1: “It’s amazing how much you can come to know someone, even before any deep conversations happen,” David Brooks writes in his book How to Know a Person: The Art of Seeing Others Deeply and Being Deeply Seen.
When David’s oldest son was an infant, he would wake up early every morning. As in 4 a.m. early.
Because they lived in Brussels at the time, it would be dark … continue reading
1: Both David Brooks‘s sons played baseball at a high level.
“One boy is eight years older than the other,” he writes in his book How to Know a Person,” so by the time the younger was about twelve, I’d been around youth baseball for about a decade, watching the professional coaches the league had hired to manage the older boy’s squads.”
Another dad was set to coach … continue reading
1: 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.
Last Friday, we analyzed five factors that make our work meaningful, as Catherine Bailey and Adrian Madden outline in their article What Makes Work Meaningful — Or Meaningless in … continue reading
1: “It was a typical diner,” Jeffrey Fox writes in How to Become a Rainmaker. “There was a counter, booths, and tables.”
The waiters were primarily high schoolers working for the summer.
“One customer was upset about something,” Jeffrey writes. “He was angry with one of the young waitresses. He was loud, rude, and nasty.
“Perhaps she had made an error on the bill, or there was not enough … continue reading
1: The prospective client says, “The motor is too loud.”
Or, “I don’t like forest green.”
She is objecting to the noise of our product. Or, the color.
“Rainmakers welcome customer objections,” Jeffrey Fox writes in How to Become a Rainmaker, “because they know objections are simply the way customers express their desires.”
When we’re told: “Your price is too high,” we know our prospect’s objective is to … continue reading
1: The Rainmaker knows.
If we are at a cocktail party with customers, we are not there to party.
If we are playing golf with a client, we are not there to play golf.
“These are business meetings or sales calls or both,” Jeffrey Fox writes in How to Become a Rainmaker: The Rules for Getting and Keeping Customers and Clients.
“Some salespeople,” Jeffrey observes, “actually care what golf … continue reading
1: “Customers buy for only two reasons,” Jeffrey Fox writes in How to Become a Rainmaker: The Rules for Getting and Keeping Customers and Clients.
“To feel good or to solve a problem,” he notes.
“Going out to dinner, buying scuba equipment, or getting a new puppy fall into the ‘feel good’ category,” Jeffrey observes.
Businesses typically purchase to solve a problem. And, the solution can always be expressed … continue reading
1: 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 in Fred Kofman‘s book The Meaning Revolution. Fred believes that to be a truly successful leader, “We need to make our lives … continue reading
1: We are finishing up another school year.
As parent-managers, we want our children to do their schoolwork before they play. So, we try to motivate them.
“I incentivize them by threatening to take away their iPhones if I see them using them before their work is done,” Fred Kofman writes in The Meaning Revolution: The Power of Transcendent Leadership.
“I add a carrot to the stick, promising that … continue reading
1: “People with targets and jobs dependent upon meeting them will probably meet the targets, even if they have to destroy the enterprise to do it,” observed W. Edwards Deming, the eminent scholar and management theorist.Â
Our “real job” is to help our company win, Fred Kofman writes in The Meaning Revolution.  “That is, to accomplish its mission profitably and ethically.”
But that’s not what we … continue reading
