1: “Most people reach for just a little bit more—a promotion, a little more money, a new personal record,” Dan Sullivan and Benjamin Hardy write in 10x Is Easier Than 2x: How World-Class Entrepreneurs Achieve More by Doing Less.
“Going for incremental progress is a 2x mindset,” the authors observe, “which at a fundamental level means we’re continuing or maintaining what we’re already doing.”
2x is a linear mindset. … continue reading
1: Yesterday, we analyzed the path Michelangelo took to create and sell his first sculpture, the Hercules.
Doing so “left him a qualitatively different person from his former 17-year-old self who began the project,” Dan Sullivan and Benjamin Hardy write in 10x Is Easier Than 2x: How World-Class Entrepreneurs Achieve More by Doing Less.
“After selling the Hercules, he was now mentally and emotionally a different person, … continue reading
1: Michelangelo was 17 years old.
“He’d just begun working on his first life-sized, three-dimensional sculpture: a nine-foot Hercules, Dan Sullivan and Benjamin Hardy write in 10x Is Easier Than 2x: How World-Class Entrepreneurs Achieve More by Doing Less.
Previously, Michelangelo had sculpted many smaller pieces. But none were three-dimensional. And he’d yet to sell a piece of his work.
But now, Michelangelo had made a decision that would … continue reading
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
“The wicked leader is he whom the people despise. The good leader is he whom the people revere. The great leader is he of whom the people say, ‘We did it ourselves.'” —Lao Tzu
1: Is there a difference between rowing and sailing?
You bet there is.
“A boat moved by mere muscle is no match for one moved by wind,” Fred Kofman writes in The Meaning Revolution: … continue reading
1: Not as much as we might think.
“Like an iceberg, salary and benefits are the visible part,” Fred Kofman writes in The Meaning Revolution: The Power of Transcendent Leadership.
“But they comprise less than 15 percent of our motivation,” he notes.
The research shows that 85 percent of the reasons we are engaged at work lie below the surface.
“And that part,” Fred notes, “is composed of respect, … continue reading
1: What exactly is the “parenthood paradox”?
Research shows that most parents of grown-up children are very happy they’ve had them, Fred Kofman writes in The Meaning Revolution.
Yet, parents still living with children in the home score low on happiness.
So what’s going on here?
“It seems that raising kids decreases happiness but increases meaning,” Fred observes.
Which suggests a higher-level insight: “Happiness and meaning often build on … continue reading
1: It’s a three-dimensional world. However, many leaders lead in a single dimension.
Imagine an organization as a three-dimensional space. We call the three dimensions “It,” “We,” and “I,” Fred Kofman writes in The Meaning Revolution: The Power of Transcendent Leadership.
The “It” dimension refers to the tasks, systems, and processes that make up the company.
“It” is about increasing sales, reducing costs, gaining market share, and growing shareholder … 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.
Strong relationships are … continue reading
1: It’s Saturday night. We are at a chamber music recital, listening intently as the musicians play one of Mozart’s string quartets. When they finish, we join other audience members clapping with genteel applause.
The following day, we attend an NFL football game. On a last-second play, the quarterback finds an open receiver who scores a touchdown, and our team wins the game. We leap to our feet, screaming and … continue reading
