‘We Need a New Field Manual for Business’: Casey Gerald
(Fast Company, 14.10.14)
“We need a new field manual for business,” Gerald tells me a few weeks later, while on the road for his new nonprofit startup, MBAs Across America, which pairs students with local businesses. “It can’t be about hierarchy, leaders sitting in the corner office and going to the Hamptons while everyone else is pressing sheet metal. It can’t be just pursuing quarterly earnings considerations. Leaders can’t just say, ‘Let’s do this because it optimizes efficiency.’ There’s got to be a larger vision of our future and ourselves.”
Goof Up as a Leader? Then Apologize and Take Action
(The Globe and Mail, 05.10.14)
According to Robin Dunbar, an evolutionary psychologist at Oxford University in the United Kingdom, there is a type of lie that is actually good for business—and for business relationships. It’s called pro-social lying, although most people refer to it as telling “white lies.” It’s the kind of lie we tell when we want to protect someone or make them feel better.
Lots of executives I talk to at fast-growing companies are obsessed with numbers. Numbers—of customers, offices or countries—are important. But numbers are only half of the story in a scaling company. The other half: Narrative.
How to Solve Big Problems: Start Small
This central idea, that solving large complex problems is often accomplished by first attacking smaller micro-problems, is useful not just for cancer treatments, but for life in general.
“Keep your fears to yourself, but share your courage with others.” —Robert Louis Stevenson