Harvard Business School

Transcript

You know,  as I think about my time here,  and I've had such an eclectic time,  in some respects,  of being a student,  and then being on the administration,  and wearing lots of different hats in different time periods.  Working with John McArthur,  and Kim Clark,  and Jay Light,  I mean, extraordinary leaders.  I mean,  just an absolute privilege to be able to work with those individuals as they were kind of charting the course of,  you know,  of the school.  But what I've always seen has been a tremendous consistency in the sense of community.  That this place is a team sport.  And people come together on—I mean,   whether it's teaching groups,  or it's working on a specific project.  But people come together to puzzle through almost like—it's like watching the case method in action,   to be quite honest with you.  But they puzzle over problems,  trying to figure out what they're going to do.  And so no detail's too small.  No problem is too big to try to take on.  But people don't do it by themselves.  They figure out how to make that work together.  

And so I think that that's kind of at the heart of like what makes this place really special.  And the other piece I think that just makes it really special is people want to do a really good job.   What's taught is how to make organizations better,  and how to improve service,  and how to have,  you know,  all the—and I've kind of come to see that this place takes that to heart.  That we've got to—we've got to walk the talk.   And so it just kind of ends up culturally permeating a lot of the ways that we go about our work.