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Howard Gardner talks about thought leadership and 'good work'
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| Guest post by: Craig Badings |
Article Overview: Howard Gardner is the John H. and Elisabeth A.Hobbs Professor of Cognition and Education at the Harvard Graduate School of Education. He also holds positions as Adjunct Professor of Psychology at Harvard University and Senior Director of Harvard Project Zero. Among numerous honors, Gardner received a MacArthur Prize Fellowship in 1981. He has received honorary degrees from 26 colleges and universities. In 2005 and again in 2008, he was selected by Foreign Policy and Prospect magazines as one of the 100 most influential public intellectuals in the world. The author of 25 books translated into 28 languages, and several hundred articles, Gardner is best known in educational circles for his theory of multiple intelligences.
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Free Download - Your content will die if you don’t shift your paradigm By Craig Badings |
Howard Gardner talks about thought leadership and 'good work'
1. Howard, in the 1990s you investigated professional ethics, or what you and your colleagues termed 'good work'. Can you explain what 'good work' means for companies today?
"Colleagues and I are still investigating good work. As we now define it, GoodWork is Excellent technically; personally Engaging and meaningful; and carried out in an Ethical manner. We speak of the three Es, and of an intertwined ENA. As psychologists, our work focuses on the individual, but clearly the good work analysis can be extended to corporations as well. Also, when it comes to the treatment of work, I would add a fourth E-that individuals are treated equitably, and that the income and privilege ratio is not skewed too much in favor of senior management."
2. You have worked with many noted and pre-eminent psychologists, neurologists and others, what do you think has made some of them more successful than others in building a public profile and becoming known as a thought leader in their market?
"Two different routes:
- The outstanding quality of work, I would cite my close colleague Mihaly Csikszentmihalyi, and his ground breaking work on 'flow' or neuroscientist Giacomo Rizzolati,who discovered 'mirror neurons'
- The capacity to speak and write for a popular audience, and the willingness to go on television, travel, speak to general audiences, get a joke writer, hair stylist, etc. I'll let you come up with examples. Let me simply say that some scholars who achieve popular acclaim, like paleontologists Stephen Jay Gould or astronomer Carl Sagan, were also great scholars."
"Even if you begin as an indirect leader, writing for and addressing primarily scholarly audiences, it is crucial to pay attention to reactions. I have in mind both appropriate criticism of your scholarship AND suggestions about how better to present your materials. My presentations have changed as much, because of the reactions of popular audiences (including my own children) as they have been affected by scholarly colleagues who would never go on television or address a rotary club.
"I would add that there are certain things that I would not do, even if they were to give me more visibility. One of them is to appear on Fox television, which I do not consider to be a worthy outlet."
4. In building your thought leadership position around multiple intelligences, what has been your key differentiating factor/s and has there been one stand out tactic that has helped you achieve this?
"While I never anticipated it, the use of the word 'intelligence'; has been crucial. If I had spoken and written about seven or eight talents, gifts, faculties, my work would not have attracted comparable attention.
"Also, I have found it useful to employ a simple analogy: The standard solitary view of intelligence is like a single all purpose computer, which can work well or poorly; the multiple intelligence view posits a set of relatively independent computers-so, for example, one person might have a good music computer and a poor spatial computer or vice versa, while a second person might have a strong linguistic computer and a poor interpersonal computer, or vice versa,
"Over twenty-five years, I have been able both to deepen my own analysis of this work, and to present it in ways that are easy to understand while not being misleading. Every year I think that I improve both my understanding and my ability to communicate effectively-at least I hope so!"
5. What's your view on sharing content and ideas and from your experience, how far should a thought leader go in sharing this information?
"I don't really understand this question. I don't see why anyone should withhold information, so long as they are confident that what they are saying has some validity.
"When it comes to trade secrets, I suppose that is a different kind of problem. Ideas and thoughts are free and should be treated as such."
6. How would you define thought leadership?
"Thought leaders are individuals who develop ideas that have substance and validity and have some success in communicating these ideas to a relevant wider public. Some thought leaders do it primarily through their writings-see the Csikszentmihalyi and Rizzolati examples above-and others do it through a combination of writing, speaking, blogging, tweeting, etc."
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About the Author: Craig Badings RSS for Craig's articles - Visit Craig's website Craig Badings has spent the past 21 years consulting to small and large brands about their public relations challenges. He is a director of leading Sydney-based financial and corporate communications consultancy, Cannings. Cannings is a member of the ASX-listed, STW Group Ltd, Australias largest communications services group. In 2009 Craig published a book on thought leadership 'Brand Stand: seven steps to thought leadership'. He believes that thought leadership is an incredibly powerful yet underutilized communications tool which if correctly packaged can add tremendous value to your stakeholders and, in turn, your brand. He was a main board director South Africa's largest PR company, Simeka TWS Communications and a regional director of their Cape Town office. In 1999, he started Rainmaker Public Relations. After two years, Rainmaker was bought out by London-based PR multinational, Citigate and Craig headed up their PR division. One year before immigrating to Australia he was appointed managing director of Citigate�s Cape Town PR, advertising and design agencies. In 2003, he moved to Australia and joined the Gavin Anderson Melbourne office. In 2004 he started his own business and in 2005 joined one of the Ogilvy Public Relations Australian sub-brands, Savage & Partners in Sydney. Savage & Partners merged with Cannings in February 2009. Click here to visit Craig's website Thought leadership benefits |
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