5 Leadership Lessons: Redesigning Leadership
John Maeda is the president of the Rhode Island School of Design. In Redesigning Leadership, he—with co-author Becky Bermont—pulls the leadership lessons from the ups and downs of his time there. In his transition from MIT to RISD he found that the two words “free pizza” were a powerful motivator to convene large numbers of students. “Making people work together can be fairly challenging, but getting them to eat together is somehow vastly easier. A meal is often a catalyst for a conversation that can lead to a collaboration, and a meal is a natural happening to signify closure when the collaboration has been completed.”
Leadership is never easy and it is made more difficult by what I perceive is a growing sense of entitlement we all feel in our culture. It’s not all good or bad, but it is something to deal with. Redesigning Leadership is a slim book, but it is full of great thoughts like these:
Learning something new means finding not just a new way to see the world, but often a new way to change the world. Artists constantly seek to find new and improved means to transform ideas into reality.
Artists rely on their intuition much more than those who are analytically trained. Analytical people tend to take a complex problem and reduce it to its component parts in an effort to solve it step by step. Artists, however, attempt to make giant leaps to a solution, seeming to ignore all constraints. By making those leaps, they sometimes miss the solution completely. But they are not afraid to miss the target.
Ironically, with all the communication technologies at our disposal today, it’s still difficult to get a message across to the person sitting right next to you in a reliable fashion. The shortest communication path between two people is a straight talk.
In forming any team, the most basic challenge: getting folks to take the big step away from just being themselves (the thing we all know best) and joining something larger (the thing we fear may let us down).
Whether brought by duty or desire, once people are in the same room, they’ve assumed the basic stance of being a team—which is to be together. Preconceived negative opinions don’t evaporate, but at least negativity can mix with positivity in the room, which by electrical principles results in the neutralizing of the respective +/- charges. I now consider this the most basic concept to leading a team.
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