Redesigning Leadership Summary

Leadership is about being human first—it’s not just about strategy, status, or success.

1. Leadership Requires Mobility

Leadership is not confined to an office—it thrives on interactions with the people you lead. Sitting behind a desk isolates leaders from the people who make an organization run. To truly understand your team and their needs, you need to be physically present. By walking around the workplace, you gain insights into the daily operations and build stronger relationships with your team.

When John Maeda became president of Rhode Island School of Design (RISD), he adopted this approach immediately. He made it a point to visit departments, interact with employees, and even assist students during move-in days. This level of engagement created trust and allowed him to address problems directly.

However, being mobile is not about micromanaging. Leaders must respect their team's roles and boundaries. Overstepping can diminish employees' sense of ownership in their work. Leadership involves striking a balance between active involvement and respecting autonomy.

Examples

• Maeda delivered food to staff and helped students during move-ins at RISD.
• Leaders who practice “management by walking around” find more opportunities to listen and connect with employees.
• Over-involvement from leaders has been shown to frustrate employees and stifle creativity.

2. Clarity and Personal Touch in Communication

Modern technology has multiplied the ways leaders can communicate with their teams, but it has also increased the challenge of ensuring messages are understood and personable. Clear communication, paired with relatable examples, strengthens understanding and trust.

Facts alone often fall flat, but pairing them with real-world scenarios makes them memorable. For instance, when discussing the importance of accountability, illustrating how unfinished tasks affect others resonates more than just stating the principle. Additionally, face-to-face communication brings warmth to interactions that emails or calls sometimes lack.

Maeda utilized this principle by attaching a scanned, handwritten letter to a widespread email. This personal touch led to significantly higher engagement from recipients, proving that small gestures can deepen connections.

Examples

• Employees grasped accountability better when Maeda used examples of teamwork impacts.
• A handwritten attachment in his email encouraged widespread response.
• Leaders who communicate in person build deeper workplace relationships.

3. Meetings Must Be Brief and Purposeful

Successful meetings are not just about gathering people but creating an environment where collaboration thrives. Frequent, short meetings are better for sustaining momentum and keeping teams focused. The more meaningful the agenda, the more motivated participants will feel.

According to Maeda, people usually belong to three categories when it comes to meetings: those eager to attend (“wannacomes”), those attending out of obligation (“havetacomes”), and those in it for perks like snacks (“wannaeats”). Effective leaders design meetings aimed at engaging the wannacomes while addressing only the most important topics to maintain productivity.

By limiting the scope of conversation and keeping discussions relevant, leaders foster an atmosphere where everyone feels their time is valued.

Examples

• Teams connected better when motivated "wannacomes" outnumbered disengaged attendees.
• Short agendas kept focus during meetings and supported actionable takeaways.
• Limiting unnecessary topics encouraged attendance and active participation.

4. Strong Leaders Are Guided by Their Beliefs

Effective leadership is built on principles, not just goals. Great leaders pursue ideas they firmly believe in and use those convictions to inspire their teams. Principles shape decisions and actions, creating consistency and earning trust.

Jerome Wiesner’s story is an example of this. After contributing to the Manhattan Project, he dedicated his life to advocating for peace and integrating arts into sciences. His strong ideals elevated him into a respected leadership role, showing how principles spur meaningful action.

Leaders must embody their values not only within the workplace but in their personal lives as well. Maeda, for example, chose not to use executive perks that clashed with his principles of humility and fairness.

Examples

• Jerome Wiesner advocated for peaceful policies after working on the Manhattan Project.
• Maeda shunned special privileges to align with values of equality and respect.
• Employees trust leaders who demonstrate their values through consistent actions.

5. Respect is Earned Through Humility and Gratitude

The best leaders earn respect by recognizing their team’s contributions and accepting accountability for mistakes. This creates a collaborative, respectful workplace.

Japanese designer Ikko Tanaka exemplified this when he hosted a staff dinner and personally prepared the food. He expressed gratitude to his team for their shared success. Similarly, leaders who publicly acknowledge their errors demonstrate humility and strengthen trust. For instance, President Obama handwrote a personal apology letter to an art history professor after an offhand remark.

True respect doesn’t stem from authority but from the willingness to show vulnerability and appreciation.

Examples

• Ikko Tanaka cooked for his team to express gratitude.
• Obama sent a handwritten apology to reflect respect and humility.
• Maeda emphasized that public accountability fosters stronger team bonds.

6. Team Spirit Starts with Unity

A team begins to function as a cohesive group only after its members meet and connect. Holding an initial team meeting sets the tone for collaboration. When team members align on goals and build rapport, they work more effectively toward shared success.

This unity isn’t established in one meeting; regular, well-structured gatherings maintain the bond. Leaders should use these opportunities to address evolving challenges, ensuring the team remains aligned.

Effective meetings focus on action items rather than lengthy discussions. Leaders who respect their team’s time set a positive tone for teamwork.

Examples

• Frequent team discussions helped navigate RISD’s strategy shifts.
• Keeping initial meetings brief emphasized productivity for new projects.
• Regular connection meetings have been shown to improve team cooperation.

7. Personal Sacrifice Builds Credibility

Leading with humility sometimes requires setting aside advantages that might alienate your team. When leaders show they are willing to sacrifice personal perks for the greater good, they earn lasting credibility.

During a financial crisis, Maeda chose not to use executive privileges like chauffeurs or exclusive dining clubs. Instead, he demonstrated solidarity with students and employees by minimizing those expenses. By aligning actions with beliefs, leaders foster loyalty and respect.

Examples

• Maeda declined unnecessary perks to keep his leadership image relatable.
• Transparent use of resources by leaders instills confidence in decisions.
• Employees are more committed when leaders visibly support team priorities.

8. Leaders Thrive When They Self-Reflect

Effective leadership stems from self-awareness. Leaders who take time to evaluate their decisions can better understand their impact on others. This reflection fosters emotionally intelligent leadership.

Maeda suggests asking how others perceive you and whether your actions align with your values. Consistently revisiting this internal dialogue ensures that leaders remain grounded and adaptable.

Self-aware leaders avoid repeating mistakes and create a trusting environment where their intentions are clear.

Examples

• Maeda regularly reflected on how his actions aligned with his principles.
• Encouraging feedback helped him address team concerns proactively.
• Adaptable leaders gain perspectives that strengthen decision-making.

9. Face-to-Face Connection is Irreplaceable

Even in the age of remote communication, face-to-face meetings remain essential. They create warmth, understanding, and deeper bonds between leaders and their teams. Moreover, in-person interactions reinforce sincerity in discussions.

For instance, Maeda built trust at RISD by personally meeting with employees and students whenever possible. While emails and video calls play a convenient role in communication, adding a personal touch—like his handwritten messages—bridges the gap created by digital barriers.

Personal interactions say more than words ever could.

Examples

• Maeda’s frequent campus visits energized students and staff.
• Handwritten notes added personal sincerity to his virtual communications.
• Direct conversations resolved workplace misunderstandings quickly.

Takeaways

1. Schedule regular team-building meetings and lead with warmth to maintain team cohesion.
2. Keep communication personal and relatable—examples clarify abstract ideas better than facts alone.
3. Focus on earning respect through humility, visible principles, and recognizing others' contributions.