ABSTRACT
In this chapter, the author shows the Society of Sloan Fellows, Professor of Management, Emeritus and a Professor, Emeritus, at the MIT Sloan School of Management. It investigates organizational culture, process consultation, research process, career dynamics, and organization learning and change. The chapter introduces a platform, silenced the room on my behalf. How come some people can do this for themselves, can create their own platform, be present from the moment they enter a new situation, whether that be a classroom, a party, or even a crowd of strangers. A long pause followed. John wondered out loud about the same question and gradually worked out his answer. He said that he was currently in a play where he had a tiny part. The message itself was important and relevant—that leaders communicate their values more by what they do not say and do than by what they do say and do.
