Creating Value by Learning, Failing, Conquering: Part I

I often hear students complain that school doesn’t teach them things they need in real life. At Harvard, my experience has taught me that a lot, probably even a majority, of learning takes place outside the classroom, especially in extracurricular activities.

Scott Adams, the creator of the “Dilbert” comic strip, learned about entrepreneurship not in his courses, but in other ways, as he explains in a Wall Street Journal essay “How to Get a Real Education.” From Adams’ experiences, we can all learn a few lessons about entrepreneurship and leadership.

Bob McDonald told LIHC in March (P&G CEO Bob McDonald Discusses Values-Based Leadership), “The most important job [of a leader] is putting people in the right job.” This important lesson for leaders is illustrated in Adams’ story about The Coffee House in which he fires the bartender and immediately rehires him as the manager. Leaders must be aware of their team members’ strengths and weaknesses and place them in positions that suit their abilities.

Another important skill for a leader is getting the buy-in of others. People feel the greatest investment in helping a project succeed if they feel ownership over it. Adams knew this and that is why he held a meeting to create his dorm’s constitution. While his method was questionable, the anecdote still shows that getting the buy-in of others is a crucial element for the success of leaders.

Adams demonstrates strength as an entrepreneur and leader by finding ways to sidestep or surmount the obstacles he encounters, instead of just thinking of them as steadfast and insurmountable. For example, when he was faced with bureaucratic obstacles in reserving gym space, he creatively maneuvered to make the rules work for him and not against him.

In tomorrow’s segment, I will briefly analyze the lessons Adams provides for aspiring entrepreneurs.

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1 Response to Creating Value by Learning, Failing, Conquering: Part I

  1. Pingback: Creating Value by Learning, Failing, Conquering: Part II | The Leadership Institute at Harvard College

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