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Personal growth: what does Mark Zuckerberg’s desk tell us? April 11, 2017

Posted by Dennis Mellersh in Leadership.
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And also from a personal development perspective, what do Elon Musk, Thomas Edison, Mark Zuckerberg, and Thomas Jefferson have in common?

Answer: Each of them is associated with an interesting desk or workspace.

A whimsical article in Quartz, written by Lois Farfel Stark, looks at how a desk can reflect the mind and personal style of the person using the desk.

“Desks have long been the home of the mind: an intimate space where you figure out what you think…there are plenty of examples of important pioneers and thought leaders who embraced unusual workspace arrangements,” the article says.

The article discusses the desks and/or workspaces of:

Elon Musk – Entrepreneur and innovative engineer

Thomas Edison – Inventor extraordinaire

Mark Zuckerberg – Facebook

Thomas Jefferson – Principal author of the Declaration of Independence and third president of the United States of America

The article has a photograph of each of their desks and also includes background on each individual.

Here’s a link to the article:


Personal development: Evaluating non-traditional leadership criteria March 8, 2014

Posted by Dennis Mellersh in Concept of personal development, Leadership.
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If developing the attribute or character trait of leadership capability or potential is part of your personal growth program, you may be pursuing that goal from an overly traditional viewpoint.

Particularly in a business setting, the requirement for demonstrating leadership capability may often be limited to a number of perhaps stereotyped and oversimplified traditional criteria.

Criteria that may be out of sync with the qualities of leadership required in today’s fast-evolving (even revolutionary) world of interpersonal relations.

In an article by Thomas L. Friedman in the New York Times International Weekly edition, titled: “How to Get a Job at Google”, the author discusses Google’s hiring criteria. One of the criteria is leadership.

Friedman interviewed Laszlo Bock, the senior vice president of people operations for Google. Bock emphasized that Google is particularly interested in emergent leadership as opposed to “traditional” leadership:

“Traditional leadership is, were you president of the chess club? Were you vice president of sales? How quickly did you get there? We don’t care. What we care about is, when faced with a problem and you’re a member of a team, do you, at the appropriate time, step in and lead. And just as critically, do you step back and stop leading, do you let someone else? Because what’s critical to be an effective leader in this environment is you have to be willing to relinquish power,” Bock says.

Something to think about.