A presidential truthfulness oath – Yasheng Huang

MIT Sloan Prof. Yasheng Huang

MIT Sloan Prof. Yasheng Huang

From Project Syndicate

On January 20, 2017, Donald Trump will be sworn in as the 45th president of the United States. I say “sworn in,” rather than “assume the presidency,” because, under Section I of Article II of the US Constitution, Trump cannot actually become president unless he takes an oath of office, publicly committing himself to uphold the Constitution and perform to the best of his ability while in office. That is, of course, the case for all presidents. But, given how Trump comported himself during the campaign, it is particularly meaningful in his case.

Until now, Trump has made no effort to behave in an honest or reliable way. Technically, he didn’t have to. The US does not require any sworn statements from the men and women who run for president, nor does it have any enforceable code of behavior or constraints on the kind of rhetoric that can be used. Candidates may conduct themselves however they see fit.

This approach is based on the assumption that we can trust the candidates’ judgment. People seeking the country’s highest office should know how to balance the political imperative of winning votes with a sense of responsibility for the feasibility of – and reasoning behind – their policy promises.

By and large, experience has vindicated this view. The US has had the good fortune of choosing largely from among presidential aspirants who adhere to generally accepted norms. With Trump, it seems that fortune has turned into bankruptcy.

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How asking tough questions could save your career — Hal Gregersen

Hal Gregersen, Executive Director of the MIT Leadership Center

Hal Gregersen, Executive Director of the MIT Leadership Center

From Fortune

At age four, we’re fueled with curiosity, asking thousands of questions to better grasp what’s going on around us. Already we are aware, at a very fundamental level, that questioning helps us feel our way around a situation and develop entirely new ways of engaging with the world.

It isn’t long, however, before we enter an educational system that rewards answers more than questions. Consider that the average child between six- to 18-years old asks only one question per one-hour class per month. Contrast that with the average teacher, who peppers kids with 300 to 600 questions a day and waits an average of one second for each reply, and you have a recipe for what I call the “Global Questioning Crisis.”

As adults, many leaders perpetuate this answer-centric culture, playing it safe as they get things done. But, based on my research and firsthand conversations with the most renowned leaders of our time, high-impact innovators know that they must question to disrupt, or risk being disrupted. As such, they sustain this critical skillset, not just by asking more questions, but by identifying the “hot” questions – ones that are provocative, emotional and downright uncomfortable – while also encouraging those around them to be passionate about the same. Finally, they actively pursue answers to these hot questions by leveraging several key discovery skills – observing, networking, experimenting, and associational thinking.

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4 things successful change leaders do well — Douglas A. Ready

MIT Sloan Senior Lecturer Doug Ready

MIT Sloan Senior Lecturer Doug Ready

From Harvard Business Review

We know that two-thirds of large scale transformation efforts fail. But that’s not a terribly helpful piece of information―unless we’re looking for confirmation that this is hard, really hard. What is useful is to understand what leaders can do to substantially increase the odds that their companies won’t be among the two-thirds of those that fail. From my research and work with companies around the world leading large-scale transformation initiatives, here are the four things I’ve found that virtually all successful change leaders do really well:

Recognize embedded tensions and paradoxes

Smart, capable, solid professionals most often perform well in their roles until they reach a level in their organizations at which they are confronted with a series of embedded tensions and paradoxes that make leading effectively much more complicated. The most common paradoxes leaders face when driving a transformation effort are:

  1. Revitalization vs. Normalization. At the core of every change initiative is the desire to breathe new life into the organization―to revitalize ways of thinking, behaving and working. But one change initiative often morphs into many, and before long employees become “change weary.” Thus, we find ourselves in the conflicted situation of needing revitalization but desiring normalization.
  2. Globalization vs. Simplification. Doing business today means doing business globally, but the complexities brought on by globalization are often in conflict with the need for organizations to make it simple for customers to do business with them. Leaders struggle with creating organizational responses that address the need to master globalization while offering customers and employees optimal simplification.
  3. Innovation vs. Regulation. Many organizations, particularly in the aftermath of the global financial crisis, are saddled with trying to do business, let along innovate, under increasingly crushing regulatory environments. This is a stifling tax on a company’s capacity to find creative approaches to solving unmet customers’ needs. As such we struggle with the tension between the desire to boost innovation and the need to operate under increasing regulation.

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Which way to the front? — Leigh Hafrey

War-Stories-Hafrey[1]-1From Huffington Post

Here’s a challenge for people who think about organizations in 21st-century America: How do we demilitarize our notions of leadership?

In late January 2016, National Public Radio reported on Urban Warriors, a YMCA of Metro Chicago initiative. Run in cooperation with the Adler Institute of Psychology, the pilot program brings inner-city youth together with veterans of the wars in Iraq and Afghanistan. The goal: to acknowledge the physical and psychological damage occasioned by participants’ prolonged exposure to violence and help them cope. The YMCA staffer behind the program, Eddie Bocanegra, paraphrases the kids’ logic for buying into it: they (the soldiers) have guns, we have guns; they have ranks, our gangs have ranks; they wear uniforms, we wear gang colors; they lived in a war zone, we do the same.

On the face of it, the YMCA program is an imaginative and praiseworthy response to a deeply felt need. Both military veterans struggling to reintegrate with civilian life and teenagers subject to or participating in gang violence have gravitated to the program, sharing their stories and taking comfort from the recognition that they aren’t alone in their difficulties. That said, we might ask ourselves how we have created a “homeland” where combat experience best models the lives of supposed domestic harmony that veterans were originally sworn to protect, and wish now to share.

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Passion and vision in business are overrated – Charles Kiefer

MIT Sloan Lecturer Charles Kiefer

MIT Sloan Lecturer Charles Kiefer

From Forbes

If you are like a lot of people, your New Year’s Resolution list includes one or more ventures that you’ve been stalling on. Likely you’ve postponed working on this item due to some lack of clarity or perhaps you fear that you haven’t the proper passion for the topic or sector or a compelling vision to start a business. Indeed, how many times have you heard this advice given to people thinking of starting a company: “You’ve got to be passionate about it. You gotta love what you do.” But guess what?

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