Adam Galinsky

One is to present your university in an optimal way, right, positive way. But two is to make the people that are visiting feel excited and valued and respected. And so Harvard lost the vision, right? The vision isn't to be realistic, right? The vision is to create a sense of excitement and wonder in these people.

One is to present your university in an optimal way, right, positive way. But two is to make the people that are visiting feel excited and valued and respected. And so Harvard lost the vision, right? The vision isn't to be realistic, right? The vision is to create a sense of excitement and wonder in these people.

Sure, they're probably not going to get in there, but that the dreaming of getting in there is also something that's really positive and powerful. And so why kill someone's dream? Right. Why not that dream? They might not get into Harvard, but maybe they'll get into Princeton or Cornell or Penn or Duke or UNC or Texas or UCLA, other great schools.

Sure, they're probably not going to get in there, but that the dreaming of getting in there is also something that's really positive and powerful. And so why kill someone's dream? Right. Why not that dream? They might not get into Harvard, but maybe they'll get into Princeton or Cornell or Penn or Duke or UNC or Texas or UCLA, other great schools.

Sure, they're probably not going to get in there, but that the dreaming of getting in there is also something that's really positive and powerful. And so why kill someone's dream? Right. Why not that dream? They might not get into Harvard, but maybe they'll get into Princeton or Cornell or Penn or Duke or UNC or Texas or UCLA, other great schools.

And so there's like the idea of like killing someone's dream. is just so unnecessary. It's cruel. It's selfish. It's patronizing. It's small-minded, right? And so to me, what I see in that and what happened to you and your daughter was they didn't have a vision that was generous towards the people that they were interacting with. And I'm sure it would have a huge impact.

And so there's like the idea of like killing someone's dream. is just so unnecessary. It's cruel. It's selfish. It's patronizing. It's small-minded, right? And so to me, what I see in that and what happened to you and your daughter was they didn't have a vision that was generous towards the people that they were interacting with. And I'm sure it would have a huge impact.

And so there's like the idea of like killing someone's dream. is just so unnecessary. It's cruel. It's selfish. It's patronizing. It's small-minded, right? And so to me, what I see in that and what happened to you and your daughter was they didn't have a vision that was generous towards the people that they were interacting with. And I'm sure it would have a huge impact.

And you can just ask yourself, what was the point of the Harvard person saying that? What purpose did it really serve? And so I think that's one thing that we learn as leaders is after, we could be honest about

And you can just ask yourself, what was the point of the Harvard person saying that? What purpose did it really serve? And so I think that's one thing that we learn as leaders is after, we could be honest about

And you can just ask yourself, what was the point of the Harvard person saying that? What purpose did it really serve? And so I think that's one thing that we learn as leaders is after, we could be honest about

But one of the things you talked about, visions, you talked about goals, you talked about, you could, someone at NASA could have said, look, the odds of us ever walking on the moon are so low and it's certainly not going to happen for 20 years, right? But like, what's the purpose of doing that? Let's work towards a goal. And maybe instead of 20 years, it becomes 12 years.

But one of the things you talked about, visions, you talked about goals, you talked about, you could, someone at NASA could have said, look, the odds of us ever walking on the moon are so low and it's certainly not going to happen for 20 years, right? But like, what's the purpose of doing that? Let's work towards a goal. And maybe instead of 20 years, it becomes 12 years.

But one of the things you talked about, visions, you talked about goals, you talked about, you could, someone at NASA could have said, look, the odds of us ever walking on the moon are so low and it's certainly not going to happen for 20 years, right? But like, what's the purpose of doing that? Let's work towards a goal. And maybe instead of 20 years, it becomes 12 years.

It's not 10, but that's okay. We're still better off than we were by not having that ambitious goal. And there's a famous phrase, there's no point to rain on someone's parade, right?

It's not 10, but that's okay. We're still better off than we were by not having that ambitious goal. And there's a famous phrase, there's no point to rain on someone's parade, right?

It's not 10, but that's okay. We're still better off than we were by not having that ambitious goal. And there's a famous phrase, there's no point to rain on someone's parade, right?

Yeah. And I think there's different ways that we can try to create rewarded motivational systems that matter for people. I personally, based on everything I know, am very much against Rankin-Yank systems. And the Rankin-Yank system would be something where like every year, 10% of people have to be fired and only 10% of people get promoted or something like that. And those systems

Yeah. And I think there's different ways that we can try to create rewarded motivational systems that matter for people. I personally, based on everything I know, am very much against Rankin-Yank systems. And the Rankin-Yank system would be something where like every year, 10% of people have to be fired and only 10% of people get promoted or something like that. And those systems

Yeah. And I think there's different ways that we can try to create rewarded motivational systems that matter for people. I personally, based on everything I know, am very much against Rankin-Yank systems. And the Rankin-Yank system would be something where like every year, 10% of people have to be fired and only 10% of people get promoted or something like that. And those systems