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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What VW can learn from Gen. Stanley McChrystal about imperfect leaders — Hal Gregersen

Hal Gregersen, Executive Director of the MIT Leadership Center

Hal Gregersen, Executive Director of the MIT Leadership Center

From Fortune

The title of Chief Executive Officer commonly conjures up images of a sharply dressed, smooth-talking individual who paints an inspiring, mesmerizing picture of their company in images and words. But it is underneath this veiled exterior that an organization’s real story lives.

When the Volkswagen scandal broke, my first thought went to the leaders of the company. Of course, there is the obvious question: Did former CEO Martin Winterkorn and Volkswagen America CEO Michael Horn know about the cheating (both have denied this)? But for me, a leadership scholar, the fiasco raises much more interesting questions about Winterkorn and Horn’s leadership styles: Did the CEO image or illusion they projected blind them from the realities of their own business? Did they perpetuate a culture where employees were fearful of sharing problems with those at the top? Though we may never know how much knowledge these leaders had prior to the public exposé, it is a compelling case of what can happen when leaders become too focused on an image of perfection. Rather than trying to conform to a pre-cast mold, I believe leaders should abandon their bogus two-dimensional views of leadership.

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Make it OK for employees to challenge your ideas — Hal Gregersen

Hal Gregersen, Executive Director of the MIT Leadership Center

Hal Gregersen, Executive Director of the MIT Leadership Center

From Harvard Business Review

Kodak. Sears. Borders. The mere mention of any of these companies brings to mind the struggle to stay relevant amid today’s technology and boundless alternatives. But behind each of them lies a deeper story of at least one leader who is or was “sheltered” from the reality of their business.

This dangerous “white space” where leaders don’t know what they don’t know is a critical one. But often, leaders — especially senior ones — fail to seek information that makes them uncomfortable or fail to engage with individuals who challenge them. As a result, they miss the opportunity to transform insights at the edge of a company into valuable actions at the core.

Nandan Nilekani, an Indian entrepreneur, bureaucrat, and politician who co-founded Infosys and was appointed by the Indian prime minister to serve as Chairman of the Unique Identification Authority of India (UIDAI), believes it’s vital to keep this channel of communication open in any leadership position.

“If you’re a leader, you can put yourself in a cocoon … a good news cocoon” said Nilekani during our recent discussion. “Everyone says, ‘It’s alright, there’s no problem,’ and the next day everything’s wrong.”

So how do leaders keep themselves from being isolated at the top? For Nilekani, it comes down to one vital factor: asking and being asked uncomfortable questions.

The question “Why are we the way we are?” inspired him to write his book, Imagining India: The Idea of a Renewed Nation, which discusses the education, demographics, and infrastructure of his native country. Following his work with the UIDAI to help create a government database of the entire population of India (named “the biggest social project on the planet”) and his recent campaign for Indian National Congress, the question “How do you get kids to read and how do you get kids to learn arithmetic?” drove Nilekani to create a scaleable solution to bridge the education gap for younger generations in India and other parts of the world. And the umbrella question that defines Nilekani’s leadership journey is, perhaps not surprisingly, “What is it that I can do to have the best possible impact on the most possible people?”

Read the full post at the Harvard Business Review.

Hal Gregersen is Executive Director of the MIT Leadership Center and a Senior Lecturer in Leadership and Innovation at the MIT Sloan School of Management

 

How to build (and keep) a world-class data science team – Roger M. Stein

MIT Sloan Senior Lecturer Roger Stein

MIT Sloan Senior Lecturer Roger M. Stein

From MIT Sloan Management Review

The culture of world-class data science teams is one in which team members (and their managers) are excited by what their teammates can do. Here’s how to create that kind of high-performing team.

Every team needs talented people. In data science, talented people need not only to be good at what they do individually but also able to challenge their colleagues to create effective new solutions to very hard problems.

How do you build data science team to attract and retain this type of world-class talent?

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