Issue link: http://www.wacmagazine.com/i/1020464
SEPTEMBER / OCTOBER 2018 45 no walls. And there's no better teacher than Mother Nature. You recently spent some time at Harvard focused on balancing economic success with environmental sustainability. Can those two things really coexist? You can't have environ- mental sustainability without making sure that the economy is also strong. ey're not at cross-purposes; they can't be. At Harvard, I hosted nine study groups that focused on the different facets of our democracy and civil society needed to steward a future that's both economically successful, which is important for humans, and environmentally sustainable, which is important for humans and a lot of other critters, as well. How we achieve that future is essential to our survival. You graduated from UW and also previously served as a regent there. Now you're a Distinguished Fellow in the College of the Environment. What does that involve? e world operates in a horizontal and interdisciplinary way, yet academic institutions and the way we train young people tend to be siloed by discipline. e College of the Environment was created a decade ago to knock down some of these silos. My objective is to work horizontally, lecturing broadly and working with students and faculty, regardless of their field of study, to share real-world examples of how they can put their diverse skills to work in shaping a brighter future. We know you've led teams in business and the government, but you've also led mountain climbing teams. How does leadership on the mountain compare to leadership on the Hill? e key word is respect. As a leader, respect people, recognize that they have things to offer, listen to them, and shape your team in a way where everybody can bring their best game. Put a team of people together that brings a diversity of skill sets and perspectives that help make your decisions better—for the organization or the climbing team. It's also important that there's no ambiguity about who is the ultimate decision-maker. Clarity is important. To the extent that teams—whether they're a team on a mountain or a team in a work group—can collectively reach what they believe is the best decision, that's fabulous. But there comes a time when it's not easy to reach a collective decision. And then it's the leader's responsibility to take input, to respect different points of view, and to make a call. at's as true on a mountain as it is in a boardroom. What leadership lessons would you share with others? e importance of respecting people, listening to people, meeting them where they are, and figuring out what is the challenge that needs to be addressed. And then ask yourself: How can I bring the skill set that I have to address that chal- lenge? How can I be helpful? Also, be confident in what you are good at and recognize that there are things that you're not good at, and allow that to be OK, too. WAC members share additional insights on leadership. Here's what they said. Leif Johnson Co-Founder, Liberty Ridge Advisors Member since 2011 A great leader requires the unique blend of being people-centered, in- terested in listening, and bringing out insights and engagement from your team. Also, setting the vision for the goals ahead and facilitating buy-in to get there. Leadership