1: Thomas Jefferson’s heart was set on politics.
The problem? He was “born quiet, contemplative, and reserved—purportedly with a speech impediment,” writes Ryan Holiday in The Obstacle Is the Way: The Timeless Art of Turning Trials into Triumph. “Compared to the great orators of his time—Patrick Henry, John Wesley, Edmund Burke—he was a terrible public speaker.”
Thomas had two options: he could fight this reality. Or, he could accept … continue reading
1: How does meaningful change actually happen in our lives?
Dr. Daniel Friedland, author of Leading Well from Within, believes we can learn to coach ourselves so we can rise through powerful cycles of continual learning and growth.
Think back on a time when we experienced a meaningful change.
Often, change begins with an experience. Something happens. Perhaps it’s an event. A significant event. Maybe it’s a comment someone … continue reading
Results.
I have a new role at PCI. In addition to being CEO, I am also currently serving as the leader of our outside sales team. Two weeks ago, our longtime leader of that team came to me and expressed a desire to step back from the leadership role. Prior to starting a search to find our new outside sales leader, I chose to take this role on for a period of … continue reading
1: Gathering, acting on, and following up on feedback is central to our strategy of becoming a better leader, Marshall Goldsmith tells us in What Got You Here Won’t Get You There.
In an ideal world, we would hire an executive coach like Marshall to conduct a 360 review to collect feedback from our peers, our boss, our direct reports, and even our family.
There is, however, an easier, … continue reading
1: Imagine a room full of out-of-shape people, Marshall Goldsmith writes in What Got You Here Won’t Get You There.
They “listen to a speech on the importance of exercising, then watch some videos on how to exercise, and perhaps then spend a few minutes simulating the act of exercising.”
Would we be surprised a year later if most of the people in the room were still unfit?
Marshall’s … continue reading
1: “Becoming a better leader (or a better person) is a process, not an event,” Marshall Goldsmith writes in What Got You Here Won’t Get You There.
Marshall is one of the top executive coaches in the world. Historically, the focus in executive development has been “an event—a training program, a motivational speech, or an intense executive retreat,” he observes.
The only problem with that approach? It doesn’t work. … continue reading
1: “Human communication has its own set of very unusual and counterintuitive rules.” Malcolm Gladwell tells us.
Exhibit one: If we want to inspire people into action, providing detailed scenarios doesn’t work.
Why? “Even if believable when disseminated, such scenarios quickly become discredited as the future unfolds in unexpected ways,” Stephen Denning writes in The Leader’s Guide to Storytelling: Mastering the Art and Discipline of Business Narrative.
Getting better at getting better is what RiseWithDrew is all about.
Monday through Thursday, we explore ideas from authors, thought leaders, and exemplary organizations. On Friday, I share something about myself or what we are working on at PCI.
This week, we’ve been exploring ideas from Marshall Goldsmith, and his brilliant book What Got You Here Won’t Get You There. Marshall is one of the world’s top … continue reading
1: “It’s a lot harder to change people’s perception of our behavior than it is to change our behavior,” writes Marshall Goldsmith in What Got You Here Won’t Get You There. “In fact, I calculate that we have to get 100% better in order to get 10% credit for it from our coworkers.”
Marshall is one of the top executive coaches in the world. This week we’ve been exploring … continue reading
1: Ted was a “smart, personable, hard-working, deliver-the-numbers-and-live-the-values type, cherished by his bosses, admired by his colleagues, and loved by his direct reports,” Marshall Goldsmith writes in What Got You Here Won’t Get You There.
There was, however, “one recurring flaw in this otherwise perfect picture: Ted was disastrous on follow-up with clients and colleagues,” Marshall writes.
Ted would only pay attention to people when he needed something from … continue reading
