Sandra Sucher reading from Richard Rhodes’ The Making of the Atomic Bomb and discussing moral strength and leadership.
During the first phase of the pandemic I experimented with a type of online gathering, which I called Cocktails and Questions. After getting myself a cocktail, five people in my circle would gather, and we all had six minutes to reflect on a question I had sent them the day before; they would talk without interruption. The question I had sent was designed to provoke reflection, vulnerability, and insight. One of my favourite questions was this: What are you holding on to, and why? Woven into that question is the insight that once we’ve taken hold of something, we become committed to it, often to an extent that’s irrational, and one that no longer serves us. This applies to companies we love as well: it’s hard to let go of the brands we’re committed to.
Sandra Sucher is the Professor of Management Practice at Harvard Business School, and author of a new book: The Power of Trust: How Companies Build It, Lose It, Regain It. Smart companies use the power of trust to keep their customers committed to them. How? Here’s a hint: moral reasoning.
Sandra reads two pages from ‘The Making of the Atomic Bomb’ by Richard Rhodes. [reading begins at 13:20]
Hear us discuss:
- What it takes to nurture moral courage. [21:09]
- Navigating different morality: “Assume good intent.” [26:18]
- Refining your understanding of moral leadership. [27:57]
- Being a moral leader in a flawed system: “It’s always possible to be a moral leader.” [34:44]
- Welcoming moral leadership in an organisation. [36:07]
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Richard Rhodes | The Making of the Atomic Bomb
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