“Culture is coded wisdom.”-Wangari Maathai
1: Seen the movie City Slickers?
At the heart of this classic 1990s comedy is the relationship between Mitch, a Manhattan yuppie played by Billy Crystal, and Curly, a tough, wizened cowboy played by Jack Palance.
Curly tells Mitch, “It all comes down to one thing. You focus on that, and everything else don’t mean s#&t.”
Mitch is confused. He asks Curly … continue reading
1: The bad news?
“Once a CEO sets a direction for the company’s future, the probability that the plan will become reality is low,” Carolyn Dewar, Scott Keller, and Vikram Malhotra write in CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.
“Many studies, including our own research,” the authors note, “conclude that only one in three strategies is successfully implemented.”
2: What’s … continue reading
1: Splat.
A multiyear Research & Development project for the Dutch firm DSM‘s picture frame glass business had failed.
Here’s where things got interesting.
DSM’s CEO Feike Sijbesma “had set up a ‘Hall of Failures’ where the company organized funerals for failed projects,” Carolyn Dewar, Scott Keller, and Vikram Malhotra write in CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.
“The … 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.
One of my goals for the year is to experiment with different approaches and tools to strengthen my relationships with the people I love and care about.
We will revisit … continue reading
“A great conversation is between two people who think the other is wrong. A bad conversation is between those who think something is wrong with you.” -Micah Goodman, Professor at Hebrew University
1: The person sitting across from us is angry.
We are debating a new marketing strategy. At first, both of our intentions are clear. We both want what’s best for the firm.
But as the conversation unfolds, a … continue reading
1: Imagine we are at a neighborhood barbecue. Or perhaps a work event with people we don’t know. Or barely know at all.
Let’s say we want to connect. Get to know someone. Not just small talk.
Yesterday, we looked at questions we don’t want to ask. Questions that evaluate the other person. Or closed questions that limit the way they can respond. Or vague questions like “How’s it … continue reading
1: “If I’m going to get to know you,” David Brooks writes in his book How to Know a Person, “it’s not because I have the magical ability to peer into your soul; it’s because I have the skill of asking the sorts of questions that will give you a chance to tell me about who you are.”
David believes there are good questions, and there are bad questions.… continue reading
1: David Bradley has a unique skill.
A skill that allowed him to start two successful consulting firms and then buy and revive The Atlantic magazine.
The skill? “He’s fantastic at seeing and choosing the right people,” David Brooks writes in his book How to Know a Person.
“Job interviews are notoriously unreliable,” David observes, “in part because many people aren’t good at seeing others, and in part because … 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.
One of my goals for the year is to experiment with different approaches and tools to strengthen my relationships with the people I love and care about.
We will revisit … continue reading
1: Advertising legend David Ogilvy was a maverick.
“Unlike the typical, predictable, and egotistical advertising that most agencies produce to promote themselves, David ‘gave’ his genius away,” Jeffrey Fox writes in How to Become a Rainmaker: The Rules for Getting and Keeping Customers and Clients.
David didn’t beat his chest and proclaim the greatness of his firm Ogilvy and Mather.
“Instead of writing about himself,” Jeffrey notes, he “gave … continue reading
