The recent tech boom inaugurated an age of invention, but NationSwell Council member Greg Gunn, who founded his own education technology software startup, has been “frustrated” by the sector’s lack of diversity. For the last five years, he had an open-door policy of passing on advice to anyone who asked, but he recently formalized his informal professional coaching into Lingo Ventures, systematizing his advice, researching how programmers enter their chosen field and investing in platforms that connect diverse employees with tech companies.
Across a round dining room table on the first floor of his Brooklyn brownstone, NationSwell spoke to Gunn about how technology is changing our lives, where it falls short and how the future might be different.
What’s the best advice you have ever been given on leadership?
The power of the leader is to provide stability, or even just the feeling of it. When the boss comes in, things don’t go into freak-out [mode], but calm down. There’s the importance of the boss coming in every day with positivity. If you’re freaking out, everybody around you feels the freak-out 10 times as much. So, it’s being conscious, grounding yourself and coming in with positivity and stability every day, no matter how tough things are.
What’s on your nightstand?
I draw a lot of my inspiration from science fiction. I’ve been reading “The Three-Body Problem” series. It’s a science-fiction trilogy by the most award-winning science fiction author in China, Liu Cixin. Only two of the books have come out in English, so [I’m] waiting for the third one. It…starts in the Cultural Revolution in China and ends up in the future in space. It’s got these powerful ideas of how society responds to stability and chaos and how it survives those cycles. Some of the strengths you build during a period of great stability can become not-strengths or liabilities in a moment of chaos, and I’m really thinking of it right now in terms of economic change that our society is going through. Everybody’s worrying what’s happening to the American economy. Is it stable? How do we really know? And I think about it even more in terms of the impact of technology on the economy, which is already starting have profound changes, but people aren’t predicting how profound those changes are going to be. How does our way of thinking about work evolve in the face of that?
What innovations in your field are you most excited about right now?
The most important educational technology today is YouTube, because any time you need to learn something — whether it’s a small thing or a big thing — there are resources out there. Not only can you learn whatever skill it is, but there are 100 different ways out there that people [acquired] it, and you can find the one that actually works for your brain. I don’t know if democratizing is the right word, but that literally makes the best personalized education experience out there and free for everybody.
People talk a lot about Khan Academy, which I think is just a subset of the bigger phenomenon of people sharing how they learn things. More and more learning content is coming out of the universities, so things like EdX, Coursera. The edge of innovation right now is we’ve gone through this great wave of getting a whole bunch of content out there, and now that it’s all out there, we’re figuring out: Where do I actually need human touch again to get the optimal learning experience? How do I bring human tutors, teaching, peer support and coaching back into that? Now we’re remembering what we’ve always known: the content itself motivates to a degree, but having a human really motivates you a lot more.
What do you wish someone had told you when you started this job?
One thing that I started to learn and I think I’m still learning now is to be more open about what you’re working on. I’ve always been a perfectionist and a bit afraid to share what I’m working on or what I’m thinking about until it’s a finished product, especially with what I’m trying to do with Lingo Ventures. I think it’s important that I’m talking to more people, so that I’m both sharing and learning at the same time. It’s taking that personal risk to put the half-baked idea out there so that I can bake it with others.
How do you try to inspire others?
For my coworkers, in the work we do, part of which is diversity related, it’s easy to look at what’s happening in Silicon Valley and be really frustrated. So a big part of the work is how to flip that script. If this thing is wrong, where can we get value to get past it? If I’m working with an entrepreneur of color who feels like they’re constantly at a disadvantage in fundraising, part of the work is figuring out how do we turn those things that you believe are being perceived as disadvantages into things that are competitive for you. It’s not easy work, but you’ve chosen the problem because it’s a hard problem.
What’s your perfect day?
Have breakfast with my son and take him to school. Go to the white board with two or three entrepreneurs. Write a piece on something I’ve been thinking about. Get my team unblocked on whatever the organization needs that day. Then spend the rest of the day doing art: drawing, sculpting, whatever.
What don’t most people know about you that they should?
Star Trek is the vision that guides almost all of my work; it always has. My vision of what I want the future to look like and my companies to look like is really guided by the bridge of the Starship Enterprise in Next Generation: the way people interact, the diversity, the values, the goals, the technology. What would Captain Picard do? It sounds geeky but it really shapes what inspires me and what I want my workplace to look like.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
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This Lifelong Hunter Aims to Make Guns Safer — By Making Them Smarter
As a resident of Weston, Conn., about two towns over from Newtown and the father of a first-grader, Don Kendall, Jr., was deeply affected by the shooting at Sandy Hook Elementary School. But rather than signing petitions or making calls to legislators, he teamed up with more than 40 investors, including venture capitalist Ron Conway and serial entrepreneur Jim Pitkow to launch the Smart Tech Foundation, which funds smart gun technologies.
In advance of a NationSwell Council event on gun violence solutions, Kendall spoke about the need for readily available, safer guns.
What led you to look beyond changing laws as the best way to reduce gun violence?
Until [Newtown], my work was really focused on education and social entrepreneurship; gun violence is not an area that I was schooled in. But I took the time to get to know the space well and met all the organizations I could to understand their theories of change and the key issues. Pretty quickly, I became convinced that traditional political advocacy to change this issue was a dead end. The business model of Washington is to take money from people on either side of this issue: you might not like guns so I give money to the National Rifle Association (NRA) to stop people like you, and you give money to the Democratic Party to stop people like me. It was promoting an us versus them. It was gridlock, and I didn’t want to contribute to that.
I took my bedrock beliefs in technology, innovation, capitalism, the rule of free markets and the feeling that business can solve big social problems, and I went looking for other ways to get involved. I came at the issue from the standpoint of believing I could play a bridging role because I am a gun-owner and a lifelong hunter, but I also saw what was happening to 30,000 people dying every year in thousands of accidents and thousands of suicides. I thought that could be stopped, but it would take somebody saying, “I’m one of you, and we can make a difference on this.” That was the impetus, the genesis of Smart Tech.
How does Smart Tech identify a promising smart gun technologies to invest in?
This industry is in its infancy. These projects are literally two guys in a garage kind of stuff. The amount of money that is flowing right now is miniscule. We take the classic venture approach: You look for a mix of different approaches, whether it’s some folks working on actual firearms, other products like gun locks and safes, and then the technology that needed to be baked into everything like user-recognition, biometrics and RFID (radio-frequency identification). We wanted to have a mix of things that we were fostering. Again, as a nonprofit, the goal is to stimulate innovation and bring attention to the whole space and not focus on any one effort.
What innovations in your field are you most excited about right now?
In the context of gun violence, you’re talking about building an entire ecosystem that didn’t exist and hopefully making people rich at the same time that they’re reducing the number of people that are killed every year, right? There’s an opportunity to do both. The analog that we researched for Smart Tech was the number of people killed and injured by automobiles. The story of automobile fatalities over the last four decades is one of constantly chipping away at the problem. It’s through government regulation mandating airbags, two-point safety belts and different rules for signage and how roads are constructed, but manufacturers also stepped in. Safer cars are ones you can charge a premium for. Thousands of different businesses have been started because of that, and a lot of wealth has been created. At the same time, the number of people killed or injured by cars has gone down and down and down. That, to me, is what’s exciting about doing the same thing in the gun space — if we can just get markets working the way that they should work and breaking some of these market failures that are blocking innovation right now.
What do you wish someone had told you when you started this job?
I transitioned from being a for-profit entrepreneur to being a “philanthropist,” whatever the hell that’s supposed to mean, at age 42. I had started a bunch of companies, a few had done very well, so suddenly I literally woke up with enough money in the bank for me and my family. It was sort of like, “Okay, well what am I gonna do now?” Looking back, it took me about six years to answer that question. The key insight for me (and this is maybe not everybody) was realizing that I could still be the person that I am, namely a serial entrepreneur who loves startups, frontier spaces and uncertainty, at the same time that I’m a philanthropist. When that lightbulb went off for me, it changed everything.
With so much gridlock stopping solutions to gun violence in Washington, D.C., and statehouses nationwide, what inspires you to tackle this problem?
It’s my first experience in a market where there’s a huge headwind, and that is extremely frustrating. I’m not going to say that it’s been fun, but I believe very strongly that I have some role to play in solving this social problem. If we can just get the markets working the way that they’re supposed to work, we can start making headway and saving lives. The stakes are pretty high. The stance of the NRA and the gun manufacturers lobby is wrong from a historical standpoint. They’ve chosen a stance on this issue that is against the arc of history, and I think they’ll ultimately be proven wrong. I believe that there’s white space in this industry for a successful company or a whole cluster of successful companies that can disrupt this industry, because the stance taken by the leaders is just wrong. It’s ripe for that disruption.
What don’t most people know about you that they should?
In addition to being a serial entrepreneur, I did grow up with a lot of privileges. Yes, I started a bunch of companies, and some are successful. But my dad was chairman and CEO of PepsiCo. He was a legendary business leader. I grew up in a wealthy setting, and it also meant that he wanted to help me. He was willing to pick up the phone. That was a huge advantage. I was acquainted with privilege, but I also had a real strong desire to stand on my own two feet and be a success on my own terms. That’s an aspect to my bio and my background, that if I’m being authentic and transparent like I’m trying to be, that needs to be factored in.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
MORE: Gun Violence Devastated This Man’s Family. He’s Determined to Not Let It Happen to Others
The Visionary That’s Getting Everyone to the Table to Talk About Social Good
This February, on the exact same day, two governors from two very different states — Nikki Haley, a Republican in South Carolina, and Dan Malloy, a Democrat in Connecticut — both announced social impact bonds to promote family care: one for low-income moms, the other for parents struggling with substance abuse. Both of these bonds (also known as “pay for success”) deployed private dollars to fund the scaling of a social program. If the project succeeds in meeting specific, predesigned metrics, the private backers will profit from their investment; if not, taxpayers don’t owe a penny more. Behind both of these innovative, cross-sector partnerships was Tracy Palandjian, CEO of Social Finance, a nonprofit intermediary between all the parties, who helped bring the “pay for success” model to the United States after seeing it first implemented in England in 2010.
NationSwell spoke with Palandjian by phone from Boston about the daily obstacles and excitements that come with rethinking how American social services can reach more people in need.
What’s the best advice you have ever been given on leadership?
I have two. The first one is an African proverb: “If you want to go fast, go alone; if you want to go far, go with others.” Just because one has a great idea and one could often accomplish a lot more, going at it alone is often insufficient if you really want to deliver a movement. That’s hugely evident in our work here. Imagine these very funky public-private nonprofit partnerships with so many stakeholders with very divergent motivations. What motivates a private investor? A sitting governor or mayor? The executive directors of these classic human service providers? We have everyone sit around a table to articulate a common goal — in this case, delivering results to our communities — when they have often conflicting frameworks and very different languages they speak in and very different world-views. Bringing them together around a very common goal among very uncommon stakeholders is something that we have found, yes, it’s challenging, but if we can rally this forth, we see enduring, powerful results coming out of those partnerships.
By way of background for my other one: I didn’t grow up in this country. I’m Chinese, and I grew up in Hong Kong. My grandfather whom I was very close to, his favorite quote was (translated to English): “Distance tests the strength of forces, time tests the hearts of men.” It really is a message about patience. A lot of things take time, and the people who can stay steadfast on that vision could achieve the most. My grandfather was born in 1903 in China. He took his courageous wife — my grandmother — and, at that point, four children, and literally fled the Second Wold War on foot, by boat and by train out of China into Hong Kong and then to Taiwan ultimately. He was a chemical engineer, completely self-taught. He left everything behind when he fled. Along the way, he lost two children. After they made it to safety, he started all over again. He made consumer batteries and completely rebuilt himself, his family and his business. I always think about their lives and what they were able to overcome and what they were able to accomplish. Sometimes, we take three steps backward to take five steps forward.
What’s your favorite book of all time?
One of my favorite books, which I’m proud to say is the namesake of our eldest daughter: a Chinese classic, “Tao Te Ching.” It’s just so poetic and so poignant about how one should live. And it’s full of these non-intuitive sentences like, “It is through being effortless that you can achieve the most.”
What innovations in your field are you most excited about right now?
Taking a step back, social impact bonds are probably the latest and the most recent comer to this broader investing landscape. I agree there’s been a lot of hype, but the reason why people are excited about it is that the impact is so direct. When our investors get their money back and then some, it’s because somebody’s life has been improved. This very articulated, metric-driven all-around life improvement, whether it’s recidivism or job attainment or education attainment or improved health outcomes, these are the metrics of each of our deals. Someone’s life improvement is the source of the return back to the investor, and that connection is really powerful. While the field started off in criminal justice (and still a lot of projects are focused on reducing recidivism), we’re excited to see there are a lot of projects in early education, in early childhood, in health and in workforce development.
How do you try to inspire others?
I just try to be who I am. I believe, as a person, I’m best when I’m aligned as a human being and I’m 100 percent authentic. I don’t try to say something because it will inspire others. I don’t try to do something because, well, that’s what I believe a good leader should do. I try to model good behavior for my colleagues. I’m not perfect, I have lots of limitations. I try to be a good parent and model good behavior for our children. I feel very strongly about this; I feel like there are too many lessons and advice that people give. People just need to be authentic.
What’s your proudest accomplishment?
I am probably most proud of the fact that I really think that I understand two cultures perfectly well. Obviously, I grew up in my own [Chinese] culture. My whole family’s still in that part of the world. You never forget your own culture and your native language. But I also think I’ve worked in America long enough and I’ve worked with enough different sectors and different kinds of people that I really understand how this country and this culture works, too. I think that’s just a huge skill to be able to be empathetic, to be able to step into the shoes of others. I think it’s a really important skill to have, especially for our work, which requires us to talk across sectors and work across disciplines.
What don’t most people know about you that they should?
I’m an artist at heart. That’s what I did as a young kid, all throughout high school and college, I painted a lot, I drew a lot, I experimented with all kinds of mediums. I miss that part of my life. I haven’t done much since I graduated from college. Now, I watch my kids do it, and it makes me very happy.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
How Do You Keep the American Dream Alive? End the Digital Divide
More than one in five Americans don’t have access to the Internet. For the majority of the disconnected, the biggest issue is cost. As CEO of EveryoneOn, a nonprofit working to close the digital divide, NationSwell Council member Chike Aguh lobbies policymakers in Washington, generating awareness of low-cost options for connectivity and partnering with corporations to provide computers and Wi-Fi to American families. Aguh has helped connect 200,000 families in the last four years, and he plans to help 350,000 more by the end of the decade.
NationSwell spoke to him about what he’s learned from serving a disconnected and forgotten group of Americans.
What’s the best advice you have ever been given on leadership?
It comes from a professor I used to have — his name is Harry Spence — when I was in Cambridge. A public manager extraordinaire, he managed a number of public bureaucracies from housing authorities to school districts. I always call him a mix of Peter Drucker [the mind behind modern corporate management] and Confucius [the ancient Chinese philosopher]. The first day of class he said, “Does the staff exist to support the manager, or does the manager exist to support the staff?”
Great managers — and by extension, great leaders — support their staff, not the other way around. Your job is to help them do their job. Particularly as I’ve moved into leadership, I’ve realized more and more that my job is making others better, and in many ways, the work that I do at EveryoneOn for the communities we look to serve is about helping them be better. It’s not about me saving them. This is about giving them the tools to empower and save and change themselves. I think the same is true of leadership, and I want an organization that can operate without me: that is the goal. I think it is very easy, particularly in a very hero-centric view of social change, to see a social entrepreneur or a CEO or a leader as the sole change. That’s not true. It’s a movement of people, not a person.
What’s your favorite book of all-time?
I would probably say “Parting the Waters: America in the King Years, 1954-63,” by Taylor Branch, which is really one of the best histories of the Civil Rights movement that there is. It’s easy to forget where we were 50 years ago as a country. In many ways, it shows us what’s possible and also what’s left to do. The movement was a movement of people, not a person. Of course, Martin Luther King figures very heavily, but there are many other people whose names we forget and don’t say enough.
What’s your proudest accomplishment?
It was as part of my work at EveryoneOn with ConnectHome. One of the communities we work with is the Choctaw Nation in Oklahoma. I think we know, but it’s important to say, Native American communities on reservations are the most underserved parts of our country. So to be able to go there with one of our tech partners, Github, from Silicon Valley and give out 136 computers to families there, take them through digital literacy workshop and have Thanksgiving dinner with them was one of the proudest and most inspiring moments I have ever seen.
What inspires you?
I, in many ways, am a prisoner of my biography. To give you a sense of my background, my parents are from a small, out-of-the-way village in Nigeria that most Nigerians themselves have not been to and will never visit. None of my grandparents went past middle school. My dad grew up one of nine, my mom grew up one of 11. What changed life for both of them was the opportunity to come study here in the United States at public universities. My dad got a once-in-a-lifetime scholarship. He went to the University of Texas in Austin; my mom went to Rutgers. I always say, without education and the economic opportunity of this country, I would not be here, quite literally. I consistently feel like I’ve been given more than I could ever repay, but I’m going to spend the rest of my life trying. It’s what I’ve tried to do and I’m going to continue until I can do it no more.
When I was first taking on this role, I began to think that my country can’t do what it did for my parents for others without the Internet. What has happened over a generation in my family, that’s in many ways because of the American Dream. The only way that’s still possible is with everyone on and having access to the Internet. Eighty percent of kids need the Internet to do homework every night. I can tell you stories of families who go to the parking lots of hospitals or libraries to use the Internet. Ninety percent of job applications are online, particularly as you go up the income scale. Ninety percent of college applications are preferred or required to be done online. So, just with those three data points, if you are not online, you are economically and educationally marginalized. The Internet is the platform on which the wealth of tomorrow is being built through apps and tech companies. For that wealth to be shared by everyone, you need everyone on it: not just as consumers, but as creators.
The next Mark Zuckerberg is a young kid in Albuquerque, in Brooklyn, in L.A. We don’t know who they are, but we’re never going to find them if we don’t give them access to be creators on the Internet.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
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How Do You Inspire Good in Others? Listen to Them
In 1969, long before running became a popular workout activity, George Hirsch completed his first marathon in Boston. The 26.2-mile race was the only one Hirsch had ever entered. Huffing to the finish line, he could barely breathe, but he caught the bug. He recorded his fastest all-time record (2:38) at age 44 in 1978, and in 1988, he wooed the future love of his life, Shay Scrivner, a first-time marathoner, by running alongside her for nearly the entire race. The founding publisher of New York Magazine and long-time publisher of Runner’s World, Hirsch ran one final marathon in New York City in 2009 at the age of 75, on a route he had helped create in 1976 and oversees today as chairman of New York Road Runners. While he’s retired his marathon bibs, NationSwell spoke with Hirsch about the lessons he’s learned from a lifetime of long-distance running and the ever-changing world of publishing.
What’s the best advice you have ever been given on leadership?
My father once said to me, “Get a reputation for getting up at the crack of dawn, and you can sleep ’til noon.” Underneath that, there is a little something. You get a reputation for anything: being collegial, being transparent, being trustworthy, being straight with people. I do think we are our reputation. We can alter it to some degree, but over time, we build who we are and it’s what we become.
What do you wish someone had told you when you started this job?
After I was in the Navy and went to graduate school, my first real job was at Time Life, back in the day when it was the premier publishing company in the world. It was a very special place to work, and people — very unlike today’s world — spent their careers working there. When I left to be the founding publisher of New York Magazine, no one understood it. People, like my boss, who was a great guy, didn’t understand. Now, in all fairness, there was no New York Magazine, so it was a high risk. To me, it seemed like an incredible, terrific opportunity. You have to remember, I’m not from what you would call an entrepreneurial age. People didn’t start companies in garages or leave college freshman year because they had a big idea.
What innovations in your field are you most excited about right now?
I’m on the board of Salon, which is an online magazine. I’ve entered that world, and it’s only taught me again that this idea of print being so challenged and all the answers are in digital, it’s not so true. For newspapers and magazines, digital presents as many problems as print does. Advertisers aren’t paying as much money for eyeballs. It’s very small, it’s very difficult, and with websites like Facebook and Google offering incredibly targeted audience segments to advertisers, it’s a different world. In-depth journalism and hard, good, solid investigative reporting costs a ton of time and money, and it’s not so clear how that’s all going to be paid for going forward.
Whenever there’s an opening — a vacuum, if you will — people try to move into it. So you are seeing people doing investigative reporting, even through nonprofits. Some of them are doing some really interesting and good work. You see organizations collaborating in ways they never used to. It’s being accomplished in certain ways, for sure, but I think that the real issue is: what is, if there is, the new business model? We all know what the business model was for Time magazine. To me, that’s still very much up for grabs. It’s no easy answer.
How do you try to inspire others?
That’s a role I guess you’re asked to play as the years go on, working with people that are in the middle or early on in their careers. It’s hard to answer in a way that doesn’t sound just pat, but I think over the years, I have become a better listener to people. I feel that, in a funny way, the more you listen, the more you can contribute.
What’s your perfect day?
A day I truly enjoy is one where I can get up and have some breakfast. I always have a real breakfast, with coffee. And if I have the time and I can linger over that, I’ll have a second cup of coffee and read The New York Times and get started that way. That makes me feel really good. Years ago and for countless years, my day began with a run, but now I push that back later in the day. Any perfect day for me still includes exercise, and I probably do that five or six days a week.
What’s your proudest accomplishment?
Marrying Shay. I met her in a very romantic way, and we were married for 25 years that were just remarkable in every way, before she died two years ago. She was really something extraordinary. She was one of those people who taught a master class in how to live a life. She was very tolerant, and even tolerant of the intolerant. During our entire marriage, I never heard her speak ill of someone. She just was someone you could watch and you just say to yourself, “I just learned being with her.”
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
Editors’ note: This article originally stated that Hirsch worked for Sports Illustrated; he never did. NationSwell apologizes for the error.
There’s More to Innovation Than Asking ‘What’s Next?’
Omoju Miller, a self-described futurist (someone who studies the future’s possibilities), enjoys picturing tomorrow. As a Nigerian woman who settled in the Bay Area, she’s already torn down historical barriers to work as a software engineer in Silicon Valley, a white man’s world. But in envisioning a new society, Miller isn’t thinking only of contemporary struggles; she’s pondering what humanity will need next. Take one of her projects: Hiphopathy, where she’s using machine learning to parse rappers’ metaphorical language, in the hopes of teaching a computer to think conceptually, developing, in the process, a form of artificial intelligence.
Recently, NationSwell spoke with Miller about true visionaries that inspire her and the lessons we can all take away from their avant-garde thinking.
What’s the best advice you have ever been given on leadership?
I would say it’s learning how to listen and learning how to not do things for people. A good leader is somebody that enables others to rise to their own challenges. In leadership, it’s so easy sometimes to just want to jump in and do the work yourself because you can do it a lot faster. But a good leader does not do that. A good leader is a teacher who supports you as you stumble and figure it out for yourself.
What’s on your nightstand?
The book I just read — well, it’s not on my proverbial nightstand, it’s on my computer — it’s a series of essays by Tim Urban on [the website] Wait But Why? unpacking Elon Musk and his companies. Why did he found Tesla, Solar City, SpaceX? Why does he do what he does? Why did he come from South Africa, move to Canada, then to the United States? How can one man actually think he can be that intelligent that he can create a technology that will move us to Mars so that he can given humanity a chance to exist? The hypothesis is that at some point in time, something is going to happen to Earth that is going to make it impossible for humans to survive. Just like how the dinosaurs went extinct. And the only way you can prevent that happening is if the human species became multi-planetary. And there’s this man on Earth right now who believes he can capitalize enough people and resources to take humanity to multi-planetary existence. That is crazy! That is futurism to the max.
What’s your favorite movie of all-time?
One of the reasons I actually came to Berkeley, Calif., and the Bay Area specifically was because of George Lucas and Francis Ford Coppola and the rest of them. I’m a big Star Wars fan and also a big Coppola fan, and I wanted to live in a place close to Skywalker Ranch. I wanted to breathe the same air as the people who gave Hollywood the finger and decided they could tell their own stories and were willing to mortgage their homes and everything to tell their fantastical stories. I can’t say that Star Wars is one of my favorite movies, because it’s not. I think it may be the Godfather series. It’s such a great story, and it’s also very beautiful. It’s a story of people who live life to the fullest. Micheal Corleone needn’t have to be the Godfather. He could have remained what he wanted to be, but the pull of family was so strong. I also love the movies of Spike Lee, and it’s been great watching those over the years because the stories he tells are so different. It’s just wonderful that he’s such a consummate artist.
What do you wish someone had told you when you first became a software engineer?
The first thing I want to tell myself is make sure that you own your own path. Don’t settle for just a job, no matter how fabulous it is. Don’t settle for it, because you have the capacity to invent the future. And [you] cannot invent the future when you’re wasting your time.
What inspires you?
My belief in self- transcendence. At first, I thought I was going to have a normal life: white picket fence and all that kind of stuff. And I want to have that, but the question is, what’s next? When you get to that point, you don’t care about things anymore because you literally don’t care about material things. You are beginning to push your mind and what you can invent and what you can do. And with every little bit I was able to attain, it was like, Can I dream bigger? Can I dream bigger? I think that for the last six or seven years, I’ve gotten to the point where I truly believe I can solve the problems I put my mind to. I’m convinced I can do that. That is enough to make you wake up every day and go do it.
What’s your proudest accomplishment?
I would say finishing my Ph.D., because I wasn’t sure I was going to do it. Not because it was difficult or it was hard, no, that’s not the issue at all. It was because there were so many other distractions, there were so many other jobs that I could have taken that would pay a lot more money than staying in school and prioritizing finishing a Ph.D. So sticking it out and finishing it required so much will, because I was giving up so much money every couple of months to keep on doing it. I’m very happy about that.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
Questioning How Society Is Constructed Is the Best Way to Enact Change
As a staff member working for the U.S. Senate Committee on Foreign Relations in the mid 2000s, Tomicah Tillemann reported to now-Vice President Joe Biden and worked extensively with, he says with a chuckle, “a new senator from Illinois named Barack Obama.”
Inspired by successful policy work, Tillemann remained in government, serving as Secretary Hillary Clinton’s speechwriter (once going 100 hours without sleep in order to perfect a speech) and later, as her senior adviser. That work informed Tillemann’s current position as director of the Bretton Woods II initiative at New America, a new model of investing that combines the public and private sectors and technology to further social impact causes worldwide.
NationSwell sat down with Tillemann at New America’s minimalist offices in Washington, D.C., just blocks from the White House, to discuss the importance of collaboration and why appealing to logic isn’t always successful.
Is there an innovation in your field that you’re particularly excited about right now?
In the work we’re doing right now at the Bretton Woods II initiative, we started from the realization that we’re living in a world with a huge quantum of capital and problems. We don’t do enough connecting the two, and we have yet to develop a business model that allows us to move resources to solve big global challenges. What we have recognized is that with good data and good analytics, you can provide big asset holders with the information they need to see how targeted investments in social impact and development can address the root causes of the volatility that eat away at their profits.
What is the best advice you’ve ever received on leadership?
If you can build a community that is passionately committed to the cause that you are trying to advance, then your job as a leader becomes immeasurably easier. What I’ve tried to do in my work in the private and public sectors and now straddling the two is to bring together individuals that share a common commitment to the work that we are seeking to advance. At that point, I can kind of step aside and get out of the way and watch them do incredible things.
In our current efforts, we are fortunate to have partnered with some of the leading foundations and many of the largest financial institutions in the world. When you put these guys together, provide some vision and serve as a catalyst for their collaboration, they’re going to do spectacular things. The great challenge of leadership is to deliver a vision that can appeal to people who wouldn’t otherwise work together. If you can provide that, then you’ve got it made as a leader.
What inspires you?
My grandfather came to the U.S. as a penniless Holocaust survivor. He arrived with $7 and a salami in his pocket, and his salami was confiscated at customs. Through a lot of hard work and education, he eventually served the United States in the Congress for 30 years and became chair of the Foreign Affairs Committee. I was able to grow up learning at his feet; I spent virtually every summer in Washington, D.C., with him. The great benefit of that was seeing his commitment to improving the state of the world. He recognized what could happen if you didn’t; he’d seen the evil that could be unleashed when people looked the other direction.
What do you wish someone would’ve told you when you started working in Washington, D.C., but didn’t?
In so much of what we do in Washington and certainly the work we do trying to mobilize the world’s largest asset holders to invest in social impact, we’re trying to change behavior. Part of that is based in logic, but a lot of it goes beyond that. We tend to focus a lot of time and energy on logic, and it’s necessary but it’s not sufficient. In order to do everything else, you need to build communities, relationships and get very good at leveraging different centers of power. Ultimately, you can have the best case in the world, but unless you know how to speak to people through those other channels, you’re probably not going to do what you set out to accomplish.
What is your idea of a perfect day?
My most important job is dad to five amazing kids. Our oldest is 10 and our youngest is 16 months. My happiest days involve them. We go to the San Juan Islands in the Pacific Northwest every summer, and if we go out and catch some crabs, read some books together and spend some time on the beach — that’s real tough to beat. It’s a reminder of why you do everything else that you do.
What is your proudest accomplishment?
Definitely my five little people, and they’re in a class by themselves. Beyond that, I hope to someday say that my proudest accomplishment is leaving them a world that’s materially better than it would’ve been if I hadn’t engaged in these issues.
What is something that people don’t know about you but should?
I was born in the car on the way to the hospital. My mother was a very brave woman.
What is your all-time favorite book?
I really like Thomas More’s “Utopia,” which is a great exercise in how to reenvision and reimagine a society. The questioning that is evident in that book and the reexamination of some of the fundamental principles that you assume that need to undergird our civilization is something that we need more of. I think we can benefit from constantly looking at the way our society is constructed and asking, “Do things really need to be built as they are?” To the extent that we can make that part of our constant conversation in our heads, we can do good things.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
This Professional Risk-Taker Explains Why Exceptional Leaders Aren’t Always Confident with Their Decisions
In the early aughts, Annie Duke was an unbeatable poker player. At the very first World Series of Poker Tournament of Champions in 2004, she brought home the trophy and a $2 million pot. Later, in 2012, she turned her gambling wins into a speaking business, offering classes to Wall Street traders on risky decision-making and what they could learn from her card-playing successes and mistakes. Once that business became self-sustaining, she folded her cards and largely retired from the game to focus on education, her real passion. Drawing on what she’d learned from volunteering for an after-school program in Northern California and the latest research in behavioral economics, she founded How I Decide, a nonprofit that focuses on developing students’ critical thinking and socio-emotional skills. NationSwell spoke with Duke by phone about the topic she knows best: decision-making, its emotions, risks and rewards.
What’s the best advice you have ever been given on leadership?
People believe that to be a good leader, you have to be incredibly confident. They tend to equate confidence with this idea that you’re 100 percent sure about your decisions and that it’s an unwillingness to admit failure. In order to really effectively lead, you have to allow people to understand that confidence is not that. Admitting when you’ve made a mistake or letting people know that you’re not 100 percent sure of every decision is actually a better way to lead. A lot of people I admire have set a great example by saying, “I just wanted to let you know that I just made this really big mistake, and I thought I’d share it with you because I learned from it.”
What innovations in your field are you most excited about right now?
In the world of behavioral economics, there’s a big push recently towards actually applying the research in the field to improving people’s lives in the real world. You can really see this with [Stanford psychologist] Carol Dweck, who is very vocal in saying that she felt like she was sort of locked in a box doing her research for a long time, and now, she’s actually bringing that work to the populations that really need it. With behavioral economics, there was a long period of time where people were saying, “Oh, isn’t this interesting? People are very irrational.” And now that it’s starting to be a focus on, okay, that’s true, but how can we actually improve people’s lives through understanding what we know and trying to figure out real-world strategies that would improve decision-making?
What’s on your nightstand?
Right now, a bunch of stuff. I’m reading “Superforecasting: The Art and Science of Prediction” [by Philip E. Tetlock and Dan Gardner] and “The Success Equation: Untangling Skill and Luck in Business, Sports and Investing” by Michael Mauboussin. I just finished “Kluge: the Haphazard Evolution of the Human Mind,” which is by Gary Marcus, and “Rethinking Positive Thinking: Inside the New Science of Motivation” [by Gabriele Oettingen], which is fantastic look at mental contrasting.
What do you wish someone had told you when you started this job?
I wish when I first started out as an adult, I had a broader view of what success looked like. I think that I had a super-narrow view of what it meant to be successful, and I wish that there was a more complete view of success, so it also included emotional success: what it means to really be happy or feel fulfilled. I think that there’s a big push right now around mindfulness, which is really wonderful, because I think that it does treat the person as a whole. When I was growing up, success meant you went to this school and you had this kind of job. I think that when I was younger, I was sort of judgmental about that. Like when I met someone, one of the first questions I asked was, “What school did you got to?” As if that matters. I look at people who didn’t take that particular path, and many of them are incredibly successful individuals. But also I think that taught me to be incredibly judgmental of myself, when I felt like I wasn’t being successful or following whatever path I thought I wanted.
What’s your proudest accomplishment?
My children. I don’t think that there’s a close second to that.
What inspires you?
As far as poker is concerned, the inspiration was definitely my brother. He was already doing it, and he’s largely responsible for the success that I had, because without his mentorship, I don’t think that it would have happened. Going into the more academic side of things and decision-making, my children really inspired me to work in that [field]. Another person that inspired me is my paternal grandfather, who emigrated from Eastern Europe [and only] graduated from sixth grade, and I went to two Ivy League schools — the journey you can take from getting here not even speaking English to just two generations later. If you get somebody an education, it really removes limitations from their life. I appreciate the arc that happened in my family and how quickly that changed occurred through education.
How do you try to inspire others?
I don’t think about that. I try to focus on doing the stuff that I do, which is what really brings me a lot of happiness. And if someone is inspired by that, that’s great. Obviously, when I’m going and giving speeches, I’m hoping to inspire people to make changes in the way they think. The stuff that we do with kids is to inspire them to continue their education and become better thinkers and all of those things. But me personally, I think if I were really focused on that, I wouldn’t be able to do what I do very well. Because you have to live within yourself and the moment to be effective.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
For Education to Improve, Emotional Learning Must Be Emphasized
In his 20s, as a Teach for America fellow in a Washington, D.C., classroom, Nick Ehrmann, found himself reading Shel Silverstein’s poem “The Little Blue Engine,” which satirizes the well-known kid’s story of the Little Engine That Could who repeats, “I think I can, I think I can,” to power its way up a steep hill. In Silverstein’s version, instead of reaching the summit, the train slips backwards and crashes: “If the track is tough and the hill is rough, / thinking you can just ain’t enough!” the poet writes. Ehrmann took the lesson to heart and, after completing graduate work in sociology at Princeton, founded the educational nonprofit Blue Engine, its name a nod to the poem.
As CEO, Ehrmann takes the hard look at the shortcomings in our nation’s secondary schools, rejects pat inspirational messages and instead provides students with critical support to succeed in higher education. Blue Engine’s most important innovation is the introduction of teaching assistants (known as BETAs), mostly recent college grads, in the classroom. By breaking up large classes into small groups, teaching assistants personalize lessons for class performance and learning styles. With 89 BETAs in seven schools today, the program has been shown to nearly double the number of college-ready students — a 73 percent increase at three schools, according to New York’s 2013-14 Regents test data — and cut the number of failing students by one third.
On a recent weekday morning, Ehrmann, wearing a scarf against the 34-degree chill, plopped down at a table at Au Bon Pain in Lower Manhattan’s Financial District. NationSwell spoke to him about rethinking the education sector, leadership and fatherhood.
What’s the best advice you have ever been given on leadership?
There’s an expression that we have here that we have to earn the right to do this work. I think there’s a pervasive illusion that the fact that you have good intentions is going to lead to positive outcomes. And in actuality, it can lead to feelings of entitlement and arrogance and a lack of partnerships — true partnerships — in the communities in which we work. So from the minute we step foot into the office or to a school or to a classroom and sit across the table from a young person, who are we to say that we deserve to be there? We have to earn the right to be there in the eyes of young people, teachers, parents and each other. That’s number one. It feels like that’s the most grounding way to honor the work and not lose sight of what’s most important, which is achieving results.
What innovations in your field are you most excited about right now?
Number one is broadening the evidence base in how we define success, continuing to embrace academic achievement outcomes, but also incorporating measures of student growth, social-emotional learning, learning climate and the ways that schools can and must nurture the growth of young people more holistically. Students aren’t just data points. They’re people, and I think we’re seeing a really reductionist narrowing of what success means into standardized test scores at the expense of things that help young people grow and learn and develop independently in their lives. I think the pendulum is swinging back.
What’s currently on your nightstand?
Dude, I have like 5,000 books. Hmm…
What’s your favorite movie of all-time?
I have three boys under five [years of age]…we’re watching “Cars 2” and “Wall-E” for the 14th time, and actually, I just watched the Star Wars trilogy — the original three — with my four-year-old, and he was glued to the set. It’s just amazing.
What’s your biggest need right now?
Sleep! No, I think I’ve got it: a relaxation of the assumption individual organizations can or should scale to solve social problems alone and to encourage the essential forms of collaboration in systemic partnerships, where the most promising organizations become part of a much broader theory of change in how problems get solved. Look at Malaria No More, for example. There was no single organization that would have set themselves up to become the global malaria response. Too often, I think, entrepreneurs face pressure to scale to the size of the problem alone.
What inspires you?
Working with an incredible team. Having the chance to be part of an organization that sees the strengths in young people, instead of their weaknesses and deficits, and builds from that strength without taking credit for it. And the sliver of possibility that this work is going to have a dramatic impact on how students learn across the country.
In turn, how do you try to inspire others?
It’s easy to lose sight of what drives us and unites us as an organization, when the work itself is so hard. And part of my role is to consistently hold that vision and sense of possibility, just grounded in young people, to hold that front and center, so we can recharge.
What’s your perfect day?
I thrive on routine. I’m just going to describe my current day. A perfect day: I’d say it starts with not waking up three times in the middle of the night, step one. Step two: Cook breakfast for my boys. Get in a quick run in Central Park. It’s equal parts being in the field at schools and managing teams. Getting home in time so that Annie [my wife] and I could put the boys to bed. And eking out 36 minutes of “Homeland,” before I fall asleep on the couch. #LivingTheDream.
What don’t most people know about you that they should?
I was a musician for most of my life. I come from a family of musicians. I play cello, so I grew up doing classical and jazz ensemble work most of my life. I miss it. That would be part of my perfect day, if I had the time. I started around [the age of] four and put it down in my early 20s.
What do you wish someone had told you when you started this work?
To not to apologize for thinking big. And to not allow caution or fear to limit people’s sense of what’s possible.
To learn more about the NationSwell Council, click here.
This article has been edited and condensed.
This Competition Tests Veterans, Celebrates Their Resiliency
Redmond “Red” Ramos, a burly and bearded Navy corpsman, stepped on an IED while serving with the Marines in Afghanistan. The explosion ripped through his flesh, causing him to lose his left leg. But the Southern California resident says he felt lucky. He humorously tattooed his right calf “I’m with Stumpy” and compared his injury to a “paper cut.” In Ramos’s mind, his disability is minor. It hasn’t prevented him from being physically active. In fact, he says that it’s made him better. Within seven months of his injury, Ramos won five medals at the Warrior Games, a competition for wounded soldiers, using sports “to destroy the negative stigma associated with injury,” he says.
Last week, Ramos competed with 11 other veterans in the inaugural Triumph Games, a weeklong series of competitions in New York City, participating in a triathalon and obstacle course at LeFrak Center Lakeside in Brooklyn, a videogame event livestreamed at the Times Square Arts Center and a motorsports race upstate. The winner will be revealed on Oct. 17 by former Congressman Patrick Murphy and Al Roker, the Today Show’s weatherman, on NBC Sports Network.
The “Terrific 12” were welcomed to the Big Apple at an opening ceremony just blocks away from One World Trade Center and the 9/11 Memorial. Notables — including Loree Sutton, commissioner of the Mayor’s Office of Veterans’ Affairs, and Damien Sandow, a WWE professional wrestler who goes by the stage name Macho Mandow — praised the warriors for their inspiring stories. The veteran-athletes proved that the well-worn narrative of former service members who are traumatized, crippled, homeless and helpless isn’t necessarily true, reiterating that veterans aren’t victims.
“This is a unique opportunity to showcase what’s great about our American veterans: their resiliency, their competitiveness, their drive and work ethic, and frankly their camaraderie,” Murphy, the first Iraq War veteran elected to the U.S. House of Representatives, tells NationSwell in an interview. It’s difficult for the average American to comprehend “the incredible sacrifice that our military and their family members go through,” adds Murphy, now a lawyer in Pennsylvania. “The Triumph Games bridges that gap in understanding.”
For all the celebration that the games embody, there’s a poignancy in the way these veterans talk about overcoming adversity. Some of them add a reminder to their story: They made it home safely, but not all of their comrades did.
Raised by a military family in Arizona, Sgt. Elizabeth Wasil signed up for the Army in 2008, right after her 17th birthday. On duty as a combat medic in Iraq, she suffered a hip injury that made her lose use of her lower left leg. She got in the pool to rehab and found joy in competitive swimming two years later. Soon, she won a gold medal in the men’s division at the World Military Swimming & Para-Swimming Open. “When my body hurts and I feel as though I can’t push any harder, I remember all of those who no longer have the choice,” Wasil says. For them, she pushes on.
Editors’ note: Patrick Murphy is a NationSwell Council member.