Leadership teams of various levels, supervisors, managers, senior executives, or board
members; less than 20 people is the ideal size
60 to 90 minutes
• One copy of Daniel Goleman’s “What Makes a Leader?” sent in advance to participants
coming to the program
• One postcard for each participant
1. Assign as pre-course reading Daniel Goleman’s article “What Makes a Leader?” (Harvard
Business Review, Reprint 98606
). This builds the business case for taking group time to
uncover salient aspects of each of our cultures and how these affect our ability to meet or
exceed individual and group performance objectives and organizational goals and to carry
out our roles as leaders.
2. Following the statement of course goals and learning outcomes, provide each participant
with a standard-sized postcard. Ask them to write the name of a person in their
organization on the back of the card. Tell them that the organizational role or reporting
relationship of that person to the participant is not important: the person should simply be
someone they have difficulty working with: peer, board member, team member, or
subordinate. The cards are then put away temporarily in the back of their binders.
3. Depending on the weather and the location, encourage participants to take a 30- to 40-
minute focused walk with one other person, describing along the way one major family-
of-origin rule and how that rule impacts their professional capacity as leaders today.
4. Ask them while they are walking to dissect the usually unspoken childhood rules in their
families with as much depth and detail as they can. Tell them to help one another by
asking probing questions such as: “How does that family rule impact your interactions
with your partners in India or Malaysia, or the Serbian-Americans working under you?”
5. Model the activity by telling them about your own family-of-origin experience. Let them
ask you a few probing questions. Here is the author’s example:
As a child, I attended parties with the Chinese part of my family. All the small children
would be put together in one corner of the room and told to be very good (read: very
quiet). The very old ladies and very old men sat in the other parts of the room, chatting
Harvard Business Review, Reprint 98606. To purchase reprints, call Harvard Business Review at 1-800-98-0886.