HBR: You’ve remarked that the Dalai Lama is a very distinctive kind of leader. Is there something we could learn from his unique form of leadership, as leaders ourselves?
Daniel Goleman: Observing him over the years, and then doing this book for which I interviewed him extensively, and of course being immersed in leadership literature myself, three things struck me. Continue reading
Transcript follows. Image kindly supplied by Richard Fellowes.
( Contributed by Brian H)
I think there is a process of learning which is not related to wanting to be taught. Being confused, most of us want to find someone who will help us not to be confused, and therefore we are merely learning or acquiring knowledge in order to conform to a particular pattern; and it seems to me that all such forms of learning must invariably lead not only to further confusion but also to deterioration of the mind. Continue reading
A mechanic was removing a cylinder-head from the motor of a Dodge SRT-4 when he spotted a well-known cardiologist in his shop.
The cardiologist was there waiting for the service manager to come take a look at his car when the mechanic shouted across the garage “Hey Doc, want to take a look at this?”
The only thing that thrives on pressure is a tire. Now, you might be one of those people who says, “but wait, I use pressure all the time in order to produce results.” Notice that I used the word “thrive”. Yes, you might be producing the results but not in a way that takes care of you.
Continue reading
In March 1973, E.B.White (born in 1899, was one of the greatest essayists of his time) wrote the following perfectly formed reply to a Mr. Nadeau, who sought White’s opinion on what he saw as a bleak future for the human race. Continue reading
