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: “Before speaking, I take a breath and ask myself one question: Is it worth it?”
That was the question Marshall Goldsmith’s client asked himself. As chief operating officer of a multi-billion dollar company, “his goal was to become a better listener and be perceived as a more open-minded boss,” Marshall Goldsmith writes in What Got You Here Won’t Get You There.
“I learned that 50 percent of what … 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.
1: Question: What do we do when we achieve our long-term vision?
Answer: It’s time to create a new one.
For the past 20 years, our long-term vision at PCI … continue reading
1: Today, we celebrate the life of Martin Luther King, Jr., perhaps the most influential American of the 20th century.
And yet, the greatest American civil rights leader was at first an unwilling one.
In September 1954, Martin was 25 years old. He had just completed studying for his doctorate at Boston University. He and his wife, Coretta, moved to Montgomery, Alabama to realize his career goal of becoming a … 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.
Over the past several weeks, we’ve been exploring (1) the key ingredients of a great annual planning meeting and (2) the importance of holding a full-day planning meeting every 90 days … continue reading
1: Author Steven Kotler is a skier.
“I started skiing when I was five years old and have never stopped,” Steven Kotler writes in The Art of Impossible: A Peak Performance Primer. “As a result, every time I head into the mountains, I am making a choice (autonomy) that is aligned with my passion and purpose.”
This week we’ve been exploring the importance of autonomy to drive peak performance. … 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.
It’s the start of a new year. For many of us, it’s time to lay out our goals for the year ahead. In recent weeks, I’ve written about the keys to a … 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.
1: “Organizations often seem immovable,” Stephen Denning writes in The Leader’s Guide to Storytelling.
The good news?
“They are not,” he notes.
So, how can we possibly move the immovable?
“With the right kind of story at the right time, they are stunningly vulnerable to a new idea,” he observes.
His book provides a guide to finding and telling the right story at the right time. His premise? The … continue reading
