Today, we’re featuring an interview with Benne Hutson, the Director, Environmental and Deputy General Counsel for EnPro Industries, a global manufacturing company. Benne participates in Books@Work alongside leaders and staff from various departments in the corporate office. Together, the ongoing group has read and discussed over 15 short stories and counting.
When we asked Benne to share a little bit about his fellow Books@work participants, he said, “There were people from the legal department, internal audit, the payroll department, the tax department, the treasury department. So it was people that I would work with on a project every once in a while, but not on a day-to-day basis. Even if I worked with them regularly, I’m not sure I would’ve known them as a person in the way that you get to know them through Books@Work.”
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At Books@Work, we are daily witnesses to the power of conversation. As our own colleague Karen Nestor wrote earlier this year, good discussion is “an incubator for the kinds of innovative ideas that transform our lives” and allow us to reveal our truest selves. Walt Whitman once proclaimed in a poem, “I am large, I contain multitudes.” Conversation draws out the multitudes within us – and putting two texts into conversation can lead to even greater revelations.
In honor of Independence Day, we’re featuring two American poems in conversation: Walt Whitman’s “I Hear America Singing” and Langston Hughes’ poetic response “I, Too.” Whitman’s poem appeared in the iconic 1860 collection Leaves of Grass, and Hughes’ poem was published over 60 years later in The Weary Blues at the height of the Harlem Renaissance. Both poets provide their take on America. What does America mean to you?
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We are more than five years into the Books@Work journey and we learn so much from our participants, professors and partners as they share their personal and collective experiences with the program. But as we shape and evolve the program, certain themes persist – as if to remind us of how far we have come and how far we still have to go. We wrestle with one such theme often as we offer new books and stories to teams and groups: whether “liking” or “disliking” a particular text affects its ability to generate and support a rich and engaging discussion. In exploring this idea, we return to a post I wrote a few years ago on this very topic. In short, we at Books@Work want all of our participants to be enriched, inspired and transformed by a text and, more importantly, the discussion. We continue to believe that there are boundless learning opportunities in each and every text – even when it’s not your cup of tea.
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Happy Friday! We’ve compiled our favorite articles and essays from the last month for you to browse and enjoy over the weekend.
What makes a team exceed expectations? Brett Steenbarger, a professor of Psychiatry and Behavioral Sciences at SUNY Upstate Medical University, argues for three tested and research-driven strategies that enable teams to function at the highest level in creativity, innovation and productivity. In addition to “distraction-free concentration” and opportunities for mentorship, Steenbarger’s Forbes piece highlights the importance of psychological safety – for groups and individuals. So what does that look like?
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At the beginning of his popular book on collaboration, Adam Kahane repeats a joke he heard on his first trip to Cape Town. He writes that when faced with overwhelming problems, “we have two options: a practical option and a miraculous option. The practical option is for all of us to get down on our knees and pray for a band of angels to come down from heaven and solve our problems for us. The miraculous option is that we work things through together.”
While this joke has a humorous truth to it, it actually doesn’t require a miracle to work things through in business. Evidence shows that you can’t successfully solve problems through collaboration unless you have first prepared an ecology of mutual respect. Right now, summer gardens are bursting into color – but we must not forget that this growth is the result of nourishment and care. Successful collaboration in organizations may feel miraculous, but it comes out of a carefully-crafted environment that nurtures creative problem-solving. So how do we create that environment?
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Last week, we explored the purpose of poetry and examined three essential questions spurred by Megan Gillespie’s poem “Cheers.” Today, we’re thrilled to feature an interview with author, academic and literary critic Clare Morgan. Clare is the founder and director of Oxford University’s creative writing program and is the author of several books of fiction. Her book What Poetry Brings to Business examines the “deep but unexpected connections between business and poetry.” She recently facilitated a Books@Work session with HR leaders in the UK.
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Our blog post earlier this week explored the intersection of poetry and business. Today, we’re thrilled to feature a poem by poet, educator and Books@Work facilitator Megan Gillespie. Megan is Pennsylvania’s 2018 Montgomery County Poet Laureate, and her work has appeared in The Florida Review, New Delta Review and Cimarron Review. Her honors include fellowships from the Virginia Center for the Creative Arts, the Millay Colony for the Arts and Lector Writer’s and Performance Art Residency.
She currently works as a writing coach for the Wharton Communication Program, where she prepares students for communication challenges they’ll face as future business leaders. She recently facilitated Books@Work sessions with a group of leaders and staff at a large manufacturing company. As you read Megan’s poem “Cheers,” consider why we are so eager to ascribe meaning and order to the world.
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What can business leaders learn from poetry?
The utility of poetry – and of literature and the humanities in general – is under scrutiny on a near daily basis. As our executive director Ann Kowal Smith noted in a recent post, many universities across the country are proposing cuts to their humanities offerings; one University of Wisconsin campus proposed the near-total discontinuation of its English department. If university administrators and faculty struggle to see value in poetry, does it have a place in regular society – let alone the business world?
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The media is abuzz this week with Starbucks’ commitment to erase bias and foster inclusion within its ranks. This profoundly important step serves as a potent reminder that the majority of workplaces – even those that have begun to seriously address diversity – have not cracked the code on true inclusion. Sophisticated algorithms replace (flawed) human judgment to diversify hiring, and a wave of research on unconscious bias has created sufficient awareness to create pause before decision makers rush to judgment. Most companies would agree, however, that they have yet to find a good and scalable approach to create a culture of inclusion.
We designed Books@Work to help address this critical challenge. We define inclusion in the broadest sense: we encourage not only divergent gender, race and cultural perspectives, but also the unique belief-sets driven by our upbringing or the fact that we now are engineers, accountants, marketers or IT professionals. For Books@Work, inclusion is about creating and nurturing a culture that fosters mutual respect and invites the whole person to the table. But how exactly do we do that?
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