Physicists And Leadership Change

　　 Leadership change What do I have in common with physical research? This is a good question, but I don't know what they have in common. I know that my new book, Buy-In, is a co-author. Lorne Whitehead (Lorne Whitehead) is a physicist.

Generally speaking, you won't think of one. Physical scientist He will write books about interpersonal interaction, but as people know, he also helps manage a university. He has always been an entrepreneur. Besides, he is still a great guy. His experience is totally different from mine.

I think our differences have helped the book not only because Lun has practical experience in dealing with attacks, but also because physicists' brains are slightly different from my brain. (for this reason, I am sure, because when I was in high school, I thought I might become a physicist, but after only two weeks as a freshman to Massachusetts Institute of Technology, I dismissed this idea).

Whenever you let people who are different from your background observe the same thing, you will give birth to ideas that will not appear in other situations. This is not news. However, in studying the process of massive change, I realized that if the difference between people is very significant and willing to work together (instead of being assigned to another working group), the result may be incomparable.

This is also why when I help organizations to form leadership change teams, I would suggest that organizations should take those who really want to help change the organization into the group that guides action. Such teams can show a lot of significance in many aspects, such as educational background, functional background, leadership or management skills, the credibility of different parts of the organization, the relationship with senior and grass-roots personnel, the ability to get high-level and grassroots information, age, and the time of serving in the organization. If these people want to be a member of this group, if these competent people can converge smoothly, this combination will be very effective.

I think, for a company executive (probably everyone), the most difficult thing in many situations where people's characteristics are diverse is that they need to grasp the position of their positions. The difficulty is even more than that of a professor of organizational behavior in collaboration with a physicist.

We grew up in the environment of "committees" and teams that are often made up of people of similar rank. You won't see a 55 year old senior vice president and a 25 year old customer service representative in the same team, unless the focus of work is very trivial, and the team's existence is very short. However, this diversity can bring amazing benefits in many ways, because two people have completely different information resources, have completely different relations, and have completely different views on any problem. When looking for and implementing a new overall strategy, or looking for and applying a brand new IT system, this is a great change that affects many people. It is amazing that people who combine a broader background with the benefits of transformation.

You might think, "this is a pretty good note, but it's not practical." In an organization, creating a diversified team that leads major changes really needs more thinking and more caution. But if properly operated, the organization can create a team that is more open to all kinds of ideas, and is more capable of successfully implementing various strategies that meet its mission. I have seen the effectiveness of this method many times, and I have seen its shocking results.