1: The year was 2009. Piyush Gupta had just been named CEO of DBS Group.
Piyush had a bold vision for DBS: To be the best bank in Asia.
The only problem? DBS was considered “the worst bank in Singapore in terms of customer service quality,” Carolyn Dewar, Scott Keller, and Vik Malhotra write in CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the … continue reading
1: The Nobel Prize-winning psychologist Daniel Kahneman did an experiment
“Half the participants were randomly assigned a numbered lottery ticket,” Carolyn Dewar, Scott Keller, and Vik Malhotra write in CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.
“The remaining half were given a blank ticket and a pen and asked to choose their own lottery number.”
What was the twist?
“Just before … continue reading
“People can feel empowered or disempowered by the way you run things.” —A priest on the impact of managers, quoted in MIT Sloan Management Review: “What Makes Work Meaningful — Or Meaningless”
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 … continue reading
1: David Brooks asks this question in his book How to Know a Person: The Art of Seeing Others Deeply and Being Deeply Seen.
His answer: “Not by a long shot.”
David shares the story of a call with a government official “who was lecturing me about something or other.”
Suddenly, the call dropped.
“I expected he’d call me right back,” David writes. “Five minutes passed. Seven. Finally, I … continue reading
Nancy Abernathy was a professor teaching first-year medical students a seminar on decision-making skills. That winter, her husband, age fifty, died suddenly of a heart attack while cross-country skiing near their Vermont home.
“With some difficulty, she managed to make it through the semester and carried on with her teaching,” David Brooks writes in his book How to Know a Person: The Art of Seeing Others Deeply and Being Deeply … continue reading
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
