當(dāng)萊斯大學(xué)(Rice University)多爾新領(lǐng)導(dǎo)研究所(Doerr Institute for New Leaders)的主任湯姆?科爾迪茨問瑪麗?納托利愿不愿意接受領(lǐng)導(dǎo)力培訓(xùn)時(shí),,她頗為吃驚?,旣愂侨R斯大學(xué)自行車和鐵人三項(xiàng)俱樂部的新主席,剛剛組織了一場(chǎng)示威活動(dòng),,呼吁有關(guān)部門改善學(xué)校周邊一個(gè)危險(xiǎn)十字路口的安全狀況,。最近,一名博士后的妻子在那里騎車時(shí)不幸喪生,?!斑@是我第一次組織這種活動(dòng),?!彼f,“但最后有很多人參與,,新聞媒體也進(jìn)行了大量報(bào)道,。”
這也是促使科爾迪茨為納托利提供培訓(xùn)機(jī)會(huì)的原因,。如果萊斯大學(xué)有學(xué)生為了某項(xiàng)事業(yè)開始展開行動(dòng),,多爾研究所通常會(huì)聯(lián)系他們,問他們是否需要專業(yè)的領(lǐng)導(dǎo)力教練,?!拔覀儾惶诤跛麄兊氖聵I(yè)是什么,。”科爾迪茨說,,“可以是‘大學(xué)共和黨’(the College Republicans),,也可以是‘黑人的命也是命’(Black Lives Matter)?!薄獏⒓舆@兩個(gè)運(yùn)動(dòng)的學(xué)生都接受過培訓(xùn),,“幾乎任何事業(yè)都可以。對(duì)我們來說,,重點(diǎn)是培養(yǎng)卓越的領(lǐng)導(dǎo)者,。”活動(dòng)分子大有前途,,因?yàn)椤八麄兌紝?duì)自己的事業(yè)充滿激情,,更好培訓(xùn)?!?/font>
尤其是在這個(gè)全世界都迫切需要優(yōu)秀領(lǐng)導(dǎo)力的時(shí)候,,多爾研究所的工作更值得關(guān)注,。美國(guó)大學(xué)里,它顯然是獨(dú)一無二的,,這是一個(gè)不依附于商學(xué)院或任何特定院系的領(lǐng)導(dǎo)力組織,,為所有學(xué)生提供免費(fèi)服務(wù)。教練都是休斯頓地區(qū)經(jīng)過認(rèn)證的專業(yè)人士,,他們的合作對(duì)象可能也包括??松‥xxon)或殼牌(Shell)的高管?!拔覀儚牟徽f不,。”科爾迪茨說,?!熬退阄覀冇?00名學(xué)生,我們也會(huì)找到教練,,給他們培訓(xùn),。”
研究所是曾經(jīng)在早期投資過亞馬遜(Amazon),、谷歌(Google)和其他一些科技巨頭的硅谷傳奇風(fēng)投家約翰?多爾和他妻子安的想法,,他們都在萊斯大學(xué)讀了電子工程的本科和研究生。其中一部分原因是想給母校提供幫助,。安說:“萊斯大學(xué)畢業(yè)生擔(dān)任公司領(lǐng)導(dǎo)的并不多,?!钡麄兺瑫r(shí)也在關(guān)注一個(gè)更大的問題。安說,,在硅谷,,“領(lǐng)導(dǎo)能力匱乏是企業(yè)發(fā)展面臨的一個(gè)重要問題?!币虼?,他們給萊斯大學(xué)捐了5000萬美元(這是該校收到的最大一筆捐贈(zèng)),開展領(lǐng)導(dǎo)力培養(yǎng)項(xiàng)目,。
杜爾夫婦找的獵頭公司推薦了科爾迪茨當(dāng)項(xiàng)目主任,,他是一位退休的陸軍準(zhǔn)將,擁有心理學(xué)博士學(xué)位,,曾經(jīng)在西點(diǎn)軍校負(fù)責(zé)領(lǐng)導(dǎo)力培養(yǎng)的研究和教學(xué)工作,。后來,他去了耶魯大學(xué)管理學(xué)院負(fù)責(zé)領(lǐng)導(dǎo)力培養(yǎng)項(xiàng)目,。
約翰?多爾寫了一本書,名叫《衡量什么是重要的》(Measure What Matters),,所以也就不奇怪多爾研究所為什么會(huì)沉迷于衡量項(xiàng)目的培訓(xùn)結(jié)果,。“湯姆總是想弄明白他做的事成沒成功,?!卑舶?多爾說?!八麜?huì)不斷衡量,、檢驗(yàn)自己在做的事?!泵恳粋€(gè)萊斯大學(xué)的新生都要填寫領(lǐng)導(dǎo)力調(diào)查問卷(這是衡量領(lǐng)導(dǎo)力的常用方法),,等到畢業(yè)時(shí)還要再填一遍,。
參與了研究所項(xiàng)目的畢業(yè)生的分?jǐn)?shù)往往會(huì)翻倍,。但是其他學(xué)生“根本沒有提高”,科爾迪茨說,。其他學(xué)校的結(jié)果也差不多,?!昂芏鄬W(xué)校在使命宣言中都會(huì)提到領(lǐng)導(dǎo)力,但它們什么都沒有做,。從這可以看出,,對(duì)每年招聘220萬大學(xué)畢業(yè)生的美國(guó)公司而言,領(lǐng)導(dǎo)能力有多糟糕,。沒有公司想招一個(gè)只有高中生領(lǐng)導(dǎo)才能的大學(xué)畢業(yè)生?!?
研究所不強(qiáng)迫學(xué)生參加領(lǐng)導(dǎo)力培訓(xùn),;只有30%到40%的學(xué)生會(huì)接受培訓(xùn)。即便是研究所主動(dòng)聯(lián)系的活動(dòng)分子,,也不是每個(gè)人都欣然應(yīng)允,。部分原因是大多數(shù)學(xué)生不知道這是一種什么培訓(xùn),也不完全明白這是免費(fèi)服務(wù),。納托利回憶道:“我聽說過領(lǐng)導(dǎo)力培訓(xùn),,但當(dāng)時(shí)我覺得我沒有時(shí)間干這個(gè)?!碑?dāng)機(jī)會(huì)擺在我面前時(shí),,“我心里想的是,你想從我這里得到什么,?結(jié)果證明,,真的只是為了我好?!?
另一名學(xué)生蒂姆?哈里森弄在明白了培訓(xùn)是怎么回事后也報(bào)名了,。“我聽說過有培訓(xùn),,但一開始我并不知道是什么培訓(xùn),。”他說,,“但在我做功課的過程中,,越來越覺得,‘哇,,他們免費(fèi)提供培訓(xùn),。對(duì)我來說,想都不用想我就決定要參加,?!?
尤其是上了大四,,能接受教練的培訓(xùn)讓他格外高興。除了上課之外,,“我還是一級(jí)學(xué)生運(yùn)動(dòng)員”——籃球前鋒——“我還出任了黑人男性領(lǐng)導(dǎo)力倡議(Black Male Leadership Initiative)的主席,,還在網(wǎng)上有一攤生意(家具翻新)?!彼庾R(shí)到,,“與其幻想事情能變簡(jiǎn)單,,還不如希望自己變得更好?!痹谶@一點(diǎn)上,“我真的很依賴我的領(lǐng)導(dǎo)力教練,。”哈里森今年5月畢業(yè),,獲得了心理學(xué)學(xué)位,,秋天將去埃森哲工作。
該研究所成立四年來,,總結(jié)出了一些道理,。“活動(dòng)分子生活中基本上從來沒有在任何事情上失敗過,,但他們需要幫助,。”科爾迪茨說,,“很多人都有冒名頂替綜合癥”——長(zhǎng)期自我懷疑,,“對(duì)失敗非常恐懼,?!?
此外,許多人,,有學(xué)生也有其他人,,都很難理解研究所的運(yùn)作模式,盡管其實(shí)非常簡(jiǎn)單,?!拔覀儼褜W(xué)生當(dāng)成客戶。”科爾迪茨說,。“他們才是掌舵者,。我們不會(huì)告訴學(xué)生他們需要學(xué)什么,。我們會(huì)問他們的目標(biāo)是什么,我們能怎么幫助他們,?!痹谥車际菣?quán)威人士的大學(xué)環(huán)境中,這種方式會(huì)讓人暈頭轉(zhuǎn)向,?!巴诘谝淮斡?xùn)練結(jié)束后,他們會(huì)問教練:‘我做得怎么樣,?’我們會(huì)說:‘你還沒有明白,,你才是老板?!?
蒂姆?哈里森正在接受由科爾迪茨提供的領(lǐng)導(dǎo)力培訓(xùn)師的認(rèn)證課程,,后者正在籌備一個(gè)以培訓(xùn)為基礎(chǔ)的非營(yíng)利組織。兩年前,,瑪麗?納托利在那個(gè)危險(xiǎn)的十字路口組織了示威,。兩年后,她說:“這不完全是我的功勞,。很多團(tuán)隊(duì)都付出了巨大努力,。但是,由于人們大量采取行動(dòng),,呼吁提升安全,,這個(gè)十字路口剛剛完成了一項(xiàng)耗資100萬美元的修繕項(xiàng)目,配上了各種各樣新的安全設(shè)施,?!苯衲?月,她獲得了生物工程博士學(xué)位,,現(xiàn)在是博士后,,帶領(lǐng)團(tuán)隊(duì)開發(fā)新冠病毒即時(shí)診斷。她說:“多爾研究所的輔導(dǎo)給我今天的工作帶來了很大幫助,?!?
多爾和科爾迪茨希望看到更多這樣的成功故事?!拔覀円恢毕M芯克艹蔀橐粋€(gè)測(cè)試案例,,促使其他大學(xué)思考自己在領(lǐng)導(dǎo)力培訓(xùn)中的角色。”安?多爾說,??茽柕洗恼趲椭突虒W(xué)促進(jìn)基金會(huì)(Carnegie Foundation for the Advancement of Teaching)為滿足領(lǐng)導(dǎo)力教育特定標(biāo)準(zhǔn)的學(xué)院和大學(xué)設(shè)立一個(gè)特別項(xiàng)目?!斑@將帶來很多變化,。”他說,,還能激勵(lì)各所學(xué)校在那些令人振奮的使命宣言背后采取實(shí)質(zhì)性動(dòng)作,。
他說:“我們想把我們學(xué)到的東西都推廣出去,送出去,,這樣其他大學(xué)就可以改變自己在領(lǐng)導(dǎo)力培養(yǎng)領(lǐng)域的態(tài)度,。”學(xué)生們對(duì)此顯然很有熱情,,但學(xué)校能否抓住這個(gè)機(jī)會(huì)還有待觀察,。(財(cái)富中文網(wǎng))
譯者:Feb
當(dāng)萊斯大學(xué)(Rice University)多爾新領(lǐng)導(dǎo)研究所(Doerr Institute for New Leaders)的主任湯姆?科爾迪茨問瑪麗?納托利愿不愿意接受領(lǐng)導(dǎo)力培訓(xùn)時(shí),她頗為吃驚?,旣愂侨R斯大學(xué)自行車和鐵人三項(xiàng)俱樂部的新主席,,剛剛組織了一場(chǎng)示威活動(dòng),呼吁有關(guān)部門改善學(xué)校周邊一個(gè)危險(xiǎn)十字路口的安全狀況,。最近,,一名博士后的妻子在那里騎車時(shí)不幸喪生?!斑@是我第一次組織這種活動(dòng),。”她說,,“但最后有很多人參與,,新聞媒體也進(jìn)行了大量報(bào)道?!?
這也是促使科爾迪茨為納托利提供培訓(xùn)機(jī)會(huì)的原因,。如果萊斯大學(xué)有學(xué)生為了某項(xiàng)事業(yè)開始展開行動(dòng),多爾研究所通常會(huì)聯(lián)系他們,,問他們是否需要專業(yè)的領(lǐng)導(dǎo)力教練,。“我們不太在乎他們的事業(yè)是什么,?!笨茽柕洗恼f,“可以是‘大學(xué)共和黨’(the College Republicans),,也可以是‘黑人的命也是命’(Black Lives Matter),?!薄獏⒓舆@兩個(gè)運(yùn)動(dòng)的學(xué)生都接受過培訓(xùn),“幾乎任何事業(yè)都可以,。對(duì)我們來說,,重點(diǎn)是培養(yǎng)卓越的領(lǐng)導(dǎo)者?!被顒?dòng)分子大有前途,,因?yàn)椤八麄兌紝?duì)自己的事業(yè)充滿激情,更好培訓(xùn),?!?
尤其是在這個(gè)全世界都迫切需要優(yōu)秀領(lǐng)導(dǎo)力的時(shí)候,,多爾研究所的工作更值得關(guān)注,。美國(guó)大學(xué)里,它顯然是獨(dú)一無二的,,這是一個(gè)不依附于商學(xué)院或任何特定院系的領(lǐng)導(dǎo)力組織,,為所有學(xué)生提供免費(fèi)服務(wù)。教練都是休斯頓地區(qū)經(jīng)過認(rèn)證的專業(yè)人士,,他們的合作對(duì)象可能也包括??松‥xxon)或殼牌(Shell)的高管?!拔覀儚牟徽f不,。”科爾迪茨說,?!熬退阄覀冇?00名學(xué)生,我們也會(huì)找到教練,,給他們培訓(xùn),。”
研究所是曾經(jīng)在早期投資過亞馬遜(Amazon),、谷歌(Google)和其他一些科技巨頭的硅谷傳奇風(fēng)投家約翰?多爾和他妻子安的想法,,他們都在萊斯大學(xué)讀了電子工程的本科和研究生。其中一部分原因是想給母校提供幫助,。安說:“萊斯大學(xué)畢業(yè)生擔(dān)任公司領(lǐng)導(dǎo)的并不多,。”但他們同時(shí)也在關(guān)注一個(gè)更大的問題,。安說,,在硅谷,“領(lǐng)導(dǎo)能力匱乏是企業(yè)發(fā)展面臨的一個(gè)重要問題,?!币虼耍麄兘o萊斯大學(xué)捐了5000萬美元(這是該校收到的最大一筆捐贈(zèng)),開展領(lǐng)導(dǎo)力培養(yǎng)項(xiàng)目,。
杜爾夫婦找的獵頭公司推薦了科爾迪茨當(dāng)項(xiàng)目主任,,他是一位退休的陸軍準(zhǔn)將,擁有心理學(xué)博士學(xué)位,,曾經(jīng)在西點(diǎn)軍校負(fù)責(zé)領(lǐng)導(dǎo)力培養(yǎng)的研究和教學(xué)工作,。后來,他去了耶魯大學(xué)管理學(xué)院負(fù)責(zé)領(lǐng)導(dǎo)力培養(yǎng)項(xiàng)目,。
約翰?多爾寫了一本書,,名叫《衡量什么是重要的》(Measure What Matters),所以也就不奇怪多爾研究所為什么會(huì)沉迷于衡量項(xiàng)目的培訓(xùn)結(jié)果,?!皽房偸窍肱靼姿龅氖鲁蓻]成功?!卑舶?多爾說,。“他會(huì)不斷衡量,、檢驗(yàn)自己在做的事,。”每一個(gè)萊斯大學(xué)的新生都要填寫領(lǐng)導(dǎo)力調(diào)查問卷(這是衡量領(lǐng)導(dǎo)力的常用方法),,等到畢業(yè)時(shí)還要再填一遍,。
參與了研究所項(xiàng)目的畢業(yè)生的分?jǐn)?shù)往往會(huì)翻倍。但是其他學(xué)生“根本沒有提高”,,科爾迪茨說,。其他學(xué)校的結(jié)果也差不多?!昂芏鄬W(xué)校在使命宣言中都會(huì)提到領(lǐng)導(dǎo)力,,但它們什么都沒有做。從這可以看出,,對(duì)每年招聘220萬大學(xué)畢業(yè)生的美國(guó)公司而言,,領(lǐng)導(dǎo)能力有多糟糕。沒有公司想招一個(gè)只有高中生領(lǐng)導(dǎo)才能的大學(xué)畢業(yè)生,?!?
研究所不強(qiáng)迫學(xué)生參加領(lǐng)導(dǎo)力培訓(xùn);只有30%到40%的學(xué)生會(huì)接受培訓(xùn),。即便是研究所主動(dòng)聯(lián)系的活動(dòng)分子,,也不是每個(gè)人都欣然應(yīng)允。部分原因是大多數(shù)學(xué)生不知道這是一種什么培訓(xùn),,也不完全明白這是免費(fèi)服務(wù),。納托利回憶道:“我聽說過領(lǐng)導(dǎo)力培訓(xùn),,但當(dāng)時(shí)我覺得我沒有時(shí)間干這個(gè)?!碑?dāng)機(jī)會(huì)擺在我面前時(shí),,“我心里想的是,你想從我這里得到什么,?結(jié)果證明,,真的只是為了我好?!?
另一名學(xué)生蒂姆?哈里森弄在明白了培訓(xùn)是怎么回事后也報(bào)名了,。“我聽說過有培訓(xùn),,但一開始我并不知道是什么培訓(xùn),。”他說,,“但在我做功課的過程中,,越來越覺得,,‘哇,,他們免費(fèi)提供培訓(xùn)。對(duì)我來說,,想都不用想我就決定要參加,。’”
尤其是上了大四,,能接受教練的培訓(xùn)讓他格外高興,。除了上課之外,“我還是一級(jí)學(xué)生運(yùn)動(dòng)員”——籃球前鋒——“我還出任了黑人男性領(lǐng)導(dǎo)力倡議(Black Male Leadership Initiative)的主席,,還在網(wǎng)上有一攤生意(家具翻新),。”他意識(shí)到,,“與其幻想事情能變簡(jiǎn)單,,還不如希望自己變得更好?!痹谶@一點(diǎn)上,,“我真的很依賴我的領(lǐng)導(dǎo)力教練?!惫锷衲?月畢業(yè),,獲得了心理學(xué)學(xué)位,秋天將去埃森哲工作,。
該研究所成立四年來,,總結(jié)出了一些道理,。“活動(dòng)分子生活中基本上從來沒有在任何事情上失敗過,,但他們需要幫助,。”科爾迪茲說,,“很多人都有冒名頂替綜合癥”——長(zhǎng)期自我懷疑,,“對(duì)失敗非常恐懼,?!?
此外,許多人,,有學(xué)生也有其他人,,都很難理解研究所的運(yùn)作模式,盡管其實(shí)非常簡(jiǎn)單,?!拔覀儼褜W(xué)生當(dāng)成客戶?!笨茽柕洗恼f,。“他們才是掌舵者,。我們不會(huì)告訴學(xué)生他們需要學(xué)什么,。我們會(huì)問他們的目標(biāo)是什么,我們能怎么幫助他們,?!痹谥車际菣?quán)威人士的大學(xué)環(huán)境中,這種方式會(huì)讓人暈頭轉(zhuǎn)向,?!巴诘谝淮斡?xùn)練結(jié)束后,他們會(huì)問教練:‘我做得怎么樣,?’我們會(huì)說:‘你還沒有明白,,你才是老板?!?
蒂姆?哈里森正在接受由科爾迪茲提供的領(lǐng)導(dǎo)力培訓(xùn)師的認(rèn)證課程,,后者正在籌備一個(gè)以培訓(xùn)為基礎(chǔ)的非營(yíng)利組織。兩年前,,瑪麗?納托利在那個(gè)危險(xiǎn)的十字路口組織了示威,。兩年后,她說:“這不完全是我的功勞,。很多團(tuán)隊(duì)都付出了巨大努力,。但是,,由于人們大量采取行動(dòng),呼吁提升安全,,這個(gè)十字路口剛剛完成了一項(xiàng)耗資100萬美元的修繕項(xiàng)目,,配上了各種各樣新的安全設(shè)施?!苯衲?月,,她獲得了生物工程博士學(xué)位,現(xiàn)在是博士后,,帶領(lǐng)團(tuán)隊(duì)開發(fā)新冠病毒即時(shí)診斷,。她說:“多爾研究所的輔導(dǎo)給我今天的工作帶來了很大幫助?!?
多爾和科爾迪茨希望看到更多這樣的成功故事,。“我們一直希望研究所能成為一個(gè)測(cè)試案例,,促使其他大學(xué)思考自己在領(lǐng)導(dǎo)力培訓(xùn)中的角色,。”安?多爾說,??茽柕洗恼趲椭突虒W(xué)促進(jìn)基金會(huì)(Carnegie Foundation for the Advancement of Teaching)為滿足領(lǐng)導(dǎo)力教育特定標(biāo)準(zhǔn)的學(xué)院和大學(xué)設(shè)立一個(gè)特別項(xiàng)目。他說:“這將帶來很多變化,?!彼f,,還能激勵(lì)各所學(xué)校在那些令人振奮的使命宣言背后采取實(shí)質(zhì)性動(dòng)作,。
他說:“我們想把我們學(xué)到的東西都推廣出去,送出去,,這樣其他大學(xué)就可以改變自己在領(lǐng)導(dǎo)力培養(yǎng)領(lǐng)域的態(tài)度,。”學(xué)生們對(duì)此顯然很有熱情,,但學(xué)校能否抓住這個(gè)機(jī)會(huì)還有待觀察,。(財(cái)富中文網(wǎng))
譯者:Feb
Mary Natoli was surprised when Tom Kolditz, director of Rice University’s Doerr Institute for New Leaders, asked if she would like leadership coaching. She was the new president of Rice’s Cycling and Triathlon Club and had recently organized a demonstration to improve safety at a dangerous intersection near the campus; the wife of a postdoctoral student had recently been killed there while cycling. “It was the first time I had done something like that,” she recalls, “but it ended up getting a lot of news coverage and a lot of attendees.”
That’s what prompted Kolditz to offer coaching to Natoli. When Rice students step forward to take action for a cause, the Doerr Institute generally contacts them to ask if they’d like a professional leadership coach. “We don’t care that much about what their cause is,” says Kolditz. “It could be the College Republicans or Black Lives Matter”—both of which have received coaching—“or almost anything else. For us it’s about producing incredible leaders.” Activists are especially promising because “they’re all passionate about their cause, which makes them easy to train.”
At a time when the world is crying out for leadership, the Doerr Institute merits attention. It’s apparently unique in the world of U.S. universities, a leadership organization untethered to the business school or any specific department, offering services free of charge to all students. The coaches are certified professionals in the Houston area who might also be working with Exxon or Shell executives. “We never say no,” says Kolditz. “If we have 500 students, we find the coaches and we do it.”
The institute was the idea of legendary Silicon Valley venture capitalist John Doerr, who backed Amazon, Google, and other tech colossi in their early days, and his wife, Ann, both of whom hold bachelor’s and master’s degrees in electrical engineering from Rice. Partly they wanted to help their alma mater. “There are not that many companies being led by Rice graduates,” Ann notes. But they also focused on a larger problem. In Silicon Valley, “one of the things that’s an issue for companies to grow is just leadership capacity and the lack thereof,” she says. So they gave Rice $50 million, the largest gift the school has ever received, to establish a leadership development program.
A headhunter the Doerrs engaged to find the program’s director recommended Kolditz, a retired Army brigadier general with a Ph.D. in psychology who oversaw research and teaching of leadership development at West Point. He later directed the leadership development program at the Yale School of Management.
John Doerr wrote a book called Measure What Matters, so it’s no surprise that the Doerr Institute measures its results obsessively. “Tom is always trying to understand if he’s doing something that's successful,” says Ann Doerr. “He's always measuring and testing what he's doing.” Every new Rice student completes a leadership identity questionnaire, a widely used measure of leadership capacity, and completes it again at graduation.
Those who work with the institute typically double their score. But the rest “don’t improve at all,” says Kolditz. Results at other schools are similar. “Most schools have something about leadership in their mission statements, but they don’t do anything. It underscores how dismal leadership is for companies that are hiring 2.2 million college grads every year. No company wants to hire a college graduate with high school leadership skills.”
The institute doesn’t require anyone to use its services; 30% to 40% of students do so. Even the activists whom the institute contacts don’t always say yes. That’s partly because most students have no idea what this kind of coaching is and don’t fully understand that it’s a free service. “I had heard of the leadership coaching, but I thought it was something I didn’t have time for,” Natoli recalls. When offered the opportunity, “I was like, what do you want from me? And it turned out it was really just for my benefit.”
Another student, Tim Harrison, signed up once he understood the deal. “I’d heard there was coaching, and at first I didn’t really know what coaching was,” he says. “But the more I looked into it, I was like, 'Wow, they’re offering this for free. For me it was an absolute no-brainer.’”
He was especially glad to have a coach when he entered his senior year. In addition to classes, “I was a Division 1 student athlete”—basketball, a forward—“and I became president of the Black Male Leadership Initiative, and I was running an online business [flipping furniture].” He realized that “instead of wishing it was easier, I’ve got to wish I was better.” For that, “I really relied on my leadership coach.” Harrison graduated in May with a psychology degree and will go to work for Accenture in the fall.
The institute has learned a few things in its four years of existence. “The activists have typically never failed at anything in their lives, yet they want some help,” says Kolditz. “We have to manage a lot of impostor syndrome”—chronic self-doubt—“and fear of failure.”
In addition, many people, both students and others, struggle to grasp the institute’s operating model, simple though it is. “We treat students like clients,” Kolditz says. “They’re in the driver’s seat. We don’t tell students what they need to learn. We ask what their goals are and how we can help.” That’s disorienting in a university setting where authority figures surround students. “After their first session, they often turn to the coach and say, ‘How’d I do?’ We say, ‘You don’t get it yet—you’re the boss.’”
Tim Harrison is in the process of being certified as a leadership coach and is being coached by Kolditz as he develops a coaching-based nonprofit. Two years after Mary Natoli held her demonstration at the dangerous intersection, she says, “It’s not entirely due to me at all. It was a huge effort with a lot of groups. But as a result of a number of actions and people advocating for safety, the intersection is just finishing up a $1 million improvement project with all kinds of new safety features.” She got her Ph.D. in bioengineering in May and is now in a postdoctorate role coleading a team developing a point-of-care COVID diagnostic. She says, “The Doerr Institute coaching is really helping me now.”
The Doerrs and Kolditz want more such success stories. “We always wanted this to be a test case for other universities to think about their role in leadership training,” says Ann Doerr. Kolditz is helping the Carnegie Foundation for the Advancement of Teaching create a designation for colleges and universities that meet certain criteria for leadership education. “It’s going to cause a lot of change,” he says, incentivizing schools to put substance behind those uplifting mission statements.
“We want to give away everything we’ve learned, just give it away so other universities can improve their posture with respect to leader development,” he says. The passion among students is certainly there. Whether schools will seize the opportunity remains to be seen.