24.46 Movable Feast

When asked for a fun fact about myself, I usually offer that my first career involved five years in Paris as a fashion and portrait photographer. This week I used the occasion of Paris Photo, the largest international art fair dedicated exclusively to photography, as an excuse to return to my old home for the first time in many years. It was wonderful to reconnect with old friends, including the amazing Denis Piel, one of the great fashion and portrait photographers, and see old friends like Andrew Lewin, David Slocum, Shira White, and Ayse Birsel. It was a week of immersion in art, architecture, and food. I have always resonated with Hemingway’s sentiment – that Paris is “a movable feast” – it is a celebration that you carry with you for a lifetime. Still, it was wonderful to reconnect with the city. I was reminded of the immeasurable value of doing nothing, the gift of time to be bored without being bored, and the art of withdrawing from the world to create space to imagine new ones. I am certain that there will be many more reflections in the weeks to come, but here are my first thoughts.

Seeing friends reminded me of the importance of surrounding oneself with the best people you can find. It is a beautiful thing to go on long walks, visit museums, and eat delicious meals, but for me, the people I experience them with are what matters most. Life is made exponentially better by being with others; we each shape and are shaped by those closest to us. Great company makes the journey richer, and great friends and colleagues amplify and expand my world. As leaders, we often speak of surrounding ourselves with talented individuals and exceptional performers, but true leadership goes beyond that. It's about building a culture that values each person for their unique talents and the diversity of their thinking and experience and creates a space for them to form living, breathing teams that actively engage together to solve problems and provide solutions better than any individual ever could.

The Surrealist show at the Centre Pompidou reminded me to make sense of today as best we can. The exhibition was extraordinary, bringing together some of the greatest art of the surrealist movement, narrating the struggle of making sense of the world in a time of massive death and disruption. At the same time, the show presented what appeared to be the extraordinary fun they were having, playfully reimagining a world together, deconstructing and reconstructing the way they saw and experienced reality. Life is beautifully complex, and there are many ways to view the world around us. The surrealists played off each other's ideas, pushed themselves to explore new limits, and provided the psychological safety of exploring the unknown together. As leaders navigating complex and often turbulent times, we can draw inspiration from this approach – making a concerted effort to understand the present moment while also fostering an environment where creativity, collaboration, and bold exploration can thrive.

The Fondation Louis Vuitton and the Wesselman show reminded me to build for a future we cannot yet imagine. The Foundation itself is a physical manifestation of what is possible when building for an unknown future. When first commissioned, Bernard Arnaud and Frank Gehry imagined an impossible building, so they invented the techniques to make it happen. Technologies and materials were developed and evolved to make the construction possible, and the result is a building that pushes the limits of architecture and our imagination. Inside, the show “Pop Forever, Tom Wesselmann &…” presents the artist as a collaborator, contributor, and mentor of the Pop Art movement, influencing artists today. The exhibition was a wonderful presentation of expanding boundaries of what's possible, even without knowing where that will take us. This kind of visionary exploration is the work of great leaders who challenge themselves to deliver exceptional results today while concurrently laying strong foundations for an imagined but unknown future.

Returning to Paris was a powerful reminder of the importance of surrounding ourselves with great people, making sense of today as best we can, and boldly building for a future we cannot yet imagine. For those we lead and love, embracing these lessons can be transformative. By fostering a culture of collaboration, valuing diverse perspectives, and fearlessly pushing the boundaries of what's possible, we can create our own movable feast – one that nourishes our minds, inspires our hearts, and propels us forward into an exciting, uncharted future. As leaders, it is our responsibility and privilege to create environments where our teams can thrive, where creativity and innovation are celebrated, and where the impossible becomes possible. In doing so, we not only build stronger, more resilient organizations but also contribute to a more vibrant, connected, and alive with possibility. That, in essence, is the true spirit of Paris – a timeless invitation to dream big, to embrace the unknown, and to create a future that surpasses our wildest imaginings.

With love, gratitude, and wonder.

Scott

THE SEEDS WE PLANT FOR SEVEN GENERATIONS by Ayse (Eye-Shay) Birsel

My friend Ayse Birsel wrote a compelling piece about the concept of "seven-generation thinking" and its profound impact on our approach to legacy. She weaves together several powerful encounters, including one my friend, photographer denis piel , who plants trees in his French garden envisioning their future decades ahead, and insights from our conversations about considering how our actions today might influence seven generations forward. Through her own family history, she illustrates how her great-grandmother Taibe's influence continues through her daughter Alev, demonstrating how personal qualities and passions can traverse generations.

The piece leads to a thoughtful reflection on how we can create lasting positive impact in our fast-paced world, whether through teaching, mentoring, or simple acts of kindness. Ayse beautifully connects Buddha's enduring influence, as mentioned by Marshall Goldsmith , with the everyday opportunities we have to plant metaphorical trees for future generations. Her exploration of legacy and long-term impact encourages readers to think beyond their immediate timeline and consider how their actions today might benefit those yet to come.

Values-Based Leadership by Eddie Turner

Eddie Turner wrote a fascinating piece about a recent leadership discussion between Harry Kraemer, Jr. , former Baxter International CEO, and Marshall Goldsmith . The core message centered on Kraemer's compelling question "Are you watching the movie, or are you in the movie?" which led to a powerful discussion about the "significance of the small" in values-based leadership. Through practical examples, like separating garbage for climate change or coaches influencing vaccine development, they illustrated how seemingly small actions can create meaningful impact.

Eddie shares with a real-world example of values-based leadership in action, highlighting how Kraemer's teachings inspired his student Andrew Youn to establish the One Acre Fund, which has helped millions of farming families in Africa. Kraemer himself demonstrated these principles by donating his speaking and book proceeds to support the fund. The piece effectively conveyed how leadership isn't just about grand gestures, but about taking consistent small actions aligned with our core values.

What Type of Communicator Are You? The Answer Might Surprise You by Maya Hu-Chan

Maya Hu-Chan, a leadership coach, has written this piece about communication styles in leadership. She breaks down communication into two main types: high-context and low-context, explaining how understanding these styles is crucial for effective leadership. High-context communicators focus on body language, relationships, and subtle cues, often avoiding direct confrontation to maintain harmony. In contrast, low-context communicators are more direct, focusing primarily on words and being comfortable with straightforward responses like "no."

The article goes on to provide practical advice for leaders to improve their communication. Maya emphasizes the importance of self-awareness about one's own communication style, recommending the use of open-ended questions to prevent misunderstandings, especially in cross-cultural interactions. She notes that while Western cultures typically favor low-context communication, Asian and Hispanic cultures tend toward high-context approaches. The key takeaway is that great leaders can adapt their communication style to their audience, ultimately striking a balance between both approaches.