Speaking of Leadership®, Vol. 2, No. 10
Phil Holberton

Last weekend, the MIT Forum of Cambridge (www.mitforumcambridge.org) held its annual spring conference, “Making It To The Big Leagues.” The keynote speaker was Dean Kamen, founder and president of DEKA Research and Development Corporation.  Many of you may not recognize the name Dean Kamen, but you will as time moves on. He is the founder of Segway, LLC, the organization that is spearheading the development of the Segway Human Transporter—the people mover. 

As he rode into the conference on the people mover and described to us the genesis of its development, it was obvious that Dean thinks BIG. I'm not into forecasting the future success of ideas, but this one seems to have all the makings of being something very BIG. But, moving beyond his own inventive prowess, Dean believes that our children aren't adequately exposed to the sciences. So he single handedly founded FIRST, For Inspiration and Recognition of Science and Technology. Founded in 1992, this grass roots effort pairs professional engineers with high school students in an effort to identify students with potential in engineering, sciences, etc. With the help of their mentors, students compete in robot-building contests, receiving hands-on learning in engineering and science.

Recognizing that we need more engineers and scientists and that children had a lack of such role models, Kamen set out to fundamentally change the way we think about exposing our children to the potential of the sciences. In just a short time period (10 years), thousands of kids have participated in these competitions and have been the better for having done so. Just think what it will be like a generation from now.

Now here is a leader that THINKS BIG.

Take a Break, A Corporate Break

As Stephen Covey tells us in his seminal book, The 7 Habits of Highly Effective People, Habit 7 is all about sharpening the saw—stepping back and experiencing elements of our life that subsequently energize us in our work lives. Whether this sharpening is physical, mental, social/emotional or spiritual in nature, it is about recharging the fuel cells that allow us to forge ahead with our vocations and businesses.

As leaders of our companies, no matter if they are small or large, we need to rejuvenate occasionally, mandate a break, and take a breather. The break will more than make up for the day off in productivity. As my wife says, “I'm taking a mental health day today and doing something that I want to do!” She's smart.

Just think, wouldn't it be fun to walk in one morning and announce to one and all, that work has been canceled for the day and everyone is free to do what they would like? Better yet, announce that two weeks from this Friday everyone has the day off, or a half day off, as a designated time for sharpening their saws. 

Oh, many of us will convince ourselves that we do give everyone an opportunity by scheduling the obligatory corporate picnic, but we, the decision makers need to realize that we all sharpen our saws in different ways. If we are required to attend the “corporate function,” it is just another corporate obligation—only held outside.

One idea might be to schedule a day where the company goes on a daylong cruise or has that picnic, but attendance is optional. Or, maybe a half day could be devoted to a good-natured “job swap,” where employees from different divisions could experience each other's jobs (again, all in fun). By leading with the fun factor, employees' moral can be boosted while they see how different aspects of the company operate.

The bottom line is that we need to give our followers and ourselves permission to renew their oomph. We all will be the beneficiaries of these actions. We all will come back renewed and excited about what we are doing and this renewal will help us achieve our vision. 

Many will argue that one day will not do it.  So, you are right! Why not do something every quarter or every six months? The important thing is to be spontaneous. Don't fret—I'm not advocating giving away the shop. My theory is that when we return to the office with renewed vigor, we will be operating at full capacity and will offset the cost of downtime we experienced when we were taking a break. At the very least, we will be happier about our prospects and more willing to “take the hill” for our vision.

Now ask yourself... Am I a Leader?