Hoberman sphere

Part of my role as CEO is to spur, support and stretch our team to achieve ambitious goals. This at times feels like we are all a key piece of a Hoberman sphere. The sphere is made up of our team, culture, values, mission, service/product and advocacy. We individually and collectively expand and contract. We aim to maintain the beauty, simplicity and structure of the sphere — knowing that if you stretch one part too much, there is a risk of a break. 

It's important to know that just like the sphere, each member that unfolds cannot be connected to all other people, otherwise the growth of the sphere will be stunted and too much pressure would be put on that person.

Of course, we are far more sophisticated and complicated than the Hoberman sphere but it's a good representation to know that the elasticity of the individual and team has its limits. A good leader, which I aim to be, needs to know when to expand the sphere, when to add a new member and when to contract to give the team a rest. 

On the flip side, communicating with the rest of your team when you would like to do more or when you need to do less is as important.

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