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Stewart D. Friedman Biography

Stewart D. Friedman is a professor at the Wharton School of Business at the University of Pennsylvania and the founding director of the Wharton Leadership Program and Wharton's Work/Life Integration Project. He has been on the Wharton faculty since 1984 and became the Management Department's first Practice Professor in recognition of his work within the fields of Leadership Development, Human Resources and Work–Life Integration on the application theory and research on the real challenges facing organizations. In 2001, Friedman completed a two-year assignment as the director of the Leadership Development Center at Ford Motor Company, where he ran a 50-person, $25 million operation.

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Stewart D. Friedman Quotes

When employers no longer offer secure full-time employment with benefits, then it's hard to expect employees to be loyal, engaged, and maximally productive.

Benefits, Employment, Loyal, Secure

Instead of the metaphor of scales in balance, I prefer the idea of a jazz quartet: you're trying to make music that feels and sounds good, and sometimes you only hear the trumpet or just the bass and piano. Sometimes all four are playing at the same time, but perhaps at different volume.

Balance, Hear, Ideas, Instead, Make, Piano

My research and practice indicates that people need to be doing work they love and to love the work they do. They need to feel that their efforts matter for the people and causes about which they really care. Further, they need to be doing work with people they respect and enjoy. Finally, they need to feel free to choose where, when and how it all gets done. It's not easy to put these conditions in place, but it is certainly possible to do so, as I have seen and shown in my work in organizations and communities using the Total Leadership approach.

People, Effort, Community, Easy, Seen, Done

At the individual level, you need to examine what you truly value, share this with key stakeholders in various life domains both to get feedback and support, and then to experiment with new ways of doing things so that - over the arc of a life - you can achieve harmony and have more of what it is that you uniquely want out of life.

Achieve, Feedback, Keys, Support, Various, Way

People of all ages, but especially young people, require work that as meaning, or social value. Since they're not getting the kind of long-term guarantees of yore, they're willing to job hop to find the right fit.

Ages, Fit, Jobs, Long, Social, Social Values

Firms that fully embrace the needs and interests of the whole person will win today's competition for the best talent.

Competition, Embrace, Fully, Needs, Winning

Skilled leaders focus on "we," not "me. "

Focus, Leader, Leaders, Skilled

In my talks in organizations around the world I ask, "What kind of leadership do we need now?" The most common responses are "adaptable," "flexible," and "innovative. " This isn't surprising, in light of how fast and overwhelming is the pace of change in our world.

Fast, Leadership, Light, Organization, Our World, Pace

Of course that's the best way to continue to learn anything: Try to teach it!

Trying, Way, Teach, Continue, Learn

The key to overcoming resistance to change is to frame your actions and continually adjust them as you move forward to so that those who might be affected by any changes see them as useful and beneficial for them. This isn't as hard as it sounds. You just have to be vigilant in paying attention to how you're influencing the lives of people who matter.

Attention, Key, Keys, Moving, Overcoming, People

If you shift your mindset to asking "How can I initiate change that's good for my family, and my community, and my career, and my private self (mind, body and spirit)? then you are more likely to produce harmony in your life, over the course of your life.

Careers, Community, Mind, Private, Self, Spirit

We all want to have a rich and meaningful work life and a fulfilling life beyond work.

Fulfilling, Life, Meaningful, Rich, Want

Executives are afraid of losing control if subordinates try to roam too far. Conversely, hierarchy squelches talent by forcing rote standardization through the punishment of failure, a necessary accompaniment to experimentation.

Hierarchy, Losing, Necessary, Roam, Talent, Trying

People at all levels and in all roles in organizations are wrestling with the challenges of modern life, trying to find ways to create harmony among the different parts of their lives while aiming to achieve their goals and live with purpose.

Aiming, Challenges, Life, Organization, People, Wrestling

Continual improvisation on a theme is a more useful way to think of how to bring the various parts of life together.

Life, Thinking, Together, Various, Way

My view is that leadership is not about position - you can lead very well with no one reporting to you in a hierarchy and you can lead quite poorly with many people below you in the traditional chain of command. Leadership is about mobilizing people toward valued goals, and anyone can do this, in any aspect of life.

Chain, Goal, Goals, Lead, People, Quite

Having a 9-to-5 workday in which work is left behind when one leaves the office is no longer the norm as employers expect employees to be available outside of work.

Employee, Employers, Having, Left, Longer, Office

Right now we're in the midst of a grand experiment on how best to harness the incredible power of the Internet while we struggle to maintain useful boundaries among the different parts of our lives.

Struggle, Different, Internet, Useful, Midst

If you're searching for "work
life balance" you'll always be disappointed because "balance" connotes a zero-sum equation.

Balance, Disappointed, Equations, Searching, Zero

Invest in helping people know what matters to them and who matters to them (and why), and encourage them to continually experiment with how they get things done in ways the serve their interests and yours as an employer.

Continually, Done, Interests, People, Serve, What Matters

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