York Times) identifies applied curiosity as the character trait common to executives
who can productively shake things up (page 8).
If you are interested in the well-trained and well-connected executive, check
out “ROX^3 : Boosting returns on leadership, customer, and employee experience,”
by Matt Egol and Sujay Saha (page 64). They propose a conceptual leap in
organizational change efforts. When formal leadership experience (the personal
development of people in authority) is closely linked with employee and customer
experience, all three practices improve.
The consummate technological leader is represented in this issue’s Thought
Leader interview. Alphabet chairman and former Stanford University president
John Hennessy, dubbed the “godfather of Silicon Valley” by Marc Andreesen,
illuminates the human factor involved in overseeing large and complex institutions
(page 118). Another institution-oriented leader is former Tata strategist and
current management author R. Gopalakrishnan. In our interview, he argues that
you can tell a great leader by the longevity of the organization that he or she has
built (page 32).
Finally, there’s the authentic leader — a concept that takes on new meaning
in the context of the performing arts. In “10 principles for leadership presence,”
executive coach and former theater professor Annette Kramer shows how to use
the artifice of theatrical practice to bring to the surface your most deeply held
convictions (page 84). In the end, that’s what we seek in the people we follow:
a symbolic presence that invites us to organize our efforts on their behalf —
and more importantly, on behalf of the enterprise’s future, and that of everyone
associated with it.