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This sophomore group, in contrast, was looking at the feedback they were getting and thinking hard about it. They were processing what they had seen in others’ work and trying to figure out how to apply it to their own. They were given the space to do it and an incentive to keep working, which heightened their motivation. When I’d taught, my students felt the grade I’d given described them. But this sophomore class understood the score described only their level of performance on a specific skill at that particular time. If they didn’t like it, they had the ability to change it.
“to transition well, there are only two things that you need to do: Put capable CEOs in place and have a capable governance system to replace the CEOs if they’re not capable.”
I believe that all organizations basically have two types of people: those who work to be part of a mission, and those who work for a paycheck. I wanted to surround myself with people who needed what I needed, which was to make sense of things for myself. I spoke frankly, and I expected those around me to speak frankly. I fought for what I thought was best, and I wanted them to do so as well. When I thought someone did something stupid, I said so and I expected them to tell me when I did something stupid. Each of us would be better for it. To me, that was what strong and productive relationships looked like. Operating any other way would be unproductive and unethical.
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