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The Postwar design phenomenon known as mid-century modernism has been backand thrivingfor years now. In addition to a steady stream of new products from major retailers that cash in on the clean curves of the past, people continue to buy originals, reissues, and knockoffs of icons like the Eames Lounge Chair in droves. But if theres one person Id wager loves it just a bit more than the rest of us, its journalist Dominic Bradbury. In the wake of his tomes Atlas of Mid-Century Modern Masterpieces and Atlas of Mid-Century Modern Houses, today Bradbury is back with another book: Mid-Century Modern Designers, a hulking A to Z chronicle of 300 design pioneers known and unknown. [Photo: courtesy Phaidon] I do write about contemporary design and contemporary architecture as well, Bradbury says. But I have become slightly obsessive and fixated on this period. I just find it so exciting and so inspiring in lots of different ways. Naturally, it was thus more difficult for Bradbury to stop at 300 designers than it was for him to reach 300 in the first place. His initial list comprised some 450500 names, and he whittled it down using a number of criteria. He and the publisher wanted an international focus and a diversity of disciplines, with a particular focus on those designing for home or personal use. They also wanted a mix of big names like the Eameses, Alvar Aalto, and Lina Bo Bardi, as well as more obscure designers who played a critical role in the movement. What I find really exciting about doing these kind of big, research-led books, is you’ll always discover something new, Bradbury says of resurfacing lesser-known talents. To that end, on the eve of the books publication, we asked Bradbury to select his top five forgotten mid-century Moderns who helped define their era. Their work speaks to the question of who gets remembered and who gets left in the pastand perhaps also shines a light on why the world still cant seem to get enough mid-century modernism at large. It’s such an extraordinary period of innovation and excitement and so many ideasand just also this really incredibly optimistic feeling, which I think we’re probably all in need of at the moment, says Bradbury. Yrjo Kukkapuro [Photo: courtesy Phaidon] Yrjö Kukkapuro (19332025) The Finnish Kukkapuro used to sit in the snow to study the shape of the human body as he was working on his best-known piece, the 1964 Karuselli (carousel) Chair, according to Bradbury. Kukkapuro later covered himself in chicken wire to create a plaster mold of himself reclining, all of which played into the final design of the reclining swivel chair. He was one of the early masters of ergonomics, Bradbury notes. The chair found fame when it landed on the cover of architectural and design magazine Domus in 1966. Its production continues to this day, although Kukkapuro is often overlooked in lieu of more famous Finnish designers, such as Alvar Aalto. When you’re going around Scandinavia, you sometimes see these chairs in hotel lobbies and things like that, Bradbury says. They’ve become a bit of an icon. Nanna Ditzel [Photo: courtesy Phaidon] Nanna Ditzel (19232005) You may not know the Danish Ditzel by name, but youve probably seen her most famous workor copies of itwhich she designed with her husband, Jrgen Ditzel: the 1957 Hanging Egg Chair. It is also still in production today, like many of her creations. I really admire her for her combination of craftsmanship and organic materiality, Bradbury says, adding that while other egg chairs of the period might have been created using fiberglass or other solutions, the Ditzels used natural wickerspinning an expressive take on traditional materials in a modern context. Thanks to such decisions, as Bradbury notes in his book, Ditzel offered an engaging version of warm Modernism. While Ditzel may not be mentioned in the same breath as other master Midcentury Scandinavian designer, Bradbury says that like many on this list, her work is being rediscovered as people search archives for pieces that could be suitable for reissue or collection today. Borge Mogensen [Photo: courtesy Phaidon] Brge Mogensen (1914-1972) Mogensen trained under Kaare Klint, the father of modern Danish furniture design. Bradbury says a major part of Klints approach was making sure one understood traditionand that carried over to his protégés output. Mogensen’s work [features] this combination of looking to the past and looking to the future at the same time, says Bradbury. So he would take traditional forms of furniture, like a hunting chair, and then reinterpret them in this sort of modern idiom. That yielded such pieces as the 1950 Hunting Chair and his 1958 Spanish Chaircreations that make one ponder the broader question of why some designers get overlooked in mid-century modern history at large. Bradbury says one key part of the equation is whether or not a designer’s work took off internationallylike, say, Finn Juhls did in the U.S. and Asia. Another major factor Bradbury is mulling at the moment: How designers were (or were not) embraced by the media, and how they promoted themselves. (The mid-century era is kind of when that started becoming more and more important, he says.) He says the Scandinavians were adept at it, and they would band together to do shows and exhibitions to get eyes on their workand as a result, many left a lasting impression in mid-century Modernism to this day. This contradicts the British mid-century modern designers below. John and Sylvia Reid [Photo: courtesy Phaidon] John & Sylvia Reid (19251992; 19242022) While many mid-century modernists are known for their high-end output, the married Reids became ubiquitous for their lower-priced furniture designs from the U.K. stalwart Stag Furniture. The Reids bedroom collections targeted young couples, who could buy a set or a piece at a time. They were very popular lines in the U.K. during the Postwar period, Bradbury says. Their furniture was beautifully designed, well-made, but quite affordable. Like Charles and Ray Eames, they werent limited to furniture, and were wildly talented multidisciplinary designers who also worked in lighting and graphic design. Unlike the Eameses, they didnt receive an enduring acclaim that persists to this day. Sergio Rodrigues [Photo: Joe Schildhorn/Patrick McMullan/Getty Images] Sergio Rodrigues (19272014) Bradbury started to notice a pattern when working on his book New Brazilian House. We just kept seeing these amazing pieces of furniturebeautiful mid-century chairs with wooden frames and kind of slouchy leather cushions. We’d say, who designed those? And [the answer] would be Sergio Rodrigues, he recalls. As Bradbury details in his new book, Rodrigues created his signature Mole Armchair in 1957 after photographer Otto Stupakoff asked him to create a comfy couch for him. He later had another hit in 2002 with the Diz Lounge Armchair; a culmination of a long career. There was something quite joyful about his workyou just wanted to relax into his armchairs or his sofas, says Bradbury. They’re the kind of chair you can’t walk past without wanting to sit yourself down and spend a moment. Ultimately, Rodriguess work was spotted and appeared in international trade shows, leading to distribution abroad. But what of the other South American mid-century modernists lost to time? [They] just sort of stayed at home and concentrated on [their] home marketbut that doesn’t mean the work is any less amazing, Bradbury says. Who knows: In the current era of mid-century rediscovery and reappreciation, it may only be a matter of time before we see these mid-century modern designers anew, as well.
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Bobby sat at his desk, rewriting the same email to his manager over and over. His boss had just announced a major reorganization without acknowledging how it would impact several critical projects Bobby led. Bobby knew he needed to address the issue, but he didn’t want to seem difficult or negative. But staying silent didnt feel right either. Bobby found himself in a situation many professionals faceunsure about how to bring up frustrations and disappointments to those in charge. Its tempting to avoid these tough conversations. You dont want to damage the relationship, but its hard not to be upset by sudden changes or what you see as poor choices. While it might feel nerve-wracking in the moment, speaking truth to power is one of the most worthwhile skills you can build. Not only does it prevent simmering resentment that can lead to burnout, but it also allows you to feel proud that you stood up for your values. More importantly, expressing your disappointment in a respectful way signals emotional maturity, proving you can handle pressure and operate in high-stakes moments. Heres how you can share frustration with your manager in a way thats clear, constructive, and strengthens your relationship instead of hurting it: Explore the worst case, best case, and most likely Its easy to overthink and wonder, What if my boss gets defensive? or, What if this ruins our relationship? Bobby worried that his manager would say he was overreacting or that itd jeopardize him being assigned to future projects. To ground himself, he walked through three possibilities: Worst case: What was the absolute worst that could happen? Bobby had advocates across the company. If things really went south, he had options and that gave him peace of mind. Best case: Whats the ideal outcome if everything goes well? Surprisingly, Bobby hadnt even considered the upside. His manager might appreciate the feedback, adjust plans, or at least acknowledge how the changes were impacting the team. Most likely: Whats the realistic outcome? Bobbys boss might be slightly annoyed in the moment since he was under a lot of stress, but it probably wouldnt be a major rupture. This quick exercise shifts you out of emotional reactivity to a more balanced, rational place, so you approach the conversation calmly and constructively. Get buy-in first Dont launch right into your frustration or disappointment. Start by getting a micro-yes. For instance, you might say something like, Do you have a few minutes to talk something through? or, Ive been reflecting on something and would love your perspective. Would now be a good time? This small gesture works because of the consistency principle, a psychological tendency where people want to align their words and actions. When your manager agrees upfront, theyre more likely to stay open because theyve said theyre willing to talk. Find common ground Continue to ease in by creating a shared goal. Set the tone that youre a partner who is working towards the same outcome, not an adversary. This shifts the dynamic from me versus you to us against the problem. You might say: We both want this project to succeed, which is why I wanted to share something that I think could be getting in the way. I really care about the teams well-being, and I know you do, too. Thats whats motivating this conversation. Use words that reflect their style and priorities Match your message to what matters most to your boss. If theyre deadline-driven, frame your feedback in terms of how it impacts timelines. If theyre mindful of their reputation, emphasize how the issue affects the teams perception. Bobbys boss prized quality. So, instead of leading with how the reorg made him feeloverlooked and angryBobby mentioned how the changes would create confusion around ownership and lead to gaps in their delivery. He wasnt sugarcoating or pandering, but rather translating his message into language his boss would be more receptive to. Critique the situation, not people Lower defensiveness by using neutral, observational language, like, It seems that . . . or, When X happens . . . versus statements that start with you or I. For example: Instead of, You didnt give us a heads up, try, When changes are shared with short notice, its harder for us to adjust. Instead of, I think our communication is scattered, try, This approach seems to be creating more back-and-forth than necessary. Better yet, add a suggestion or a solution, such as, I could set up a recurring check-in with the client to help us stay ahead. Would that be useful? Get their side of the story Show you understand that your leader is dealing with pressures, too. You might say, Id like to understand what constraints or considerations youre facing that might have influenced this decision. I realize I may not know the whole story. This demonstrates that youre able to balance your own concerns with their reality, which can instantly defuse conflict. You can care deeply, feel disappointed, and still tackle the situation with curiosity, confidence, and conviction. By doing so, youre building the foundation for long-term trust and respect.
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We often celebrate courage in its most dramatic forms: the whistleblower who risks everything, the bold innovator who disrupts an industry, or the leader who stands alone in a moment of crisis. These stories inspire usbut they can also feel out of reach. Most of us dont face life-or-death decisions on a daily basis. Yet, every day we encounter moments that call for a different kind of courage: the courage to speak up, to question the status quo, to lead with vulnerability. This is what I call micro-braverythe small, everyday acts of courage that often go unnoticed, but collectively shape the culture of an organization. While grand gestures of bravery grab headlines, its micro-bravery that builds resilient, human-centered workplaces. The Invisible Force That Changes Everything In my work as a leadership advisor and coach, I have seen firsthand how micro-bravery transforms organizations from the inside out. One executive I worked witha brilliant leader in the life sciencesonce admitted to her team that she didnt have all the answers during a major pivot. What followed was extraordinary: Instead of disengagement or panic, her team leaned in. They became more honest, more collaborative, and more invested in the outcome. That single act of vulnerability unlocked a new level of trust, and it all started with a micro-bravery moment. Micro-bravery is not flashy. It doesnt seek attention. But it is deeply powerful. It shows up in a team member who challenges groupthink, in a junior employee who shares a bold idea, or in a manager who acknowledges a mistake in front of their team. These moments of integrity, authenticity, and courage may be quietbut they reverberate. Defining Micro-Bravery Micro-bravery is the act of choosing courage in the face of subtle resistance, fear, or inertia. Its the decision to act with integrity and openness even when it would be easier to stay silent or conform. It lives in the gray areas: not on the battlefield, but in the boardroom; not on the frontlines, but in the feedback loop. It looks like: Asking a vulnerable question in a room full of experts Giving honest feedback with kindness and clarity Sharing a personal story that helps others feel less alone Standing up for someone whose voice isnt being heard Saying, I dont knowand meaning it When these actions are normalized, they build cultures where people feel safe to show up fully, take intelligent risks, and grow. The Micro-Bravery Loop: A New Leadership Imperative One of the most frequently asked questions I receive from leaders is, How do I build a courageous culture? The answer isnt complicatedbut it requires intention. It starts with modeling. When leaders share their own micro-bravery momentswhether its a recent failure or a hard truth theyve had to faceit opens the door for others to do the same. Vulnerability at the top becomes permission for authenticity everywhere else. But modeling alone isnt enough. Cultures of micro-bravery also need consistent reinforcement. I often recommend teams establish rituals that spotlight and reflect on these moments. One organization I worked with created a weekly Courage Share, where team members shared a risk they had taken, however small. Over time, this simple practice shifted the teams entire dynamicfrom guarded and skeptical to open and innovative. The framework I use with clients is what I call the Micro-Bravery Loop: Normalize discomfort. Let people know that discomfort is a sign of growth, not failure. Leaders should acknowledge it when it appears and create space to work through it. Spotlight small acts. Recognize everyday courage in real-time. Celebrate the act of speaking up or challenging assumptionsnot just the end result. Reflect and reinforce. Create spaces for people to reflect on when they were brave and how it felt. This builds the muscle of self-awareness and encourages more of the same. Protect psychological safety. Bravery dies in fear. Leaders must create an environment where people feel safe taking risks without fear of punishment or shame. This is foundational. Why Micro-Bravery Matters Now In todays rapidly shifting landscapeAI disruption, hybrid work, and economic uncertaintythe need for agile, resilient cultures has never been greater. But agility isnt just about process or technology. Its about people. Its about whether your team feels empowered to think differently, challenge the norm, and move with purpose. Micro-bravery builds this capacity. It enables people to step into the unknown with confidence, not because they have all the answers, but because they trust the culture to support them as they figure things out. In essence, micro-bravery is the emotional infrastructure for innovation. From Performance to Presence What I have learned over decades of working with leaders is this: Courage is contagious. When someone dares to be real, others feel permission to do the same. But it starts small. It begins with moments of presence, not performancewhen a leader pauses to really listen; when a team member asks questions that everyones been avoiding; when someone shares a story, that changes how we see them and ourselves. These are the moments that shape cultureand they dont require a title to begin. They require intention. The real question isnt whether you can be courageous. Its whether youre willing to start with the next conversation, the next decision, the next choice. Because when we practice micro-bravery, when we show up just a little braver than we did yesterday, we begin to reshape whats possiblefor ourselves, for our teams, for our organizations. And over time, those small acts of courage dont just change conversations. They change culture.
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