1: “To know a person well,” David Brooks writes in his book How to Know a Person, we “have to know who they were before they suffered their losses and how they remade their whole outlook after them. . .
“To know someone who has grieved, we have to know how they have processed their loss—did they emerge wiser, kinder, and stronger, or broken, stuck, and scared?”
Knowing how … continue reading
1: “Managers are thermometers, and leaders are thermostats,” Carolyn Dewar, Scott Keller, and Vikram Malhotra write in their book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.
Managers react to what happens. They solve problems and deal with the here and now. They measure things and report out results.
“Leaders influence their environment,” Carolyn, Scott, and Vikram write. ” They alter people’s … continue reading
1: The team is known as the “Dream Team.” The original version.
The 1992 US Men’s Olympic basketball squad had a roster for the ages, including Michael Jordan, Magic Johnson, Larry Bird, Charles Barkley, Patrick Ewing, Scottie Pippen, and Karl Malone.
“All were consummate professionals with a track record of not only being all-star players but also playing on all-star teams,” Carolyn Dewar, Scott Keller, and Vikram Malhotra… continue reading
“Design is intelligence made visible.” —Alina Wheeler
1: Columbia Business School professor Rita Gunther McGrath wanted to know the key difference between high- and low-growth large organizations.
Her research suggests two factors. Which seem to be in opposition to one another.
“On the one hand, they [high-growth large companies] are built for innovation, are good at experimentation, and can move on a dime,” she writes.
The second factor?
“On the … continue reading
1: Author Fred Kofman was leading a leadership seminar at a chemical company.
“I love molecules!” Boris (not his real name) exclaimed with humorous exasperation. “Molecules are so well behaved. You apply a certain amount of heat and a certain amount of pressure to them, and you know exactly what they are going to do.”
Everyone laughed.
“The problem,” he went on, “is that I did so well managing molecules … 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
1: “In 2011, Netflix was on a roll,” Carolyn Dewar, Scott Keller, and Vikram Malhotra write in CEO Excellence.
The company was a media darling. Its rapidly growing, highly popular subscription business delivered DVD rental movies to customers’ homes.
Still, Netflix CEO Reed Hastings knew that streaming was the future.
“It was a classic innovator’s dilemma—for Netflix to keep growing it would have to cannibalize its DVD … continue reading
1: Together, heart disease and cancer account for almost half of all American deaths.
There is a difference, however, between these two killers.
“We understand,” Peter Attia writes in his terrific book Outlive, “the genesis and progression of heart disease fairly well, and we have some effective tools with which to prevent and treat it.
“As a result, mortality rates from cardiovascular disease and cerebrovascular disease have dropped by … continue reading
1: We feel good. We’ve just finished making our sales presentation. We spent hours preparing. And we nailed it. Our audience now knows all the powerful and wonderful things our product and service can do.
The first question we get? Something negative: “What about . . . ?”
“If the first question someone asks is about a potential issue they need us to clarify, it means they’ve been thinking about … continue reading
