NEWS
President's Letter
- Publish Date：2025-07-08
Leadership Begins with the Ability to Dialogue
(Image credit: Kuan-Yun Chen)
Narrated by NYCU President Chi-Hung Lin
Interviewed by Yen-Shen Chen
Written by Yen-Chien Lai
Proofread by Yu-An Lu
Interviewed by Yen-Shen Chen
Written by Yen-Chien Lai
Proofread by Yu-An Lu
______
At the 2025 NYCU Outstanding Alumni Award Ceremony, we collaborated for the first time with media partners to host the event on a cutting-edge LED virtual stage. NYCU faculty and student teams curated immersive digital content, integrating AI with visual arts to showcase the remarkable achievements of our alumni across diverse fields. The resounding applause was not merely for their personal accomplishments, but for their leadership in guiding their teams to success.
Leadership is a profound and complex discipline—one I continue to learn from by observing both the successes and failures of others. Over the years, I’ve come to believe that leadership starts with understanding oneself, understanding others, and, in pivotal moments, making choices that are both wise and heartfelt.
Today’s society is characterized by deep specialization and an overwhelming flood of information. The traditional image of a leader as a naturally gifted, visionary figure has shifted dramatically. Leaders are no longer distant figures issuing commands from above. Instead, true leadership is grounded in empathy and authentic human connection. It isn’t taught in textbooks or formal curricula, yet it is a vital art and skill that all students, faculty, and staff should continue to cultivate. After all, at some point in life, each of us will be called upon to lead.
Speak Kindly to Yourself Before You Can Truly Hear Others
The first lesson in leadership is communication. During a major university meeting, we faced a dilemma crucial to NYCU’s future. Tensions ran high as strongly opposing views clashed. As the room reached a standstill, several committee members turned to me. As university president, all eyes were on what I would say and how I would decide. But the more intense the pressure became, the more I reminded myself:
Don’t rush to respond. Take a step back and try to view the situation from a neutral perspective.
I asked myself three questions:
At the 2025 NYCU Outstanding Alumni Award Ceremony, we collaborated for the first time with media partners to host the event on a cutting-edge LED virtual stage. NYCU faculty and student teams curated immersive digital content, integrating AI with visual arts to showcase the remarkable achievements of our alumni across diverse fields. The resounding applause was not merely for their personal accomplishments, but for their leadership in guiding their teams to success.
Leadership is a profound and complex discipline—one I continue to learn from by observing both the successes and failures of others. Over the years, I’ve come to believe that leadership starts with understanding oneself, understanding others, and, in pivotal moments, making choices that are both wise and heartfelt.
Today’s society is characterized by deep specialization and an overwhelming flood of information. The traditional image of a leader as a naturally gifted, visionary figure has shifted dramatically. Leaders are no longer distant figures issuing commands from above. Instead, true leadership is grounded in empathy and authentic human connection. It isn’t taught in textbooks or formal curricula, yet it is a vital art and skill that all students, faculty, and staff should continue to cultivate. After all, at some point in life, each of us will be called upon to lead.
Speak Kindly to Yourself Before You Can Truly Hear Others
The first lesson in leadership is communication. During a major university meeting, we faced a dilemma crucial to NYCU’s future. Tensions ran high as strongly opposing views clashed. As the room reached a standstill, several committee members turned to me. As university president, all eyes were on what I would say and how I would decide. But the more intense the pressure became, the more I reminded myself:
Don’t rush to respond. Take a step back and try to view the situation from a neutral perspective.
I asked myself three questions:
- What are the true emotions in the room right now?
- What unmet needs lie behind those emotions?
- Are we interpreting each other’s emotions and needs through preconceptions?
These questions helped me shift from the stance of “president” or “leader” to that of a collaborative team member. Governance in universities isn’t about issuing commands or counting votes—it’s about recognizing our own motives and blind spots, and finding ways to move forward together, even in the face of conflict.
In other words, only when we can engage in honest dialogue with ourselves can we truly connect in conversation with others. This is the essence of Nonviolent Communication (NVC). It’s not merely a technique, but a way of relating ourselves and others with empathy and clarity.
Do Others Understand What You’re Saying?
At the 2024 Honorary Doctorate Ceremony for our esteemed alumnus Dr. C.C. Wei, CEO of TSMC, the hall echoed with laughter as he delivered witty and insightful remarks. His closing message was this: “Be humble, listen, and most importantly—don’t forget who you are.”
How true that is. A leader isn’t just someone who makes decisions—they are like a conductor, connecting people, building consensus, and guiding the orchestra toward harmony.
Veteran teachers sometimes express frustration: “I’ve explained this in class, but students just don’t get it.” But between “saying” and “understanding” lies a gap. Often, the issue isn’t that the teacher falied to explain or that the student failed to listen—but that they weren’t communicating in a way the other could understand. Impactful communication requires letting go of the focus on “what I want to say” and shifting toward “how others might feel or make sense of it.”
Education is merely the transmission of knowledge; it is a dialogue.
In other words, only when we can engage in honest dialogue with ourselves can we truly connect in conversation with others. This is the essence of Nonviolent Communication (NVC). It’s not merely a technique, but a way of relating ourselves and others with empathy and clarity.
Do Others Understand What You’re Saying?
At the 2024 Honorary Doctorate Ceremony for our esteemed alumnus Dr. C.C. Wei, CEO of TSMC, the hall echoed with laughter as he delivered witty and insightful remarks. His closing message was this: “Be humble, listen, and most importantly—don’t forget who you are.”
How true that is. A leader isn’t just someone who makes decisions—they are like a conductor, connecting people, building consensus, and guiding the orchestra toward harmony.
Veteran teachers sometimes express frustration: “I’ve explained this in class, but students just don’t get it.” But between “saying” and “understanding” lies a gap. Often, the issue isn’t that the teacher falied to explain or that the student failed to listen—but that they weren’t communicating in a way the other could understand. Impactful communication requires letting go of the focus on “what I want to say” and shifting toward “how others might feel or make sense of it.”
Education is merely the transmission of knowledge; it is a dialogue.
When AI Becomes a Colleague, Understanding Humanity Matters Even More
Each semester, I host “Conversations with the President (NYCU Talks),” inviting students for engage in open dialogue. At a recent session, we discussed AI’s impact on the future workplace. One student quickly raised a concern: “I’m worried—AI might be our biggest competitor.”
I replied, “No, AI won’t be your rival—it will be your colleague. The real challenge is whether you can become someone who knows how to collaborate effectively–with both people and AI.”
I then shared the story of YouTube co-founder Steve Chen. He wasn’t the most technically advanced engineer, but he was a keen observer of human behavior. He understood what people enjoyed watching, sharing, and preserving. In 2005, despite the limitations of internet speed and video quality, he recognized a core human need: to be seen, to leave a trace. That insight led to a platform that transformed global interaction. Through that vision, he and his team became pioneers in the digital content industry.
AI and future technologies will undoubtedly help us make faster decisions—but how far we go will still depend on how well we understand, connect with, and influence one another.
At NYCU, many initiatives are emerging to explore these intersections. In the “Transdisciplinary Design and Innovative Technology Program” at the College of Humanities Arts and Social Sciences, students learn not only how to code, but to design empathetic dialogue systems. Some have develooped AI that listens to the emotions of seniors; others have built tools to support language learning through companionship. As they refine their technical skills, they ask themselves: Can technology feel warmer?
Technology is powerful—but it becomes truly essential only when it resonates with human nature.
Humans should lead technology. After all, technology exists to serve human needs.
Ultimately, Leadership Returns to the Essence of Being Human
When I reflect on leadership, I continually remind myself: the title of “president” is not just an administrative role—it’s a role within a team. What I manage isn’t just operations—it’s human relationships. It’s not simply about performance—it’s about building trust across diverse communities.
Following the university merger, as we promoted cross-campus and cross-cultural communication, one truth became even clearer: Processes can be institutionalized, but understanding and trust must be nurtured through dialogue between people.
Leadership is no longer about standing at the front and pointing the way. It’s about stepping into the crowd and listening to every voice.
May we all, through honest conversations with ourselves and others, cultivate deeper, warmer influence—and, in every interaction, practice becoming better versions of ourselves.
President of National Yang Ming Chiao Tung University,
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