Northwestern University professor and former Baxter International Chairman and CEO Harry M. Kramer, Jr. discusses his new book “Your Values-Based Legacy,” examining how legacy building is a lifelong journey. Drawing from executive and academic experience, Harry shares how connections, community, and choices shape meaningful impact. The conversation explores generational approaches to social impact, value-driven leadership, and practical steps for creating lasting positive change.
Episode Transcript
Adrian Tennant: Coming up in this episode of IN CLEAR FOCUS
Harry M. Kraemer, Jr.: The first thing that really any strong person needs to do in a leadership role is to think about their values. What are my values? What’s my purpose? What difference do I want to make? What really matters?
Adrian Tennant: You’re listening to IN CLEAR FOCUS fresh perspectives on marketing and advertising produced weekly by Bigeye, a strategy-led full-service creative agency growing brands for clients globally. Hello, I’m your host, Adrian Tennant, Chief Strategy Officer. Thank you for joining us. In an era where brand authenticity and corporate responsibility increasingly drive consumer choices, marketing leaders face a unique challenge, creating meaningful impact while delivering business results. Our guest today brings a distinctive perspective on this challenge, having led a multi-billion dollar global healthcare company and now shaping the next generation of business leaders. Harry M. Kraemer, Jr. is a Professor of Management and Strategy at Northwestern University’s Kellogg School of Management, where he teaches in the MBA and Executive MBA programmes. Previously, as Chairman and Chief Executive Officer of Baxter International Incorporated, he led an organization of over 50,000 employees across 100 countries. His insights on values-based leadership have earned him recognition as Kellogg School Professor of the Year for both the full-time program and executive MBA programs in Chicago, Miami, and Hong Kong. His new book, published by Wiley, is “Your Values-Based Legacy: Making a Difference at Every Age and Phase of Life.” To discuss some of his book’s key ideas about creating meaningful impact, I’m delighted that Harry is joining us today from Chicago. Harry, welcome to IN CLEAR FOCUS
Harry M. Kraemer, Jr.: Great to be with you, my friend. Great to be with you.
Adrian Tennant: Harry, your new book is your fourth to be published. How has the book series evolved, and what inspired you to write specifically about legacy?
Harry M. Kraemer, Jr.: Yeah, so it was very interesting when I first left Baxter, where I was the chairman and CEO, and I had the opportunity to come back to Northwestern University to the Kellogg Business School. My first set of classes really, Adrian, was all about how do you really be a value-based leader? What does that really take? And that was “From Values to Action.” And I get all my ideas from the students because then they started to ask, “Alright, well, how do you lead a value-based organization?” Which was the second book, “Becoming the Best.” And before COVID, I thought we got a very good set of questions of how do you live a value-based life? You know, we’ve got a million things to do. It isn’t work-life balance, it’s life balance. And how do you balance all the aspects of your life? And it was about a year ago that suddenly it became, okay, how do you live a value-based legacy? You know, we’re all very blessed. We’re very fortunate. What do we leave for the next generation? What do we do while we’re here and getting prepared long after we’re gone to encourage people to make a difference? And very, very often, Adrian, you know that people talk about all the issues in the world, global poverty, digital divide, all these issues. I always tease, there seems to be this famous group of people called “those guys.” I mean, some nondescript men or women, well, we aren’t those guys. We’re not the men or women who’s going to do something about it. Who is it? And that literally led to the fourth book, “Your Value-Based Legacy.”
Adrian Tennant: You characterize legacy as being along a continuum, honoring our past, celebrating our present, and creating our future. Why did you choose this structure?
Harry M. Kraemer, Jr.: After thinking about it a lot, reflecting on it, talking to a lot of people, I realized, why don’t I start with my own journey? Where does this whole idea come from? What is it instilled from your grandparents, your parents, maybe people you went to school with that, hey, what is it beyond success? What difference can we make? Is it just your resume or is it really your potential future eulogy? And where did that all start from? And I use a lot of examples of things I learned from my uncle and from my parents or from my grandparents. So how does that actually get started in terms of things that they did that impressed you? And then it moves to, as you said, celebrating our present. Are there things that I can do now? I may not have any money at all, but can I volunteer at a soup kitchen? Can I do something for Habitat for Humanity? Are there things I can do in the here and now rather than waiting till sometime in the future when I may think I have more time? Well, those are things I can have an impact on right now on people that may be suffering or may have issues. But how do I really create the future? What are things now that we could be a lot better off? How can we actually prepare people beyond our lives, whether it’s setting up a foundation or making a difference for people’s futures and their children or their grandchildren? So it seemed a logical way to think about it.
Adrian Tennant: Many people, I’m sure, believe that legacy is something to consider later in life or after retirement. Harry, why do you believe it’s important to consider legacy at every age and career phase?
Harry M. Kraemer, Jr.: Yeah. So, Adrian, any time I’m serious, I always try to have a sense of humor. And the third book, which was called “Your 168,” I remind people that you have 168 hours in a week. Some people say 24-7. Multiply it out. It’s 168. I’m always letting younger people know that, “Oh, wow, when I get out of school, you know, I’ll have more time. So, I think I’ll wait till I’m a little older. I’ll wait till I’m a little established.” But as you and I, Adrian, know, that as you get them older, then there’s children potentially, then there’s grandchildren, then there’s bigger responsibilities, then there’s more things to do. My sort of view of it is, if you don’t start this early and it’s not baked into how you develop and how you think about your 168, then it’s not clear to me it’s ever gonna happen. It’s a little bit like somebody saying, “Well, I don’t have time to exercise now, take care of my health, I’ll do that later.” Well, trust me, if you don’t start early, you’re gonna have a very difficult time building it in later. What are some really, really key things to think about? And I really think the sooner you think about this, the sooner you put this in and you think about discipline, focus, consistency, building in a little bit of credibility.
Adrian Tennant: In your book, you write about the “3 C’s” – connections, community, and choices. Harry, could you explain how these elements work together to build a meaningful legacy?
Harry M. Kraemer, Jr.: Sure. I almost thought about it when I was writing it, Adrian, that if I think about it, I really, truly want to have a meaningful legacy. What are the key components of this? Well, you know, I first have to have some connections. I have to be able to figure out through people that I know who want to make a difference or see there being an issue, how do I get the connected for that? And then I say, well, wait a minute, when will that happen? Well, hopefully it’ll start in my own street, my own school system, my own area, my own city. And by having those connections and building that community, well, then the really key thing is, because we’ve only got 160 hours in a week, how do I make choices? Because the one thing we’re well aware of, Adrian, we can’t do everything. You may have heard that expression. I remember my mother saying to me one time, Harry, it may be possible to have it all, but not all at the same time. Okay, so how do you make that trade-off? And that combination of having the connection, understanding your community, and realizing, you know what, I’m going to have to make some choices.
Adrian Tennant: In your role teaching MBA and executive MBA students at Kellogg, what differences do you notice in how different generations think about legacy and making an impact?
Harry M. Kraemer, Jr.: What I think about leadership, I always say leadership has nothing to do with titles. It’s the ability to influence people. How do you influence people? We gotta be able to relate to people. So I’m very, very big on the concept of how do I uniquely relate to each person? Well, I know sometimes there’s this sort of temptation of, well, we’ll put people into certain groups, but I think I’d be careful about that because every single person is somewhat unique. Even saying that, here’s one big characteristic I can think of. I think in my generation, you know, the baby boomers, I think there was a little bit of a view when we were younger, you know, we surely should make a difference. We should do that. But you know what? I got to get started. You know, I got to get a job. I got to get a house. I got to get a car. I got to get settled. And, you know, once I got settled, I’m kind of in pretty good shape. You know, maybe I’m in my 50s or whatever. I’m going to start making a difference then. And when you ask me what some of the changes or difference, when I think of my five children or a lot of the students I see at Kellogg, Their sort of view is, “Well, wait a minute. No, I’m not gonna wait. When I look at all the issues in the world today, when I look at global poverty, global healthcare issues, the digital divide, the climate, you know what? I’m gonna get started.” There’s almost a little bit of, you know, “I don’t even need to have a house. I’m not even so sure real estate’s gonna go up. An apartment’s fine. And this whole idea of having a car, I mean, I don’t know. Uber’s fine. I don’t have to deal with all that.” So when you’re kind of freed from worrying about collecting all this material thing, then it opens up to a little bit more freedom. And here’s the way I’d make this more fact-based for you. I would guess in my class at Kellogg, back 40 some years, good people, but the number that while they were in school would work for a nonprofit, maybe 5, 10%. “We’re gonna do that, but we’ll do that later in our life.” No exaggeration, if I look at the Kellogg students today, and I think it’s pretty much any students in any graduate schools, 90% of the students are involved in at least one or two nonprofits. “The need is there. I’m not watching the movie. I’m in the movie. I’m not going to just be concerned. I’m going to try to influence some things.” And it’s very heartening to see. “Let’s get started. Let’s make a difference.”
Adrian Tennant: Your book includes many inspiring stories of people making a difference. Harry, could you share one that might resonate with marketing professionals?
Harry M. Kraemer, Jr.: Sure, so there’s a lot of stories in the book, Adrian, but when I think about really good marketing people, what they do is, as you well know with your background, they see a need, they see a demand for something, but they really figure out how to deliver it to get it done and get it done in a very meaningful way. And one of the very good examples that I talk quite a bit about is a fellow Andrew Youn, Y-O-U-N, who started something called the One Acre Fund, O-N-E, acrefund.org. And what’s very interesting, he actually took a trip while he was at Kellogg to Africa. And as he was wandering around, he literally saw some farms where the crop was very, very small and didn’t grow very high, and other places it did. And when he actually researched it, did his little marketing study, he realized part of the problem was that in many areas they weren’t using hybrid seeds. They weren’t really using the best fertilizer. They really weren’t sure how to improve the irrigation. And he came back and he said, “You know what? I can’t quite get over, there’s almost a billion people in the world that aren’t eating, and most of them are farmers. I’m like, okay, wait a second. How does a farmer starve? That almost sounds like an oxymoron.” And he said, “You know what? If I can get some help, we can figure out a way to get people excited, put together a good marketing program where people realize, ‘hey, if you can help me get hybrid seeds, basic fertilizer, some irrigation, I think we could double or triple the crops on these farms.’ Because many of these areas, they’ve got a very small amount, maybe an acre. Well, you can’t, as you well know, you can’t grow enough product on an acre to keep the kids alive.” So, here’s what’s happened. As a result of just brute force, good marketing, good explanations, a lot of videos, you can look at oneacrefund.org. Let me give you the update as of a couple weeks ago. They started in Kenya. I believe they’re in Kenya, Rwanda, Uganda, Tanzania. They’re starting in Ethiopia. As of last month, they have doubled or tripled the crop yield, Adrian, on more than 4 million farms. that has saved the lives of more than 15 million children. He’s hired 9,000 Africans in these countries. And by the way, if you look at one of the YouTube videos on this guy, Andrew Youn, Y-O-U-N, the interesting part is that instead of feeling really good about this, he says, “Harry, you know what? There’s 50, 60 million farms. We’re not even 10% of the way there.” An incredibly humble guy who says, “We are those guys. We are going to make a difference. We’re not watching the movie. We’re in the movie.”
Adrian Tennant: You write about the significance of small in creating impact.
Harry M. Kraemer, Jr.: Yeah, you know, it was one of the most fun things that I found in talking to many, many people, Adrian. It turns out, as you can imagine, because we’re all busy, and there’s this view of, well, I can’t really do too much. I mean, I’m busy. Some of these things are very, very big. What part can I play? The example I used was one young fellow who’s got to do a lot of work because he’s a young professional. And he literally was going into a store, and they had a big empty cage where they wanted to have people drop coats and some supplies in the winter for some of the folks who were in need. And it was a little bit, well, you know, “I can drop a coat in there.” And he dropped the coat in, but you know, “I had such a small impact. I mean, what difference can I make?” And the realization for him was a couple of days later, he went there and that little thing, that little cage was now overflowing with coats. And it was like, “Wait a minute, I can set a small example.” And it’s a lot of people doing a small example that add up to a very, very large thing. And this whole idea of, again, “I’m going to do my own part,” and there’s no such thing as doing too small of a part, because a small part by many people adds up to something pretty wonderful.
Adrian Tennant: Having served as CEO of Baxter International, how do you see the role of corporate leadership evolving in terms of creating positive social impact?
Harry M. Kraemer, Jr.: Yeah, boy, Adrian, you ask great questions. This was a lot of fun. And we talk a lot about this at Northwestern, at Kellogg, at the business school. Again, as a generalization, I think 30, 40 years ago, there was a view, if you’re running a publicly traded company, you’ve really got to focus on the shareholder. You’re there as a steward to help them generate a return. And that’s your job. Yeah, there’s a lot of things you could do in terms of social impact, but maybe you should generate the wealth by running the company, and then the people who get the benefit of that, the shareholders, they can do that. And there was even to the extent where there was some work done by some folks saying, “That’s sort of your fiduciary responsibility as a board, that the company, you know, shouldn’t be doing around being good doers, they should generate return, and the people own the company and get their dividends and stock price increases.” Well, I think what’s evolved over time in a very positive way, Adrian, is to say, “Well, wait a minute. OK, if I’m going to generate shareholder value, how do I generate shareholder value? I need two things. The first thing I need is great people.” And as you and I know, talking about that younger generation now, Adrian, they’re not going to work for a company. that isn’t socially responsible. My five children, they wanna know what they’re doing to really make a difference in the world. “Okay, so what do I need? Number one, I need great people.” Well look, if I can be doing socially responsible things, I don’t mean greenwashing, I mean giving people half a day off every couple of months to work in the soup kitchen or have a foundation that can provide funds for needy school children or whatever. If I can do that legitimately, I’m gonna have great people coming to work for the company. So I don’t get the people piece. What’s the other thing I need? I need customers. And I just role play and say, let’s say you’re the customer, and you can buy the product for me or Joe. Now, if Harry’s all focused on cheerleader value, show me the money, that’s what I want. But Joe, you know, Joe would like to generate return, but Joe’s being socially responsible. And he’s showing you the difference he’s making in the community. He’s showing the difference that he’s making. I would argue, if the price of our product is anywhere close, if the quality is anywhere close, I think you’re going to be buying the product from Joe. So now, my very simple math – as an old math major -if by being socially responsible and doing the right thing, I’ll have great people, I’ll have a great relationship with customers, in my simple way, my friend, if I’ve got great people and a great relationship with customers, I will generate shareholder value, okay? That’s the conclusion. I think sometimes people get this backwards and they get so focused on shareholder value that they forget, wait a minute, I’ve got to have the right people and I’ve got to have customers. So when people say to me, “Should I focus on being socially responsible or should I focus on generating return?” I always tease any question I usually ask, I tell the students, “If you answer yes, you get partial credit. Okay. ‘Cause the answer is yes, we got to do all of the above.” And there’s a very simple way I think to do all the above.
Adrian Tennant: Let’s take a short break. We’ll be right back after this message.
 | Adrian Tennant: In partnership with our friends at Kogan Page, this month’s Bigeye Book Club selection is “Marketing in Web 3.0: Artificial Intelligence, the Metaverse, and the Future of Marketing.” |
Adrian Tennant: Welcome back. I’m talking with Harry M. Kraemer, Jr., the author of “Your Values-Based Legacy: Making a Difference at Every Age and Phase of Life.” For marketing professionals working to build inclusive or purpose-driven brands, what advice would you give about aligning commercial success with meaningful social impact?
Harry M. Kraemer, Jr.: I think the first thing that really any strong person needs to do in a leadership role is to think about their values. What are my values? What’s my purpose? What difference do I want to make? What really matters? If I can understand what those values are, What is non-negotiable? What am I not going to compromise? And I can do it in a very, very caring way. I think, as you well know, you’re going to have a great relationship with the team, you’re going to have a great relationship with customers, and you’re going to be incredibly successful. Not enough people take a step back to figure out, what are my values? What does really matter? What am I willing to compromise? And that’s why I start so many of my classes, so many of my lectures on leadership. The first thing you have to do, I really believe, is to be self-reflective. And people say, “Well, why is that?” Well, then I’ll tease people, Adrian, it’s saying, if I’m not self-reflective, is it possible for me to know myself? If I don’t know myself, is it possible for me to leave myself? And by the way, If I can’t lead myself, how can I possibly lead other people? So, the leadership in my mind starts with me. If I don’t have my own act together, how can I possibly lead other people? As a marketing professional, as a CMO, as a CEO, it starts with me. People want to know what kind of person you are. A lot of people, as you know, they may be a little younger, a little naive. It’s about how bright they are and how bright and fast I can move. And a great quote, I should look up who said it, but I love this quote, Adrian. People don’t care how much you know until they know how much you care. And if they really believe you care and you truly know your values and you can lead yourself, they’ll follow you anywhere.
Adrian Tennant: Harry, with your experience in both corporate leadership and Academia, what changes have you observed in how organizations approach purpose and values?
Harry M. Kraemer, Jr.: You know, Adrian, this is one I’ve been thinking a lot lately. And again, it’s always bad to generalize, but I’m a little concerned that individuals and organizations are really not taking the time to understand one another. They’re not willing or taking the time to understand multiple perspectives. I think it was only as recently as maybe eight, nine years ago when, Adrian, you have a view and I have a view. It could be anything, right? It could be gun control, immigration, whatever. I would say leaders, in a respectful way, should talk about anything. But you have a view, and I have a view. And back then, I still like you, I still respect you, but I have a different view than you do. And what’s begun to happen, and this worries me even though I’m an optimistic guy … Because now with this echo chamber, and you can be anywhere you want to be, but if somebody’s on the right and everything they hear is exactly consistent with what they want to hear, and somebody else is on the left and they only hear exactly what they want to hear, now you can’t have a discussion because it’s like, “How could you possibly believe that?” And so what I’m trying to get people to do is to say, “Hey, look, understand what does somebody believe on the right?” Now you’re gonna look at all of this and say, “Okay, given all of this, I’m gonna stop saying I don’t understand. Now I’m gonna understand and I’m gonna decide what I think really, really makes sense.” I mean, really good marketing people do this all the time. I’m gonna do the research, forget about what I may think. Why does somebody think that way? Why does somebody think that way? Or I’ll tease people and say, “You know what? If you want to watch Fox, super. You better watch a little CNN. You want to read the New York Times? You better read the Wall Street Journal, maybe the Financial Times, The Economist, and then look at that whole potpourri of everything and then say, OK, what do I believe and why do I believe it?”
Adrian Tennant: Your book also discusses passing the torch to future generations. How can leaders effectively mentor and inspire others to carry their values-based legacy forward?
Harry M. Kraemer, Jr.: Yeah, super, super good question, Adrian. And I think about this. I start this one off as a parent and I have five children, but the biggest thing in my life as of 12 months ago, I became a grandparent for the first time. Okay. I’m into this in a very big way. Okay. In fact, people were saying, “Geez, he’s got five children. What’s the big deal?” It’s a very big deal. In fact, I’ve been accused, Adrian, of taking more pictures of my grandson in 12 months than all five of my children combined their entire lives! Okay. I mean, it’s pretty great. Like, my 35-year-old daughter said, “Dad, you have more pictures of him than me. How could that be?” And I teased her to say, “I just happen to like him more than you, Susie. I just happen to like him more.” I’m teasing her, teasing her. So I’m thinking through, and I tried to make sure that I would take my children to a soup kitchen. I would take them to be involved in some type of a Habitat for Humanity kind of thing. I get them to say, when we go to church, “I know you don’t have much, but wouldn’t it be good for you to donate something in the poor box at church?” Getting them in the mentality early on, we’re very blessed. We’re very fortunate. What is our obligation? What are we gonna do to influence things? A lot of people are concerned, Adrian. “I’m concerned about this,” “I’m concerned about that, I’m concerned about everything.” Okay, are you doing anything about it, or are you just concerned? Or the way I describe it to the students, are you watching the movie, or are you in the movie? Rather than just talking about all the problems, how about getting in the movie? What are you doing about it? What are you teaching younger people about? What do you think you can do, as you said a little earlier, whether in a small way or if you happen to be wealthy, in a larger way? What are you doing to set the example? We sometimes forget, even at Baxter, I would do things and people could see what I was doing. And I think it was Andrew Carnegie, the steel industrialist, who had this great quote I love, “The older I get,” he said, “the less I listen to what people say, the more I watch what they do.” So, you can be talking all you want, but if you’re setting an example and people know, “Oh, Harry’s going to work on that Habitat for Humanity product,” or, “Hey, Harry went down to that soup kitchen.” Well, you know what? “Geez, if he’s the CEO of a $13 billion company with 55,000 people and he’s finding time to do that, you know, maybe I should find the time to do that.” Your example in my mind plays an enormous impact on what other people do.
Adrian Tennant: You seem like a very optimistic guy, Harry. So looking at the current business landscape, what gives you hope about the future of values-based leadership?
Harry M. Kraemer, Jr.: Well, I’ll tell you this. I think the world absolutely needs more value-based leaders. I mean, if you take a look at what’s happening in the world, not just the United States, you know, moving to a certain degree into a more secular society, people being more focused on their needs rather than the needs of others, I decided when I first left Baxter, if I can have a small impact, a very small impact, to help people become value-based leaders, that would be a blessing of enormous proportions. And I think there’s enough people now, particularly in the younger generation, that say, “I look at my parents, I look at my grandparents, you know, a certain amount of them, they wanted all these material things. And I don’t think they were thinking about the climate. I don’t think they were thinking about future generations. And it was all literally about me. And you know what? I don’t think that brought people a lot of happiness.” I actually think people know that we’re missing something. And I think people are searching, Adrian, that’s the value of podcasts like this. People are searching of, all right, how should I be thinking about? What really should matter? And, you know, okay, yes, it’d be nice to have some things. How many things do I really need? How much materialism do I really need? And of course, anytime I’m serious, Adrian, I’m an optimist, I have a sense of humor. And I got some of this from my dad. He had a great line. I don’t know if it was his, Adrian, or whether he stole it from somebody, but he used to say to me when I was a kid, He said, have you ever seen a hearse with a coffin in it going to a cemetery with a U-Haul attached to it? And I’d say, Dad, what’s that? He goes, Harry, it seems like 90% of people I know, they must either think all this stuff they’re accumulating is going with them when they die, or they must think they’re living forever. Because if you know you’re not living forever and you can’t take this with you, what are you doing? And he’d say, hey Harry, you got a lot of people in their 40s and 50s, all of a sudden they’re 80, and now they gotta get rid of all this stuff. And the great line was, geez Harry, don’t you think people know when they’re 50, that 30 years from now, they’re gonna be 80? I’m surprised you’re surprised. Okay, so what are you doing? How much do you really need? And maybe spending a little bit more time on what I should be doing value-wise to make a difference in the world, the blink of an eye I’m on this earth, as opposed to it’s really all about me.
Adrian Tennant: Harry, if listeners would like to learn more about you, your work at Northwestern University’s Kellogg School of Management, or your book, “Your Values-Based Legacy,” what’s the best way to do so?
Harry M. Kraemer, Jr.: Yeah, you know, a couple of things, Adrian. One, my Kellogg students actually have set up a website for me a couple of years ago, and it’s just harrykraemer.org. Kraemer is K-R-A-E-M-E-R.org. And at that website, there are various articles on value-based leadership. There’s information on all the books, there’s some videos there, there’s articles, there’s recommended other books. When they first set it up, friends of mine in a company said, “Oh my goodness, they set up this website for you, Harry. What did you pay them?” And I thought, “Well, these Kelloggs’ students, they just did this. What do you want to pay them?” And so I went to them and I said, “Well, what do I owe you for setting up this website?” And they said, “Harry, you know, what do you do also here?” We want you this three years ago, Adrian. “We want you to start doing a blog post.” Well, in my 60s, I said, “What’s a blog post?” “Harry, don’t worry about it. Every Sunday night, you send us a four or 500 words on some aspect of leadership,” similar to what you’re asking me here. And he said, “We’ll post it and we’ll post that the next day for you on your website.” Well, I didn’t know anything about this because I’m not really much of a social media guy, but I do that every Sunday night, whatever. But what’s been kind of fun about a couple of months after that, all of a sudden I’m getting phone calls from alumni and from students saying, “Oh, I saw on LinkedIn, I saw on Instagram.” I said, “I’m not in these things.” He said, “No, you’re on everything!” What these students are doing is that they’re putting an out there. It keeps me encouraged because I know every week, whether it’s, okay, oh my goodness, you know, hey, the election happened and I don’t feel good about that. Well, then I’ll write something about, wait a minute, we’re blessed to be Americans and a democracy, you know, sometimes the one you want to vote for wins, sometimes they lose. You know, that’s what a democracy is all about. If you don’t like the result, what can you do in a positive way to make a positive change? A little bit again of, are you watching the movie or are you in the movie?
Adrian Tennant: Harry, thank you very much for being our guest on IN CLEAR FOCUS.
Harry M. Kraemer, Jr.: Well, it’s been an honor. I’ve really, really enjoyed it, Adrian, and happy to do it again with you sometime.
Adrian Tennant: Thanks again to my guest this week, Harry M. Kraemer, Jr., the author of “Your Values-Based Legacy.” As always, you’ll find a complete transcript of our conversation with timestamps and links to the resources we discussed on the IN CLEAR FOCUS page at bigeyeagency.com. Just select ‘Insights’ from the menu. Thank you for listening to IN CLEAR FOCUS produced by Bigeye. I’ve been your host, Adrian Tennant. Until next week, goodbye.
TIMESTAMPS
00:00: Introduction to Values-Based Leadership
02:11: Harry Kramer’s Journey and Inspiration for Writing
03:35: The Continuum of Legacy: Past, Present, Future
05:03: The Importance of Considering Legacy Early
06:20: The Three C’s: Connections, Community, and Choices
07:30: Generational Perspectives on Legacy
09:56: Inspiring Marketing Professionals: A Case Study
12:32: The Power of Small Actions in Creating Impact
13:40: Evolving Corporate Leadership and Social Impact
18:14: Aligning Values with Commercial Success
20:10: Understanding Different Perspectives in Leadership
22:07: Mentoring Future Generations
24:32: Optimism for Values-Based Leadership
26:54: Resources and Further Learning
28:53: Conclusion and Thanks
