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.
This week we’ve looked at the importance of will in Ryan Holiday’s brilliant book The Obstacle is the Way. What is will? Ryan tells us will is our internal … continue reading
1: Yesterday, we discovered the mission statement for our lives.
Our Massively. Transformative. Purpose.
Now what?
High, hard goals.
“Big goals significantly outperform small goals, medium-sized goals, and vague goals,” says Psychologist Gary Latham, considered one of the godfathers of goal-setting theory along with Edwin Locke.
High, hard goals are Gary and Edwin’s technical term for big goals. Which are the second type of goal Steven Kotler outlines in … continue reading
1: Yes, the research is clear: Goal-setting improves our performance. Â
But there’s more to the story.
“Simple as the idea of goal setting might seem, there’s trouble in the particulars,” Steven Kotler writes in his brilliant book The Art of the Impossible.Â
“What the research shows is that not every goal is the same, nor is every goal appropriate for every situation and—most important—the wrong goal in the wrong … 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: This week we’ve been exploring Steven Kotler’s ideas around the importance of goal-setting to achieve high performance.  Steven quotes University of Toronto psychologist Gary Latham who says, “We found that if … continue reading
1: Lumberjacks.
The researchers divided this ferociously independent group into teams. “Some teams were told to work smart and fast, but no pressure, do your best,” writes Steven Kotler in The Art of Impossible: A Peak Performance Primer.
“Others were given quotas. This much wood for a good week of work, this much wood for a great week,” he writes. “It’s important to note that there was zero financial … continue reading
Peak performance. That’s our goal.
To perform at the highest levels, we must tap into four cognitive abilities: motivation, learning, creativity, and, most importantly, flow, Steven Kotler tells us in The Art of Impossible: A Peak Performance Primer.
Yesterday, we looked at the importance of intrinsic drivers to maximize motivation. We engage in activities and behavior when intrinsically motivated because we find them interesting and internally satisfying. Intrinsic … continue reading
1: Author Steven Kotler wakes up every day at 4 am and starts writing. Â
“Does this demand grit?” he asks in his book The Art of Impossible: A Peak Performance Primer.
“Occasionally,” he writes. “But mostly, grit takes care of itself because I have curiosity, passion, and purpose. When I wake up, I’m excited to see where the words will take me. Even on those crappy nights when I … continue reading
Getting better at getting better is what Rise With Drew 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.
This past summer, we received some exciting news.  Fortune magazine named PCI the #55 Best Medium Workplace in the U.S. This represented the achievement of our long-term … continue reading
Getting better at getting better is what Rise With Drew 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 at PCI are doing on our quest to earning a spot on Fortune magazine’s 100 Best Companies to Work For.
1: What’s the (not so) secret formula to building a great workplace culture?
Last … continue reading
While visiting NASA for the first time in 1961, John F. Kennedy introduced himself to one of the workers. The man was a janitor. What did he do for NASA? The President inquired.
“I’m helping put a man on the moon!” he answered.
“The janitor wasn’t just cleaning toilets, he was part of something bigger, something incredibly important,” write Dan Sullivan and Benjamin Hardy in Who Not How: The Formula … continue reading
