1: They call him Columbo.
After the television character in the 1970s detective show of the same name, Jeffrey Fox writes in How to Become a Rainmaker.
Columbo is the top salesperson at an adhesives company. He has two degrees in engineering and a postgraduate degree in mechanical engineering.
“He knows how things are made,” Jeffrey notes. “He can take apart anything and put it back together. He knows … continue reading
1: The bailiffs and other court personnel have a nickname for one particular, successful criminal attorney.
They call her the “Furniture Mover.”
“Before each trial,” Jeffrey Fox writes in How to Become a Rainmaker, “she visits the courtroom and, depending on her strategy, moves her client’s chair closer to or farther from the jury. She places tables in the sunlight or the shade. She speaks aloud, checking the … continue reading
1: The prospective customer looks up and says, “We are also interviewing ABC company. They are a good company, and their prices are better than yours.”
What exactly is happening here?
“Tell me why I should buy from you,” is what the prospect is really saying, writes Jeffrey Fox in How to Become a Rainmaker.
Jeffrey explains: “The customer already knows ABC is a good company. The customer already … 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.
Sitting in traffic stinks.
The research backs up what we all know to be true: “Our study shows that the longer people spend commuting in cars, the worse their … continue reading
1: The answer?
Self-coaching. Then, coaching others to coach themselves. Who coach others to coach themselves.
I learned about self-coaching from my friend, mentor, and coach, Dr. Danny Friedland, who passed away 18 months ago after a year-long battle with brain cancer. He wrote a brilliant book Leading Well from Within.
So far this week, we’ve examined the power of: (1) asking questions and (2) starting with purpose… 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 have deeper, more meaningful conversations with the people I love and care about.
How do we have a great conversation? We … continue reading
1: “Early-stage passion doesn’t look like late-stage passion,” Steven Kotler writes in The Art of Impossible: A Peak Performance Primer.
Imagine LeBron James as “a little kid standing in front of a big hoop, trying to get his shots to drop,” Steven writes. “On the front end, passion is nothing more than the overlap of multiple curiosities coupled to a few wins.”
Sure, to be passionate, we want to … continue reading
1: Grit is “the intersection of passion and perseverance,” University of Pennsylvania psychologist Angela Duckworth tells us.
Scottish philosopher Thomas Carlyle’s observation three hundred years ago is even simpler: “No pressure, no diamonds.”
We all know the path to consistent high performance is a bumpy road with many rocks, boulders, and unexpected hairpin turns.
In his book, The Art of Impossible, author Steven Kotler identifies three indigents required for … continue reading
What is the FBI’s “most potent” negotiating tool?
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.
In recent weeks, we’ve been exploring ideas and best practices to become a better negotiator, from the FBI’s lead hostage negotiator, … continue reading
1: “I have bad news,” the CEO tells the packed conference room. “The project has failed spectacularly. Tell me what went wrong?”
“What?!?” someone says. “But the project hasn’t started yet.”
“Exactly,” the CEO responds. “Our job is to identify everything that could go wrong before the project starts. And then take action now so that those things never happen.”
This exercise is called a premortem. It was designed by … continue reading
