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I've been in this consulting business for a long time now, and I've seen plenty of things. I've seen brilliant leaders be stripped of their influence by the envy of their peers. I've seen power abused, colleagues humiliated, inconsistency masquerade as strategy, a pale hand sweep impetuously across a desk, knocking considered work to the ground. I've seen absolute assurances vanish and ego dressed up in a suit. I've seen grown men and women make grown men and women cry.

But I've seen the good guys (and women), too. I've known them, worked with them, valued them deeply. One of those good guys is a man named Tom Spann, whom I met at a company called Astra Merck. He was an Andersen/Accenture consultant with a full-time desk at the pharma company. I was a sixty-hour a week freelancer who wrote the company's news magazines, launch meeting scripts, best-practice reports, executive speeches, history book, value propositions, and most anything else that required letters, commas, question marks. When I was lucky I got to collaborate with Tom. He was a first-class sort. He asked questions; he listened. I never heard him raise his voice. Like every executive I've truly respected, his breadth of knowledge and his range of curiosity went far beyond the immediate matters at hand. He'd put forth an idea and in his quiet way ask, And if we were to move that idea forward, what would you do?

In the years since Astra Merck, Tom has gone on to build a company with his friend John Rollins. It's called Accolade, its focus is on both reducing health care costs and improving the health care experience for employees of large companies, and it has morphed from an idea discussed over coffee to a thriving mid-size company. The success of this company is no surprise to anyone who knows Tom (or John, which I also luckily do). Also ranking in the no surprise category (except that I had to find this out on my own since Tom Spann is incapable of boasting) is that, for the last two years, Tom has been named a top leader in the Philadelphia region—first in the small workplaces category and then in the midsize workplace company.

The survey asked employees to respond to this simple but overwhelmingly telling prompt: I have confidence in the leader of this organization. Then it gave the employees room to expound. Tom was reported to be accessible, caring, approachable, transparent, a man who doesn't hide in the corner office. He was known by his employees, in other words, as he is known to his friends. Think about how beautiful that is. And how frustratingly rare.

Several books ago I collaborated with Matthew Emmens, another truly decent guy, on a corporate fairytale called Zenobia: The Curious Book of Business (with illustrations by William Sulit). We created a character (named after my first Penn student, Moira) and led her through a maze of broken corporate things. She'd only survive the Alice in Wonderland madness of Zenobia if she could remain uncorrupted—if she could assert her intelligence, morality, curiosity, and perseverance, and, by example, change all that had gone wrong at this lurching, gossip-driven, demoralizing, and unnecessarily complicated company. She had (spoiler alert!) what it takes, in the end. She opened the windows, let in the light.

Tom Spann has been letting the light in his entire career long. His success is an object lesson in all that good can do.

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When your heart has been pounding, like my heart has been pounding, when you're averaging five corporate stories a day and still behind, when the Zumba ladies ask you if you are a size bigger than you thought you were (could this be from sitting on your bum all day?), you see the mail truck drive up and you run.  First, to get that dress size down.  Second, for some relief.

Today, my running relief revealed a package that contained the Dutch edition (Sdu Uitgevers) of ZENOBIA, the corporate fable I penned with Matt Emmens, a good friend through all these years and now the chairman of the board of Shire, the international bio-pharma company.  The illustrations (my husband's work) look exactly the same as they do in the English-language version.

The words?  Not so much.

Matt, did you ever think we'd be so multiply translated?  I hope this makes you happy today.

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I sometimes talk about Zenobia: The Curious Book of Business, the corporate fable I co-authored with Matt Emmens, who is now the CEO of Vertex and chairman of the board of Shire. I explain the book to those who ask as an Alice in Wonderland-esque fable about the power of the imagination in corporate America. The story features a character named Moira, who wears read shoes and fine, striped socks as she winds her way through a sclerotic bureaucracy in search of a way to make a difference. In the process, she inspires those she meets—a character named Hedger, for example, characters named Nod and Bolt and Snort—to help revitalize a corporate giant called Zenobia.

Published by Berrett-Koehler in 2008, the book has gone to live and breathe in many countries, sometimes adapting the original illustrations (which were created by my husband) and sometimes unveiling entirely new graphic universes. I thought of this book last week, during the readergirlz chat, when Hipwritermama and Maya Ganesan and others asked if I'd ever consider writing fantasy.

Zenobia is the closest I've yet come.

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