Keys to the Corner Office
May 29, 2015
On those rare Sunday mornings when I’m not traveling for one reason or another, my routine is a very early walk during which I purchase the Sunday New York Times.
Reading the Sunday Times has a routine as well: first the Travel section, next Business, then Opinion; and after that, national news and sports and theater in no particular order. And I always read the top of page 2 of the Business section, a regular Q and A by Adam Bryant who features successful businessmen and women. It’s called “Corner Office.”
Week after week, the people profiled will credit the extracurricular activities of their formal education for launching their successful careers. For example ...
- The chief executive of Bluemercury cited volleyball.
- The chief executive of Houghton Mifflin Harcourt cited “clubs and sports in high school.”
- The chief executive of the Hogan Lovells law firm was captain of his high school football team and president of the student council.
Obviously, there are many individuals who participated in those school activities and did not ascend to chief executive status, just as many other CEOs earned the keys to their corner office without participation in school athletics and activities.
But it has been difficult for me to miss how routine it is for the “Corner Office” to make the same connection I do – that outside the classroom school sports and activities are linked both anecdotally and statistically to leadership in later life pursuits.
Rocket Science
January 5, 2015
I have always been fascinated by space exploration and in awe of all that is required and must go right to send a space vehicle atop a multi-stage booster rocket from a moving object like Earth, and land it softly on another moving object like the moon or Mars or most recently a massive rock, after a journey of many months and millions of miles. How can people figure that stuff out?
There cannot be a problem of school sports that is more complicated than those of space exploration, except for one feature – which is that our problems deal with people, who are far less predictable and dependable than the laws of physics.
Making matters worse is that we are working with people in a competitive arena, and in an emotional setting, where the objectivity which characterizes the scientific method of rocket scientists is generally if not universally absent.
As long as potential problem-solvers view potential solutions through the lens of what does or does not benefit them in terms of competitive edge, our efforts to make good changes will never launch or, if launched, will miss the target.