He was known for his mind-bending illustrations, plainly-stated storytelling and brash responses to criticism. While Maurice Sendak was considered a colorful and controversial figure, his Where the Wild Things Are and Chicken Soup with Rice delighted and fascinated childhood readers for decades.
Sendak could have been in one of his own beloved works—an honest, bizarre and amazing character who saw the world through a vivid lens. He never patronized children through his storytelling, instead presented the world to be what it was: dark, hopeful, heart-breaking, mysterious, beautiful and tangled.
But did you know Sendak’s most well-known work could’ve been published with another name? Where the Wild Things Are was originally titled Where the Wild Horses Are. But, he couldn’t draw horses, so the title of the book changed and the “things” that ended up in the story were inspired by Sendak’s immigrant relatives. (He drew the “things” the way he saw his relatives when he was a child.)
We appreciate the great work of Moms. We loved this touching video about moms and their future Olympians that Proctor & Gamble released as a precursor to the London Games this August. Being a mom is the hardest job in the world but the best job in the world.
As the proud designers and creators of the U.S. Olympic and Paralympic Team rings since 2000, we know that only moms have what it takes to raise an Olympian. We’re happy to recognize achievement of Olympic proportions.
UPDATE: Proctor & Gamble is also issuing $1,000 Visa cards to all moms of Olympic and Paralympic athletes to help offset the travel costs to London to see their son or daughter compete in August. Does it get any cooler than that?
What does it take to transform an iconic company on the verge of bankruptcy? Visionary leadership. Ford Motor Company CEO Alan Mulally used it to move his company forward.
In November 2008, Ford was in desperate need of a lifeline. He joined executives from Chrysler and GM on Capitol Hill, testifying before Congress about the predicted collapse of the U.S. auto industry. It was in definite need of help, and the “Big Three” automakers hoped government assistance would keep the industry from folding during the greatest economic decline since the Great Depression.
When Mulally returned to Michigan following testimony in Washington, D.C., he made a decision: Ford would go it alone. The company used existing assets to get bank loans and made tough changes necessary to not only to survive the Great Recession, but to make a comeback.
How did he do it? He took some big risks and conquered the big obstacles to get the company back in the fast lane:
How one manufacturing executive brought about a radically new system that empowered employees and led to industry acclaim.
At the end of 2011, O.C. Tanner will say goodbye to a man who has had an astounding impact on the company. Harold Simons, Executive Vice President of Supply Chain, will retire after 16 years with the company and a 38 year career. Harold’s legacy? Creating a world class supply chain at an American manufacturer to cost-effectively and efficiently produce awards of the highest quality. Most importantly, he was able to complete this transformation by adhering to the twin values of respect for people and continuous improvement.
I had the chance to hear New York Times columnist David Brooks regale the audience gathered in Sun Valley this past August for the annual Writers Conference with thoughts from his latest book, The Social Animal. Brooks is a funny guy, and a rigorous conservative thinker too. Which is why wading into squishy territory like emotions, character, and virtue is, as his wife describes it, “a little like Gandhi writing a book about gluttony.”
After years of parenting, I’ve learned to never be surprised by choices my children make. But recently my middle daughter, Jill, announced that she and three friends were forming a team to participate in a Mud Run. Mud runs, I learned, consist of a Marine Corps-like obstacle course in which participants run, crawl under swinging logs, and climb over ten-feet-tall solid wood walls—in the mud.
Teamwork, training and physical strength is required as the directors of this “fun” event create a river of mud so deep you can’t touch the bottom. Climbing over the wall after your body is covered in mud sounded difficult. Swimming through a river of mud sounded even worse.
With the news of Steve Jobs recent retirement making headlines, I thought back to times in my career when I’ve experienced leadership changes and how difficult that can be for the current employees. On a team level, those changes can significantly affect employee retention when a new leader takes the helm.
At some point, most of us have faced organizational culture changes. Imagine you’re the one stepping in to fill those shoes; do you charge forth and establish your leadership by laying out a brand new course? Do you rely on all the wisdom and skills you’ve gained from your past experiences? Do you take a crash course in leadership?
Or, do you do what my boss did years ago?
