Today, wherever you go, it is clear regional and rural communities are doing it tough. This is an understatement! Leadership comes with an extra heavy burden in times of crisis adding to the existing challenges of limited resources, workforce shortages, change driven by government policy, and the diminishing risk appetite of banks and insurers.  So it’s no wonder rural leaders find themselves in a constant reactive cycle, dealing with problems as they arise and implementing change as a necessity rather than a vision. This is an exhausting cycle. But to create long-term hope and belief something more is required.

That “something” is a mindset of progress. Progress is not the same as change.

Without continual growth and progress, such words as improvement, achievement, and success have no meaning
– Benjamin Franklin

Change is inevitable. Progress is intentional. This distinction is critical for regional leaders. Change can be disruptive and disorienting when it’s not anchored to a purpose or shared vision. Too often, communities experience change as something done to them rather than something driven by them.

Progress, by contrast, is about forward momentum toward a better future. It builds on local strengths and history, and it invites participation, not just compliance. Progress is something people can see, sense, and be proud of, even when it’s slow or subtle. Visible signs of progress uplift community morale and inspire confidence. Once out of a crisis, this is what leaders must aim for, a journey of progress that people can believe in and contribute to.

Problem-solving is not enough

Of course, a community must address their immediate real issues (such as fire, flooding or drought). But a community that only ever sees its leaders as problem-fixers risks becoming inward-looking, cautious, and reactive. Over time, this can exhaust both leaders and communities. It subtly reinforces a narrative that rural life is hard, always lagging, and perpetually in survival mode.

In contrast, a progress-oriented mindset reframes problems as part of a larger journey toward growth. It asks: What do we want to be known for? What do we want to build, and how can we include more people in shaping that vision?

One of the most powerful effects of a progress mindset is that it restores a sense of agency. When people believe they have the power to shape their future, they’re more likely to participate, innovate, and collaborate.

Progress fuels optimism. Even small wins. Leaders who highlight wins and connect them to a broader narrative, foster belief in what’s possible. This doesn’t mean ignoring challenges. It means positioning them within a bigger story of future aims and aspirations. This will help anchor thinking to a higher purpose, which in turn helps generate a sense of hope and resilience.

Just have one more try – It is dead easy to die.
It is the keeping on living that’s hard
– Douglas Mawson (Home of the Blizzard)

Progress creates a more compelling narrative

A narrative focused solely on hardship or the need for help can reinforce stereotypes and limit external interest. A narrative rooted in progress, allows a positive story to be told, “we are building something here, and you can be part of it!” This is far more magnetic to attract and retain residents. It appeals to potential investors, policy-makers, entrepreneurs, and young families looking to relocate. Leadership in this context becomes less about management and more about storytelling, framing what’s happening locally in a way that inspires pride internally and curiosity externally. 

Progress-oriented leadership requires bringing more people into the fold. It’s not enough for a mayor, CEO, or board chair to hold the vision. Farmers, small business owners, students, elders, and newcomers all need to see their place in the story of progress. This means creating space for listening, idea-sharing, and collaboration. When more people are engaged in making progress real, it becomes self-sustaining.

Cultivating a culture of progress: A practical checklist for leaders.

1. Articulate a clear, future-oriented vision not just a plan for fixing what’s broken, but a picture of what’s possible. Deal with the immediate but create a longer term co-created vision and set of aspirations.
2. Celebrate small wins consistently and publicly. Achievement and the recognition of achievement is what builds momentum and belief.
3. Tell a different story in media, speeches, and everyday conversations. Shift from deficit language to language of growth, creativity, achievement, and contribution.
4. Involve more people especially those who don’t usually get asked. Progress becomes real when it’s co-owned and cascaded throughout the community.
5. Invest in capability through training, mentorship, or projects that help people turn ideas into action. Leadership capability and resilience are acquired through actions and lived experiences.

The future of regional and rural communities doesn’t lie in merely keeping up or patching problems. It lies in leaders who can inspire belief in a better tomorrow, who can turn change into momentum, and problems into platforms for progress. Even in difficult times. This is a collective leadership responsibility. A sense of hope helps people dust themselves off, pick themselves up and rebuild their lives in times of adversity.

Leadership Lesson

Resilience is not taught in the classroom.
It is acquired through lived experiences.
Leaders who role model a sense of progress and
a mindset of hope and optimism in difficult times provide
powerful leadership lessons to our next generation.

Facta Non Verba – Deeds Not Words