Pushing the Envelope of What's Possible

""You can't lead," he said, "without making sure that you're working at your peak." Mitch, then around 50, ran an investment management service for high-net-worth families. But he wanted to found a new firm, based on principles that he wanted to test. He called these principles "radical collaboration" (RC). RC would create something less impersonal, more responsive to human instincts that (he insisted) drove the market. It would add a new dimension to market analysis that encompassed an analyst's humanity."

""For one thing, there'll be real give-and-take among my team." Mitch saw his team as a family. "If you can't bare your soul to people you work with," he said, "they won't understand your motivations-why you think money should go here and not there. The best investment decisions turn on trust and understanding. Still, I advised Mitch to take care before taking the plunge. He took the plunge, taking several buddies with him to a new firm that he called Aspiration, Inc."

"Mitch, then around 50, ran an investment management service for high-net-worth families. But he wanted to found a new firm, based on principles that he wanted to test. He called these principles "radical collaboration" (RC). RC would create something less impersonal, more responsive to human instincts that (he insisted) drove the market. It would add a new dimension to market analysis that encompassed an analyst's humanity."

Mitch ran an investment management service for high-net-worth families and sought to found a new firm built on 'radical collaboration' (RC). RC aims to add human instincts and an analyst's humanity to market analysis, making decisions less impersonal. He emphasized real give-and-take, trust, and understanding among team members, describing the team as a family and urging colleagues to 'bare your soul' so motivations become clear. He reflected on leadership questions about modeling change, fostering trust, erecting guardrails, and predicting impacts. He launched Aspiration, Inc., brought colleagues, tested RC, and assessed progress while insisting on working at his peak.

Read at Psychology Today