By John Maeda, Becky Bermont
Classes for a brand new new release of leaders on teamwork, conferences, conversations, loose foodstuff, social media, apologizing, and different issues.
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After a few months, I removed the unofficial commiseration component of the meeting, and attendance at this meeting quickly improved. Keeping the meeting focused on getting real work done is usually welcome, but it is often difficult to engineer when the work to be done is not made clear for everyone. ” In an effort to reflect my leadership style (and meet more efficiently), I’ve recently removed my office’s personal executive washroom and have replaced it with a waist-height meeting table with no chairs.
I’ve observed an acute mastery of the subtlety of communication in the workings of my provost. To prepare for the launch of our strategic planning process, we met several times to discuss how it should feel and what it should accomplish. ” Never one to turn down a unique request like that, I fetched an orange for her. ” After he obliged, she asked the participant to toss the orange back to her. She caught it, then threw it to another person asking the same question. The orange went back and forth around the room and I witnessed not only Jessie’s incredible pitching arm, but also what started to happen among the people in the room: They were all connecting with each other.
So I see myself becoming a predictably restrained, stiff leader—which is unlikely to improve a situation where you want people to be comfortable and to talk with each other. So what’s a leader to do? 45 Chapter 4 Shortly after Dr. Frank Moss arrived at the Media Lab to assume his new role as director, a junior faculty member tragically and suddenly died. In his second week, Frank addressed the memorial service. Although we didn’t all know him very well, I saw him capable of a honed CEO-ability to connect with his people with extraordinary elegance and humanity in a time of great emotional crisis.