1: Then Intel CEO Andy Grove was sitting in a conference room with other members of the Intel team.
The topic? “Evaluations of a certain highly touted new software from a company whose other products we already use,” Andy writes in his legendary business book, Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company.
Intel’s head of Information Technology shared the challenges her team … continue reading
In honor of Presidents’ Day next week, I’m going to share several posts on Abraham Lincoln this week.
1: Following the defeat at Gettysburg, Robert E. Lee and his Confederate Army retreated toward the refuge of Virginia.
“At that moment Lee was more vulnerable than ever before,” write Raymond Kethledge and Michael Erwin in Lead Yourself First. “Lee’s remaining troops were in enemy country, disoriented by defeat, and … continue reading
1: Ever said, “It’s just quicker if I do it myself?”
Probably.
Yesterday, we looked at the powerful results of “the ownership program” at the New York City restaurant Eleven Madison Park where junior team members were given ownership of different types of beverages, including coffee, cocktails, and tea.
“I’m not going to lie,” General Manager Will Guidara acknowledges in his book Unreasonable Hospitality, “it’s much easier to … continue reading
1: When someone isn’t succeeding at work, they typically fall into one of two camps, Will Guidara writes in his terrific book, Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect.
The ones who are trying. And the ones who are not.
“The end result may be similar, but the two need to be handled differently,” Will writes.
We have to “move heaven and earth to … continue reading
1: “Everyone who was anyone in Hollywood ate lunch at Spago,” Will Guidara writes in his book, Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect.
The restaurant was “the crown jewel of an empire presided over by Chef Wolfgang Puck,” he notes, “who had revolutionized American dining by popularizing California cuisine.”
It was the summer after Will graduated from high school. He was working … continue reading
1: The best CEOs understand that they must have a “hands-on” connection with each individual on their leadership team, McKinsey consultants Carolyn Dewar, Scott Keller, and Vikram Malhotra write in CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.
“You invest time and energy with each, recognizing they’re all individuals,” comments Michael Fisher, CEO of the nonprofit Cincinnati Children’s Hospital Medical Center. … continue reading
1: The generals of the First World War were “educated as cadets in the age of the cavalry charges,” David Brooks writes in his book How to Know a Person: The Art of Seeing Others Deeply and Being Deeply Seen.
As a result, the models of warfare they knew were appropriate for the era of horses and rifles.
“But decades later, after they had become generals,” David notes, “they … 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: Pixar is the animation studio behind some of the most beloved movies of recent times, including Toy Story, The Incredibles, Finding Nemo, and Monsters Inc., to name but a few.
One of the secrets behind the studio’s unprecedented string of successes is something called the BrainTrust.
According to Pixar co-founder and former president Ed Catmull, “The BrainTrust is the most important thing we do by far,” … continue reading
1: “Being responsible sometimes means pissing people off,” former Secretary of State Colin Powell once said.
That’s because to be an effective leader, we must be willing to “challenge directly” the people on our teams.
In her book Radical Candor, author Kim Scott tells us we must both care personally and challenge directly.
Challenging people directly “can be particularly difficult, especially at the outset,” Kim notes. We “may have … continue reading
