By Charles Fishman, Brian Grazer

ISBN-10: 1476730792

ISBN-13: 9781476730790

From Academy Award–nominated manufacturer Brian Grazer and acclaimed enterprise journalist Charles Fishman comes a brilliantly pleasing peek into the weekly “curiosity conversations” that experience encouraged Grazer to create a few of America’s favourite and iconic video clips and tv shows—from 24 to a stunning Mind.
For a long time, movie and television manufacturer Brian Grazer has scheduled a weekly “curiosity conversation” with an entire stranger. From scientists to spies, and adventurers to enterprise leaders, Grazer has met with a person keen to reply to his questions for a couple of hours. those casual discussions sparked the inventive thought at the back of a lot of Grazer’s videos and television exhibits, together with Splash, 24, a gorgeous brain, Apollo thirteen, Arrested improvement, eight Mile, J. Edgar, and plenty of others.

A Curious brain is a brilliantly enjoyable, interesting, and encouraging homage to the facility of inquisitiveness and the ways that it deepens and improves us. even if you’re seeking to increase your administration kind at paintings otherwise you are looking to develop into a greater romantic associate, this book—and its classes at the energy of curiosity—can swap your lifestyles.

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The teacher is far less assured of his ground than those who learn are of theirs. 3 Here we see that leadership is a learning process that is not only centered in what needs to be said but also in learning how to say it in ways that others can understand and follow. Both leader and follower (teacher and student) are learning to follow what is called for; what needs to be said, learned, taught as dictated by the situation; the one pointing out to the other where the learning or teaching needs to go.

The teacher is far less assured of his ground than those who learn are of theirs. 3 Here we see that leadership is a learning process that is not only centered in what needs to be said but also in learning how to say it in ways that others can understand and follow. Both leader and follower (teacher and student) are learning to follow what is called for; what needs to be said, learned, taught as dictated by the situation; the one pointing out to the other where the learning or teaching needs to go.

We have assumed that all other factors, including followership, are secondary to leadership. When followers have been surveyed, it was to determine their views of the leaders. But what if we turned all this around? What if we put followership center stage and asked all the same questions, but only in reference to the followers instead of leaders? For example, when we talk about leader-follower distance, we always talk about the follower’s distance from the leader, but we should also talk about the leader’s distance from the follower.

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A Curious Mind: The Secret to a Bigger Life by Charles Fishman, Brian Grazer


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