Is it possible to systematically learn from an individual's experience as a leader in a coalition of groups and make use of it in a shared management situation? I wrote this account after more than nine years as coordinator and spokesperson for the Collectif pour un Québec sans pauvreté. When asked once about how I dealt with the complexity of the leadership function, an answer came to me in the form of a set of discernment tools on a key theme, transformative action. The instrument panel described in this article includes 10 images with comments and empty space for the necessary degree of freedom, introduced and followed by considerations for individuals and the organization on a number of issues surrounding the shared exercise of authority.