Harvard Business Review - 2012.01,02.pdf

Happy.Be AudaciousWhat does Google executive chairman Eric Schmidt have to say about prison reform?Quite a lot,it turns out.In HBRs 2012 List of Auda-cious Ideas(beginning on page 49),he offers an intriguing proposal to address Americas disgraceful rates of incarceration and recidivism:Let the profit motive incentivize private businesses to own the problem.Schmidts is one of 13 bold ideas for addressing seemingly intractable prob-lems,from how we reward CEOs to how we think about dying.The Yale econo-mist Robert Shiller,for example,outlines a way to solve the debt crisis by selling citizens shares of GDP.The venture capitalists Bruce Gibney and Ken Howery argue that VCs have a special role to play in a healthy society:making huge bets of a kind we havent seen in some time.As Scott Berinato,the HBR editor who skillfully guided this project,writes in the introduction:“Now is the time for audacity,not austerity.”This is also a time at HBR to reflect on the notion of happiness.Its a concept that has gained currency in recent years,as a goal for corporations and nations alike,and it has generated a lot of discussion.But to what end?In a series of articles beginning on page 77,we try to determine the true value of all this talk about happiness.Are“happy”workforces in fact more productive?Could“well-being”ever serve as a meaningful measure of a nations economy,like GDP?The authors who explore these issues help to explain both how indi-viduals can cultivate a sense of well-being and what companies can do to create and sustain happy teams.Each HBR Spotlight package is illustrated with the work of a fine artist.This month its one of my favorite painters,Yue Minjun.Those who know contem-porary Chinese art will immediately recognize Yues signature work:colorful yet jarring images of effusively smiling people,signifying that a smile can have many meanings.Steve Jobs famously summed up his philosophy by quoting from The Whole Earth Catalog:“Stay hungry.Stay foolish.”In that spirit,heres HBRs wish for our readers in 2012:“Be happy.Be audacious.”Adi Ignatius,Editor in Chiefhbr.org14 harvard business reviewJanuaryFebruary 2012From the EditorI understand that these metaphors can re-frame a situation,but I dont quite see how you get over the bridge to the“how.”Tom Key,director of organization strategy and development,KeyGroup Enterprises The authors respond:These metaphors allow leaders to engage in deep reflection and conversation with key stakeholders.The enhanced awareness that results a significant shift in and of itselfallows them to take purposeful action and im-prove their effectiveness.The interplay between the fire and mask metaphors is interesting.I have worked in two global companies and have earned senior status in my team.My internal fire for this type of work has burnt out,and I feel as if every day I put on the mask of the HBR article by Peter Fuda and Richard Badham,November 2011In studying how ineffective CEOs transformed themselves into successful leaders,the authors found common themes,which they describe with four metaphors.“Fire”represents“burning ambition,”a motivator that is far more important than fear.A“snowball”should be“a cycle of mutual accountability that creates momentum for change.”Naming your“mask,”or revealing the persona you believe conceals your flaws,allows you to be authentic.The“movie”metaphor captures the idea of self-reflection:You should view,replay,direct,and edit your behavior continuously.How Leaders Spark And Sustain ChangeHow Online Innovators Are Disrupting Education HBR blog post by Jason Orgill and Douglas Hervey,November 2011Web-based classes are shaking up traditional academiaand K12 learning.“slick senior account manager.”Wearing the mask is tiresome,though I am not sure of the impact that it has had on my team or even if anyone has really no-ticed it.Personally,I feel conflicted.My family relies on my income,and a drastic career change is out of the question.Name withheld by requestThe authors respond:At some point in their journey,all the successful leaders weve worked with have shifted from what theyre afraid of to what they truly desire.The way to do this is to ask questions like,What is my definition of success?What is the unique contribution Im here to make?What legacy do I want to create?As you explore these types of questions,you will reignite your fire.The fire metaphor really resonates with me as an entrepreneur.I started my venture with a clear vision and burning ambition.The ambition always remains,but its so easy to become diverted by crises and distractions.The challenge is never to lose that clarity of vision.Paul Reichman,CEO,Charter DriveSociety often rewards masking.In my career I have worked in several advertising and media agencies,and in each organiza-tion there was an implicit pressure to fit in to its particular culture.Kerrie Mazengarb,former advertising manager,Ogilvy&MatherRealistically,online learning is disrupt-ing the teaching profession.The ski