoccupations or watching larger trends; (5) involve others, both in and out of their networks; (6) adhere to organizational norms, such as how leaders prefer to receive information; and (7) suggest solutions, or at least propose ways to find one. Issue selling is an ongoing process that requires groundwork and patience. Midlevel managers who do it effectively get decision makers' attention and make a real difference in their organizations.

Eliot Robbens is the CEO of TrakVue, a spinout launched two years ago with highly ambitious financial projections. His vice president of sales has just quit after only six months, becoming the second sales VP that Eliot has lost. The company is a year behind in achieving its results, and Eliot has a board meeting coming up in just a few days. Where to turn? His old friend Amory declines to advise him and suggests executive coaching. An affable squash opponent counsels that he save himself by landing a couple of big accounts. His beloved wife offers a vaguely Zen exhortation. How can Eliot get genuine help? Three experts comment on this fictional case study in R0904B and R0904Z. Jaithirth Rao, an IT entrepreneur and the founder of MphasiS, has experienced Eliot's difficulty himself. He calls it "the myth of the self-reliant leader." Rao cautions that colleagues' own agendas may color their advice and that executive coaches may fail to perceive the ambiguities in a situation. A formal network of peers can be powerful, he says - as can a loyal and perceptive assistant. Susan J. Ashford, a dean and a professor at the University of Michigan's Ross School of Business, suggests that the biggest challenge for Eliot is developing greater learning agility. He must admit his weaknesses, share his concerns with colleagues and the board, and create a company culture in which input is valued. Stephen J. Socolof, a founder and a managing partner of New Venture Partners, says that Eliot should acquire an active network of mentors and should regularly ask for help from the board, which will appreciate being kept in the loop.

Eliot Robbens is the CEO of TrakVue, a spinout launched two years ago with highly ambitious financial projections. His vice president of sales has just quit after only six months, becoming the second sales VP that Eliot has lost. The company is a year behind in achieving its results, and Eliot has a board meeting coming up in just a few days. Where to turn? His old friend Amory declines to advise him and suggests executive coaching. An affable squash opponent counsels that he save himself by landing a couple of big accounts. His beloved wife offers a vaguely Zen exhortation. How can Eliot get genuine help? Three experts comment on this fictional case study in R0904B and R0904Z. Jaithirth Rao, an IT entrepreneur and the founder of MphasiS, has experienced Eliot's difficulty himself. He calls it "the myth of the self-reliant leader." Rao cautions that colleagues' own agendas may color their advice and that executive coaches may fail to perceive the ambiguities in a situation. A formal network of peers can be powerful, he says - as can a loyal and perceptive assistant. Susan J. Ashford, a dean and a professor at the University of Michigan's Ross School of Business, suggests that the biggest challenge for Eliot is developing greater learning agility. He must admit his weaknesses, share his concerns with colleagues and the board, and create a company culture in which input is valued. Stephen J. Socolof, a founder and a managing partner of New Venture Partners, says that Eliot should acquire an active network of mentors and should regularly ask for help from the board, which will appreciate being kept in the loop.