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He studies how technological progress changes the world. McAfee has written for publications including <em ljsid-2=\"\">Foreign Affairs, Harvard Business Review, The Economist, The Wall Street Journal</em>, and The New York Times. He’s talked about his work on CNN and 60 Minutes; at the World Economic Forum, TED, and the Aspen Ideas Festival; with Tom Friedman and Fareed Zakaria; and in front of many international and domestic audiences. He’s also advised many of the world’s largest corporations and organizations, ranging from the IMF to the Boston Red Sox to the US Intelligence Community.":1,"#Leaders who discard their bureaucratic, industrial-era playbooks and adopt the geek way can revitalize their companies. To preserve this vitality, however, the geek norms of science, ownership, speed, and openness must regularly be renewed. Otherwise, old dysfunctional ways will return, or new norms will become a stifling status quo. So, to preserve and foster vitality, leaders must continue to empower their people with autonomy, purpose, and voice.":1,"#Vitality, if Not Immortality":1,"#<em ljsid-0=\"\">Not closing doors or pathways</em>: Promoting common knowledge and remaining open to pivots.":1,"#<em ljsid-0=\"\">Not having undiscussable topics</em>: Soliciting feedback, accepting it responsibly, and insisting on transparency.":1,"#<em ljsid-0=\"\">Not suppressing negativity</em>: Encouraging productive dissent and rival hypotheses.":1,"#<em ljsid-0=\"\">Not striving to win and minimizing losing or failing</em>: Taking risks, iterating to learn, and reversing mistakes.":1,"#<em ljsid-0=\"\">Not assuming unilateral control</em>: Inviting debate, using A/B testing, challenging the status quo.":1,"#The opposite of defensive reasoning is openness, a pillar of the geek way and a model for succeeding in today’s fast-moving business environments. The openness model is founded on the following principles:":1,"#Change only for change’s sake is rarely wise. Yet, protecting the status quo is ultimately a defensive mindset, one that can lead to various problems, from excess bureaucracy and decisions that ignore evidence to unethical behavior and a culture of silence.":1,"#To outsiders, it can be shocking to observe once-successful companies make major missteps or become toxic to their customers, employees, and owners. Yet, seen from within, these dysfunctions and downfalls can often be attributed to a desire to protect the status quo—doing things as they’ve always been done without discussing or questioning them.":1,"#Openness: A Better Business Model":1,"#<em ljsid-0=\"\">Generate lots of models and ensure high levels of observability</em>. Seeing how others work promotes learning, while the knowledge of being seen helps reduce lying.":1,"#<em ljsid-0=\"\">Organize projects around short cycles</em>. Deliver quickly to customers, creating more opportunities to test ideas, collect feedback, and adapt or pivot rapidly.":1,"#<em ljsid-0=\"\">Plan less and iterate more</em>. Accept that what you’re putting out is less than perfect and learn through iteration.":1,"#Geeks counter long, delayed projects with high-cadence iterating that quickly turns lying into learning. It also builds on ultrasocial humans’ profound ability to learn from observation and feedback. Central to the geek norm of speed are the following tenets:":1,"#Much like controlling, rigid bureaucracy, the extensive time scales of industrial-era companies are antithetical to the geek way. Long, large projects rarely finish on time, and for ultrasocial humans fixated on group status, falling behind schedule invites lying—claiming to be on track or almost done when neither is true.":1,"#Speed: From Lying to Learning":1,"#A leader’s job is to ensure those individual goals align with the company’s broader vision. Leaders should bestow prestige on teams and individuals that achieve objectives in ways that reinforce positive norms and values of your culture. When autonomous efforts are aligned and company culture is reinforced, the need for controlling bureaucracy diminishes.":1,"#The geek way rejects rigid bureaucracy and the pressure to coordinate in favor of autonomy. Effort is distributed horizontally, and teams are encouraged to take ownership of their projects—and their results. Status comes not from succeeding in the corporate bureaucratic machine but by hitting metrics and achieving goals.":1,"#Why? To ultrasocial humans wired to care about status, people who are under regular or constant supervision are deemed by the group to be low on the ladder. Having low status weakens worker morale, which in turn hurts performance.":1,"#To achieve its goals, every organization needs some bureaucracy. Without any hierarchy, management, and division of labor, little would be accomplished. Yet, excess bureaucracy—especially the need for a great deal of collaboration and communication—strips workers of their autonomy. At most companies, and especially at large ones, workers report a stifling lack of autonomy, and it’s hurting their productivity.":1,"#Ownership: Tearing Down the Giant Machinery":1,"#Two conditions, however, are necessary for this evidence-backed, debate-driven approach to succeed. First, the evidence collected must be robust enough to do more than reinforce confirmation biases. Second, for debate to be productive, employees need to feel psychologically safe in the group. Otherwise, debate is seen as divisive, a threat to group norms.":1,"#Debating productively how to interpret the data, backing arguments with evidence.":1,"#Running experiments, such as A/B tests, to gather data and test hypotheses.":1,"#Proposing multiple, competing hypotheses about strategic decisions.":1,"#In the geek way, the ultimate antidote to overconfidence and distortion is science, or more specifically, applying key principles of the scientific method to decision-making. They include:":1,"#Exacerbating overconfidence is its frequent companion, <em ljsid-1=\"\">confirmation bias</em>—favoring information that supports existing beliefs and minimizing information that contradicts them. When combined, these distorting biases can cause leaders to make disastrous decisions.":1,"#Clicking this link will redirect to relevant products for the Author Andrew McAfee.":1,"#Leaders following their old, established playbooks risk a perilous flaw of individuals and companies alike: <em ljsid-1=\"\">overconfidence</em>. A type of cognitive bias, overconfidence stems from trusting too much in past success. Because overconfident leaders rely too much on instinct, they fail to adequately stress-test new ideas. Instead, they listen to their inner “press secretary” voice, who downplays risks, massages facts, and in the face of crisis says everything is and will be fine.":1,"#Science: The Press Secretary Versus the Iron Rule":1,"#The result is in an environment where employees, through their actions, reinforce the group norms that drive collaboration, rapid evolution, and thus success. Reinforcing positive norms also countervails against infighting, unethical actions, and other negative behaviors that can poison a company’s culture and undermine its performance.":1,"#The geek way taps into human ultrasociality by helping leaders create healthy, fast-learning companies. This includes increasing <em ljsid-1=\"\">observability</em>, or making our actions and behaviors at work visible to others. When positive, those behaviors become cues for others about how to act and improve their standing in the group. Meanwhile, the knowledge that our behaviors are observable, as well as our deep-seated human fear of violating norms and being excluded from the group, discourages negative behaviors.":1,"#Creating a healthy, productive culture is fundamental to any company’s success. It’s through our cultures that we’ve evolved to learn, collaborate, and ultimately thrive. It’s a success based on our ultrasocial character: Individually limited as a species, we dominate when we cooperate and share resources.":1,"#Ultra and Ultimate: A New Way to Think":1,"#The culture that grows out of the geek way fosters this sense of empowerment, purpose, and belonging. It creates a healthy community that supports the agility, execution, and innovation that drive high-level performance at any organization.":1,"#People want to work in environments where they have autonomy and a voice—where they don’t need 20 approvals before taking any action or where questioning a strategic decision isn’t seen as divisive dissent. Employees also want to feel purposeful. When they see how their actions contribute to success, they feel a greater connection to the company and are motivated to perform at higher levels.":1,"#Leaders have long known that a strong company culture drives productivity. What business geeks at dominant tech companies have figured out is the type of culture needed to thrive in today’s markets.":1,"#Dialed in: Performance and Culture":1,"#<em ljsid-0=\"\">Openness</em>: Transparency, information sharing, pivots, and constructive debate in place of closed, unilateral, top-down control.":1,"#<em ljsid-0=\"\">Science</em>: Running experiments and collecting data to test competing hypotheses rather than relying on timeworn models and received wisdom.":1,"#<em ljsid-0=\"\">Ownership</em>: High levels of personal responsibility, autonomy, and voice in place of rigid bureaucracy, cross-functional processes, and extensive coordination.":1,"#<em ljsid-0=\"\">Speed</em>: Rapid iteration with feedback instead of deliberate, extensive planning.":1,"#The geek way is both an antidote to these problems and a vital corporate culture update. At its core are the following four norms:":1,"#Companies must recognize that they need to abandon their industrial-era playbooks, which favor measured, coordinated actions that, in today’s fast-moving markets, stymie growth and stifle innovation. They also lead to rigid bureaucracy and an excess confidence in existing practices—risks that even successful, well-established companies should guard against.":1,"#The geek way questions longstanding assumptions about how to run a company. Leaders who embrace it must be willing to do things differently—from how they make decisions and calculate risks to how they build teams and cultivate employee behaviors.":1,"#The Fourfold Path to Geekdom":1,"#This culture rejects rigid bureaucracy and high levels of control and coordination in favor of agility, iteration, and debate. It tests hypotheses, tolerates ambiguity, and refuses to fear failure. Emerging from tech start-up culture, these norms are colloquially known as the <em ljsid-1=\"\">geek way</em>, and leaders from any sector who want to revitalize their company can and should adopt them.":1,"#This culture rejects rigid bureaucracy and high levels of control and coordination in favor of agility, iteration, and debate. It tests hypotheses, tolerates ambiguity, and refuses to fear failure. Emerging from tech start-up culture, these norms are...":1,"#With tech companies dominating so many facets of modern economies, it’s no surprise that their strategies have been emulated by leaders from across industries. Yet, what’s widely misunderstood about the tech revolution is that the rapid, sometimes dizzying success of tech companies hasn’t solely been due to their technological innovations. Instead, their culture has driven their success in dynamic, highly competitive markets.":1,"#The Misunderstood Revolution":1,"#Once they’ve revitalized their company by adopting the geek way, leaders should continue empowering their people through autonomy, purpose, and voice.":1,"#To self-correct against stagnation and over-confidence, leaders should create a culture of openness that challenges the status quo and encourages constructive dissent.":1,"#Teams that are simultaneously autonomous and aligned reduce rigid bureaucracy and stifling hierarchical control without jeopardizing company vision.":1,"#In order to thrive, companies should scrap their old bureaucratic playbooks and adopt the “geek” norms of science, collective ownership, speed of iteration, and openness.":1,"#Industrial-era playbooks that emphasize high levels of coordination, cross-functional processes, and control are hurting modern companies. They create stagnation, over-confidence, and rigid bureaucracy, hindering competitiveness and growth in dynamic markets. In <strong ljsid-1=\"\">The Geek Way</strong>, Andrew McAfee offers leaders an antidote: adopting the “geek” norms of science, speed, collective ownership, and openness that are practiced by highly successful tech companies. His recommendations are ideal for leaders who want to replace stagnation with innovation, revitalize their organization’s culture, and guide their company to higher levels of success and performance.":1,"#ISBN: 978-0-316-43670-0":1,"#For fun, we named our archetypes after music icons:":1,"#The next axis is involvement. It indicates how you are involved in your team's day-to-day activities. Do you think of yourself as a hands-on manager, where you actually do a lot of the tasks yourself, or are you hands-off and removed from the day-to-day?":1,"#The next axis is involvement. It indicates how you are involved in your team's day-to-day activities. Do you think of yourself as a hands-on manager, where you actually do a lot of the tasks yourself, or are you hands-off and removed from...":1,"#Orientation refers to whether you're more focused on your team’s development and needs or if you tend to focus on representing your team to the wider organization—think managing up or managing out.":1,"#As a former management consultant, I love a 2x2 matrix. When it comes to remote management styles, we believe it boils down to 2 factors: <em ljsid-1=\"\">orientation</em> and <em ljsid-3=\"\">involvement</em>.":1,"#Based on these descriptions and indicators, you probably have a hunch where your natural style falls. I'm a band leader, for example. However, remember that certain styles may be more fitting for specific situations, so flex when you need to.":1,"#And last but not least, there's the <em ljsid-1=\"\">composer</em> archetype, which we think of as Beethoven. You create and you provide specific processes and instructions and expectations for your team. But then when they're on stage, you expect them to execute the symphony independently. You delegate work based on your team members’ unique skill sets and interests. And you are respected because of how you take individual work preferences into account.":1,"#There's the <em ljsid-1=\"\">agent</em>. We think of this as essen entertainment or a K-pop band like Girls' Generation. If you're this type of manager, you generally take a more autocratic approach to delegating work to your team. You provide individual support for team members through highly directive processes, instructions, and expectation setting. In some ways, you may be a bit of a micromanager. You're respected because of your formal role and your title.":1,"#The second archetype is the <em ljsid-1=\"\">promoter</em>. Think Brian Epstein, who was the 5th Beatle. You are an internal champion for your team, ensuring that they have the right tools and resources to do their job. You expect your team to reach results based on their own ability and their direction. Your team respects you because your of ability to help influence the rest of the company so they can do their excellent work.":1,"#You're a <em ljsid-1=\"\">band leader</em>: Maceo Parker. If you act as a role model for your team and lead by example, you actively participate in the group like a jazz musician, while also offering support and guidance. You provide support for individuals when they ask, yet your focus is on creating a positive group of vibe. You are respected because of your vision, your expertise, and your leadership quality.":1,"#Okay, we've talked about 3 things, perfect, pithy, find your voice, and delight by design. You're going to get your story and you're going to simplify it down to 8 words or less. You're going to find your unique voice to differentiate you from everybody else and then you're going to bring it altogether by delighting everyone by design. You're going to have a unique design that helps your brand cut through.":1,"#The third secret is delight by design. And here we're talking about everything from the colors you choose to just your look and feel of the brand and your logo. And I want to first start by talking about a color. Now, you all know Hertz, Avis, and National and can immediately think of gold, red, and green. And that's the way colors work. When you've really done it a long time, a color can differentiate your brand. A quick story on that front. I was at a trade show for accountants and accounting software and things. And there were a bunch of brands and they were all pretty much the same, blue or red. But there was one brand that was orange. And they had 35 employees doing demos in orange t-shirts. The energy at that booth was about 100 times higher than everywhere else. They delighted by the fact that they had this different color and it made them so easy to find in the sea of sameness with everybody else. Similarly, Case Paper, literally delighted by design and everything they did, they created whimsical images in bright primary colors which was a not so subtle nod to the printing process.":1,"#Find your voice. Now when I talk about voice, I'm talking both about the brand voice as in how do you talk? What's your archetype? And the good news is there are 12 Jungian archetypes, and there's all sorts of information online that you can find that will help you think about which of those archetypes or a combination of archetypes are best for your brand. I encourage executives on a team all to take the test and look at it and see what the results are. Most are shocked when they find out, well, we thought we were going to be the hero or the wise sage, for example. But you end up somewhere else, which is different from where your competition is. In the case of Case Paper, they adopted the Joker archetype. And remember, this is B2B electing to take their service seriously, but not themselves. This gave them the liberty to have a sense of humor. And boy, did that really help them cut through and distinguish the brand.":1,"#You need a perfect pithy. We all know about the idea of an elevator pitch. But when I talk to CMOs and say, so what do you guys do? It's a sentence. It's a paragraph. Uh-uh. We're going to perfect pithy, and we're going to get this down to 8 words or less. And these words need to inspire employees and customers. And it's tricky because you won't be able to cover everything. You won't be able to cover what you do, how you do it, and why you exist. So, you're going to have to make some choices. And the definition of strategy is understanding what you say no to. And in this case, you're going to be saying out no to a lot of things so you have a very clear focus. For Case Paper, “on the case” was their 3-word statement. And they even embedded it into their logo, which is really unusual, and that helped them perfect pithy.":1,"#You need a perfect pithy. We all know about the...":1,"#In a 2-year study of B2B CMOs, 90% agreed that differentiating their brand was a top priority for their organization. However, later in the research, we learned that less than half felt that their brand was significantly different from their competition. That's less than half felt that their brand and their marketing was significantly different; we have a problem here. And chances are, if you've ever gone through a B2B buying experience as the buyer, you've noticed this sea of sameness. So, what does it take to cut through this noise?":1,"#Recently Viewed <span ljsid-2=\"\">(403)</span>":1,"#Marketing<span ljsid-1=\"\">, </span>":1,"#Recently Viewed <span ljsid-2=\"\">(1535)</span>":1,"#<span ljsid-1=\"\">616</span> of <span ljsid-3=\"\">616</span>":1,"#7381 - 7392 of 7392":1,"#Russisch":1,"#by Jon Wortmann, Ethan F. Becker":1,"#Clicking this link will redirect to relevant products for the Authors Ethan F. Becker.":1,"#Clicking this link will redirect to relevant products for the Authors Jon Wortmann.":1,"#As a speaker, you’ll likely have a natural tendency, too. But instead of defaulting to it, try matching your listeners’ preferences....":1,"#mastering-communication-at-work-second-edition":1,"#ISBN: 978-1-260-47412-1":1,"#Why You Need the Plan":1,"#Acclaimed author and podcaster Kendra Adachi notes that women face unique time management challenges because their lives are often centered around others’ needs. Yet nearly 93 percent of time management books focus on helping people optimize their lives solely for their priorities, overlooking the weight of external responsibilities women typically carry. In <strong ljsid-1=\"\">The PLAN</strong>, the best-selling author of <em ljsid-3=\"\">The Lazy Genius Way</em> offers a new set of principles, strategies, and pep talks to help you optimize the wide range of pulls on your time and feel more in control of your day.":1,"#Managing your time is hard enough when you’re only responsible for yourself, your work, your goals, and your schedule. But when you’re also leading teams, reporting to managers, caring for a family, and nurturing other relationships, building structures for your success can feel like an impossible task.":1,"#ISBN: 978-0-5937-2793-5":1,"#Adapted by permission of Convergent Books, an imprint of Random House, a division of Penguin Random House LLC":1,"#©2024 by Kendra Joyner Adachi":1,"#by Kendra Adachi":1,"#Adachi’s empathetic yet straight-to-the-point approach to time management for women is refreshing. In <strong ljsid-1=\"\">The PLAN</strong>, Adachi explains why classic time management advice doesn’t work for most women and shares strategies you can layer in to feel more purposeful, productive, and proactive when taking on your day. The book is best read a bit at a time, allowing you the opportunity to digest, implement, and adapt a given strategy to your own situation before taking on other steps and strategies. As you read, you may come away with a radical new way to manage your time or simple “aha” moments that will help you feel more in control.":1,"#Through every scenario, Adachi encourages you to be kind to yourself, listen to what you need, set more manageable requirements, and ask for help. These strategies can help you adapt your days so you can be present, stay in the flow, and make decisions that suit you.":1,"#Mindsets and strategies are all well and good—until you find a new reason to be overwhelmed, your carefully designed plans fall apart, you’re forced into an obligation, or you simply can’t find the motivation to take on today’s to-dos. Adachi offers a series of pep talks that can help you through these scenarios. These range from saying no to a request that doesn’t work for you to letting nonessentials sit for later.":1,"#What You Can Do to Work Through the Roadblocks":1,"#As you proceed, be sure to reflect on your progress. Adachi encourages you to look back on what’s working with your new practices and consider where further adjustments may be necessary. You may find that what mattered in the last period is now less important or that some of your new practices energized you and made the time period more satisfying and enjoyable. Adachi advises you to build in time each day, week, month, and season to realign your focus and prepare for what’s ahead.":1,"#You can plan a week, month, or season with a similar approach. Adachi suggests several easy-to-implement practices, including naming what matters most for that period, eliminating anything that stands in your way, and putting things in the right place so that tasks in the future will be easier to execute.":1,"#As you look ahead to your day, find ways to lighten your load. Adachi recommends taking four steps to manage the chaos. First, make your to-do list visible. You can categorize your tasks by things that feel overwhelming, things you don’t have a plan for, and things you really want to do. Second, assign significance to each of the items you list. Clarify which items matter and are deserving of your time and energy, and which can drop down the list in terms of priority. Third, simplify your list by turning projects and chaos into decisions and actions you can complete. Try for a list of quick victories you can achieve. Fourth, organize your list in a way that serves you. You can rank the items by urgency, your energy level, or task similarity, depending on your needs, goals, or preferences.":1,"#Adachi suggests that you start with today. As you consider your to-do list, you may find that each item feels fragmented and urgent. You’re likely being pulled in too many directions, which can cause you to be in a constant state of multitasking, especially when every pull on your attention feels crucial and immediate. She recommends pausing when you feel these moments setting in and deciding on the energy you can spend. Adachi suggests focusing on what’s tricky, delightful, and active when you’re feeling open and outgoing and shifting to tender matters when you have less to give.":1,"#Using the PLAN principles as your foundation, you can begin the satisfying work of constructing better strategies for your season.":1,"#How the Plan Will Help You Manage Your Time":1,"#Manage Your Time Like a Lazy Genius":1,"#The “N” in PLAN stands for <em ljsid-1=\"\">notice</em>. As you observe your progress, take care not to judge yourself. Adachi suggests that you reflect on your practices with kind eyes. Observe what’s effective and what isn’t, and permit yourself to walk back any new practice that doesn’t work for you.":1,"#The “A” in PLAN stands for <em ljsid-1=\"\">adjust</em>. Rather than throwing away your entire time management playbook, Adachi recommends starting small and taking incremental steps to find the balance you need today. She also suggests matching your expectations of the present with the energy you’re willing to put in.":1,"#The “L” in PLAN stands for <em ljsid-1=\"\">live</em>, as in <em ljsid-3=\"\">live in your season</em>. You’re in a unique chapter of life, which may feel overwhelming and unmanageable, but Adachi explains that you can make your current season manageable by defining it more narrowly. For example, rather than labeling where you are in the “parenting” season, you might describe it as the “parenting a middle schooler who just got a new phone at the same time your work deadline is looming” season. This distinction can help you clarify what matters right now and find contentment with what’s in front of you.":1,"#The “P” in PLAN stands for <em ljsid-1=\"\">prepare</em>. Adachi coaches you to recognize that not everything can matter. Your time may be best spent focusing on what does matter and putting those tasks in the right order.":1,"#She then offers four essential principles that are integral to her process. You can commit them to memory by recalling the acronym PLAN.":1,"#Adachi’s process for time management begins with one essential step: naming what matters most to you. This practice, a carryover from her best-selling book <em ljsid-1=\"\">The Lazy Genius Way</em>, can be achieved <em ljsid-3=\"\">proactively</em>—identifying what’s ahead on your path that you want to be ready for—or <em ljsid-5=\"\">reactively</em>—dealing with the hand you’ve been dealt in a way that feels right to you.":1,"#A Look at the Plan Principles":1,"#Adachi asserts that, when it comes to time management, the goal shouldn’t be <em ljsid-1=\"\">greatness</em>. Instead, it should be <em ljsid-3=\"\">integration</em>. She explains that connecting the various parts of your life under a unified structure and mindset can make your life easier, more enjoyable, and more manageable.":1,"#Adachi asserts that, when it comes to time management, the goal shouldn’t be <em ljsid-1=\"\">greatness</em>. Instead, it should be <em ljsid-3=\"\">integration</em>. She explains that connecting the various parts of your life...":1,"#If you’re like the majority of working women, one of your most urgent goals may be to feel more in control of your time. The trouble is that juggling others’ needs—whether they come from your aging parents, the family you’re building, your community, your work team, or your boss’s agenda—is an overwhelming goal, one where you may expect perfection in your execution and peace from getting it right.":1,"#Clicking this link will redirect to relevant products for the Author Kendra Adachi.":1,"#Recently Viewed <span ljsid-2=\"\">(1534)</span>":1,"#Lemonis is recalling this story as we sit in his living room, in an elegant townhouse in Manhattan. \"It was a pretty harsh thing to say,\" he says of his wife's words. \"But she was telling me: Don't do something everyone else can do. Do what only you can do.\"":1,"#This was 2022, and she was right—the show ran for only four episodes.":1,"#\"Because people didn't need you for that,\" she replied. \"They could renovate their own home, or they could get somebody else to do it. The world wants you to help them make more money, or fix their business, or crack the code to something inside them. And absent that, the world doesn't really need you.\"":1,"#Copyright© of Entrepreneur is the property of Entrepreneur.com, Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.":1,"#But for now, at least, we are all here— him, and me, and you. We go up a mountain, and we come back down. We lead an army from the front, then we revert to the back. We spend a lifetime searching for where we belong, and how we are most useful, and why we will matter to others, only to realize that the answer was always ours to define.":1,"#Lemonis says this like it's a good thing. Which, by his logic, it is: His function is to push. To be pushed is to be exhausted. To be exhausted is to be on the path to excellence. That path is good for this young guy, and good for the company, and therefore good for Lemonis too, because it means that one day this guy (and this company) won't need Lemonis. Which is good because, one day, Lemonis will be gone.":1,"#\"So this is a young guy that nobody wanted to push,\" he says. \"We fight all the time because I push him. Now he's exhausted by me.\"":1,"#I can hear the guy on the other line, who seems to be furiously taking notes. Lemonis puts him on mute for a moment, then turns to me.":1,"#He calls a guy at Beyond, and starts talking about their upcoming Memorial Day marketing strategies. Lemonis gets granular. He's talking about what products to feature. Suggesting how to style the \"O\" in \"Memorial.\" Tweaking the language they use to promote watches. \"I could help you guys with this if you'll just actually set up the time and they'll just execute,\" he says. \"Like, every idea I have is not gonna be a good one, but most of them are gonna work.\"":1,"#Lemonis has to go. He's due downtown at a TV studio, where he's filming some final shots for his new FOX show. So we leave his townhouse and hop into an Uber, where he catches up on some work.":1,"#Sacrifices are for people who want one thing, but who must settle for another. Fulfillment is for people who identify their function, and who then give everything to it.":1,"#\"I wouldn't use that word,\" Lemonis says. \"I don't see myself ever sacrificing. I see myself looking for fulfillment.\"":1,"#In these views, leadership is about doing what's needed of you—even if it runs counter to what's comfortable for you. It's also the central tension of Batman, Spider-Man, and basically every hero story. And isn't that sacrifice?":1,"#\"Because people didn't need you for that,\" she replied. \"They could renovate their own home, or they could get somebody else to do it. The world wants you to help them make more money, or fix their business, or crack the code...":1,"#I'm reminded of a conversation I had with Whole Foods cofounder John Mackey, who was CEO for 44 years. He said he attributes his longevity to one primary thing: He kept asking himself, What does the company most need me to do now? This meant constantly reinventing himself, taking on roles he did not love, for the betterment of the company. I heard a similar thing from Sean Tresvant, who became CEO of Taco Bell. His background is in marketing—so when he became CEO, he said, \"Much to my chagrin, I wasn't in charge of marketing anymore, and I had to learn that. I had to appreciate that.\" And he had to let it go.":1,"#And here's why I ask: Leaders often frame leadership through the lens of sacrifice.":1,"#I ask Lemonis: If this is now part of his function, does he view it as the sacrifice of leadership?":1,"#\"Like in any good comic book, they all band together against evil. I am the common enemy,\" he says. \"So I can help my team band together and build a fortress around themselves, and learn how to stick together, and learn how to be better together and make the team. They don't realize that there's a strategy here.\"":1,"#Remember earlier, when he said he's walking out of more meetings knowing that everyone in the room is pissed at him? That they're all basically thinking, f**k Marcus? Truth be told, he's enjoying that.":1,"#\"I am here for the but,\" he concludes.":1,"#\"'I never want to see his face again, but…'":1,"#'That guy's a giant a*****ehole, but…'":1,"#Even if it makes him a jerk. Even if someone dislikes him for it. Even if they never talk to him again. \"Because I don't think people will ever push themselves as hard as I'll push them,\" he says. \"I've accepted the fact that I may never have an ongoing relationship with them. But when they achieve what I knew they could, that they didn't think they could, will they look back and have a morsel that's like:":1,"#He grapples with how contradictory this feels. He's always pushed people, yes, but with love and care. He is a people person! But mortality is inarguable. \"I started to recognize—and this is gonna sound crazy—that my time on earth is limited,\" he says. \"And my ability to influence the outcome is limited, and my time with them, because I'm busy, is limited, and I just need to get to the f*****ing point.\"":1,"#Then he asked her: \"Why didn't I like that?\"":1,"#For example, let's say he's in a meeting at Beyond. Something isn't working. Someone starts explaining why they're doing it this way, or how it used to be done, and Lemonis will stop them. If it's not working today, then what happened yesterday is irrelevant to him. He wants to know what drives results now. No time for light. Only darkness.":1,"#But since turning 50, his balance has been shifting: Less light, more dark. \"I spent too much time in the past fluffing people up, and in some cases embellishing, before I got to the point,\" he says. \"But I noticed that, in the last 12 months, my patience for whiners versus winners has elevated to a new level- to a level that I think I need to probably temper a little bit. I get to the point quicker, and that is a lot for people.\"":1,"#\"The proper balancing of light and dark,\" he says, \"is something that I've learned over the years—where there's a necessity to tell people how shit really is, but to also give them credit for the stuff that's really right.\" If he's speaking to a direct report, for example, he might need to explain how they failed at something. In the past, he'd also spend a lot of time complimenting them, or hearing them out, or asking gentle and thoughtful questions.":1,"#The what?":1,"#\"It's the balance between light and dark,\" he explains.":1,"#\"I love people. I love learning from people,\" he tells me. And this is why, as he turned 50, he was surprised at how differently he interacts with people. He now keeps conversations shorter. He is more direct. He has less tolerance for slowness or bad ideas or people's feelings.":1,"#For a man as busy and successful as Lemonis, he has surprisingly few barriers around him. He has no big publicity team. No entourage. His phone buzzes constantly, because everyone seems to have his number. (He gave it to me, too.) This is his way. He is disarming. At some point, he walks us into his kitchen, opens a cabinet, and there is a world-class collection of snacks in there. All neatly organized in glass jars. Have whatever, he tells me. He starts eating gummy worms.":1,"#And that has created a conflict. Because sometimes, getting to the heart of a problem means hurting some feelings. Lemonis doesn't want to be a jerk. But increasingly, he's willing to.":1,"#\"I've convinced myself that my role in life is to get the best version of everybody out of themselves,\" he says. \"And if I don't get to the heart of the problem fast, the chances of me being able to extract the best version of them is limited.\"":1,"#Here's another metaphor he likes: the army. If you're going into battle, where is the leader? Many leaders think they should be at the front, leading the charge. But you know what? \"You could die first, and then everybody's screwed,\" Lemonis says. A great leader is actually behind the troops-keeping them safe, observing their speed, making the adjustments.":1,"#After eight years of hosting his hit TV show The Profit, in which he helped turn around struggling businesses, he'd just finished taping a show for HGTV called The Renovator—where he helped families with their home renovations. \"I didn't really like that,\" Lemonis told his wife.":1,"#This is not how Lemonis always thought. It's not how most people think. He became the CEO of his first public company at age 25, and thought he needed to stay at the peak, where leaders belonged. \"That was all wrong,\" he now says. \"What matters is how everybody else gets there. Does the company get there? Do the employees get there?\"":1,"#To which he then replies: \"What if you just thought about yourself at the bottom of the mountain? And what if you thought that your role at your company, in your business, in your family, or in your community, was to help everybody else get to the top? And that your job is to ensure that everything down at the base is safe, and that when shit rolls downhill, it rolls on you? And that when the flag gets posted at the top, you see other people do it? You don't need to be at the top of the mountain anymore. And maybe the best leaders are the ones that want to get everybody else to the top of the mountain.\"":1,"#In most cases, Lemonis says, people draw themselves in the middle or at the top. He asks them why. If they're in the middle, they'll say: I'm not where I want to be. If they're at the top, they'll say: I've achieved everything I want.":1,"#Try it for yourself. Grab a piece of paper and draw a mountain. Doesn't matter what it looks like-it might be a round hill, or jagged with peaks and valleys, or whatever. Now here's the point: \"Draw yourself where you see yourself on the mountain,\" Lemonis says.":1,"#When Lemonis talks to people about leadership, whether it's from a stage or in a more intimate meeting, he often invites them to draw a mountain.":1,"#And what's he good at? Driving hard. Ideas. Vision. Finding people, promoting them, and making them better.":1,"#He is bad at details, at waiting for things to evolve, at giving people space, and at testing. His instincts are to go all-in on ideas, not sit around waiting for preliminary results. \"So I need people around me who are strong enough to say, 'That's a terrible idea,' or 'We could try that, but not today,'\" he says.":1,"#I ask Lemonis what he's good and bad at. He gives me a list.":1,"#This isn't just a good presentation trick, he says. It's also a good leadership strategy. To get the best out of people, you must connect as people. Great leadership, he believes, \"starts with the acknowledgement of what you're not good at.\" A leader must recognize those things, and then surround themselves with people who are better. \"Once you can accept your deficiencies,\" he says, \"it will allow you to home in on your strengths and double down on them.\"":1,"#I've followed Lemonis' work ever since. I've heard him on many podcasts, seen him on TV, and noticed that he always does that same thing—starts with his biography. So now, nearly a decade later, as we sit together in his home, I ask him why. \"The more I reveal about myself, the more you'll reveal too,\" he says. \"I try to make it as extreme as I can, so that people almost think to themselves 'Well, my life's f****d up just like his.' And then people are less judgy, and they're more open to talk.\"":1,"#Marcus Lemonis came home feeling crummy.":1,"#People opened up. For the next hour or so, he basically ran a group therapy session.":1,"#He began with a short version of his bio: He was born in Beirut during the run-up to the civil war, and was left at an orphanage at four days old. He was adopted by a couple in Miami, Florida. He was an only child who struggled to fit in-\"an awkward child who turned into an awkward adult,\" as he often says. Business became his refuge, the only thing that made sense to him. Then he basically told the audience: Look, I'm flawed, but I'm here to help. What's on your mind?":1,"#Then I watched Lemonis casually stroll on stage after me, and do the exact opposite.":1,"#I first met Lemonis in 2016, when I'd just started working at Entrepreneur. (I'm now the editor in chief.) We hosted an event at a fancy hotel in Scottsdale; I was the opener and Lemonis was the head-liner. It was the first time I'd ever keynoted to a roomful of entrepreneurs, and I was deeply nervous. I dressed in a suit, even though I hate suits, to mask my feeling of being an imposter. I tried to talk myself up, to prove to the audience that I belonged.":1,"#This is now his function, he's decided. Unlike before, it is not to profit, or to renovate, or to fix. It is to prepare. To prepare others to succeed without him.":1,"#\"I know that my time in certain businesses isn't forever,\" he says. \"So I've come to a conclusion. In the past, people would see me as a successful businessperson based on today's results. But I don't believe that to be as true as I used to. What I believe now is: If the business can be successful without me, that is the determiner of whether I was a good leader. It's like, what happens when I'm gone? That is how I will be judged.\"":1,"#Marcus turned 50 in late 2023—and, like many people who hit that milestone, his own mortality started to come into view. He now feels time pass faster, ever faster.":1,"#\"That happens a lot more now,\" he says.":1,"#Yes, I say. I do know that.":1,"#Like how? Well, he says: \"Have you ever been in a meeting that doesn't end on the highest note, and then you leave the room, and you know everybody's now talking about you? And they're all like, 'F*** him'?\"":1,"#by Jason Feifer":1,"#\"I used to function as a therapist,\" he says. As both a TV host and a business leader, he would ask thoughtful questions and deliver regular affirmations. He really likes people. He is warm and engaging. He wants people to feel good. He wants them to succeed. But in the past few years, his approach has changed. The way he treats people now surprises him. \"I am very difficult to work with,\" he admits.":1,"#Lemonis thinks about it for a moment.":1,"#As Lemonis will readily tell you: He has no children, his parents have died, and he spends his waking hours obsessing over operational excellence. Business is literally his life, and, he admits, he tends to forget that other people live differently. Which brings us back to the whole function thing. What is Marcus Lemonis' function?":1,"#To the general public, Lemonis is best known for being on TV: The Profit ran on CNBC for eight seasons, and he is now returning for a FOX show called The Fixer, launching on July 18. But his true bona fides occur off camera, where he leads two big companies: Camping World Holdings, which he cofounded and grew into a $6 billion-plus business and where he serves as CEO and chairman, and Beyond, the recently renamed fusion of buybuy BABY, Overstock.com, and Bed Bath & Beyond, where he became executive chairman last year.":1,"#And what if, like every great leader, Lemonis needed that reminder—of what makes him useful, and what does not, and how that might change.":1,"#But what if it's exactly what great leaders need?":1,"#Function feels different. It is flat and structural and unsexy. Just one part of a larger system. Machines, tools, teams— these things have functions. They are needed now but replaceable tomorrow. LeBron James and Maya Angelou do not speak of functions. No great human wakes up in the morning aspiring toward a function.":1,"#Consider the difference in those words. Mission is grand. Noble. Self-imposed. Great humans have missions, and those missions animate them. LeBron James said: \"My whole mission in life is to speak for my people.\" Maya Angelou wrote: \"My mission in life is not merely to survive, but to thrive.\" Mission, mission, mission.":1,"#Leaders love having a mission. But they rarely think about having a function.":1,"#When Lemonis said that, something hit me. \"So,\" I said, \"what she was really telling you was: You have a function. Lean into that function.\"":1,"#Clicking this link will redirect to relevant products for the Author Jason Feifer.":1,"#Accelerate your professional development with business book summaries, videos and more!":1,"#Abre um site externo em uma nova janela":1,"#Ed Whitacre, With Leslie Cauley":1,"#No Results found for \"chilton librery\"":1,"#No Results found for \"CHILTON\"":1,"#Mark Childers, Richard Ault, Richard Walton":1,"#Michael Dunne is an American businessman with over 20 years of experience working in China in the automotive industry, initially as an industry consultant and more recently as an investment advisor. In American Wheels, Chinese Roads, he puts his experience to work, telling the story of General Motors’ early years in China. He explains the rules of the road for doing business in China, providing colorful examples and anecdotes from Chrysler Jeep as well as GM. Dunne describes the importance of luck and licenses, the central role of joint ventures, and the enormous power of China’s city governments, which function almost like sovereign countries.":1,"#Al cambiar el interruptor a la derecha y hacer clic en Guardar, está indicando que no desea que vendamos su información personal o que compartamos su información personal para actividades de publicidad dirigida en línea. Tenga en cuenta que si usa diferentes computadoras o navegadores, debe indicar sus opciones nuevamente en cada computadora o navegador utilizado para acceder a nuestros servicios.":1,"#No venda ni comparta mi información personal":1,"#Cerrar este diálogo":1,"#Se abre en una nueva ventana":1,"#Missions are far more tangible. They can be accomplished. And when we do make progress and accomplish them—hopefully aligned with our values and ethics, how we run in that never-ending race—we feel a great sense of momentum that keeps us going toward that vision, toward that horizon.":1,"#An organization should have a singular vision that orients us toward a brighter, better, more successful, and desirable future. Vision should paint clarity and help us make aligned progress.":1,"#Mission, on the other hand, is finite. We can say the words “mission accomplished,” and in fact, we should. It feels great. Missions are like the mile markers along that never-ending marathon.":1,"#Mission, on the...":1,"#Vision is infinite. We cannot say the words “vision accomplished.” Vision is like running in a marathon where we can clearly see the finish line on the horizon, but we never actually reach it or cross it.":1,"#Enter the terms <em ljsid-1=\"\">vision</em> and <em ljsid-3=\"\">mission</em>. Both matter, but they mean uniquely different things. If we're to make progress with them, let's land on some common definitions, shall we?":1,"#If we're to make progress, it's vital we share common language. Language is a tool, and when we use the right tool—and the same tool—for the appropriate job, we can make a generative impact.":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Stephen Shedletzky</a></strong>—better known as Shed—helps leaders make it psychologically safe and worth it for the people around them to speak up. After more than a decade working with and helping to build Simon Sinek’s platform, Shed now leads his own leadership development practice as a keynote speaker, workshop facilitator, and coach at Shed Inspires. He’s the author of <em ljsid-2=\"\">Speak-Up Culture: When Leaders Truly Listen, People Step Up</em> and host of the <em ljsid-4=\"\">Shed Some Light</em> podcast.":1,"#We'll retire and die trying to advance a vision, and that's the point—so that we can leave a legacy for others to carry on this worthwhile work, to get closer and closer to that vision and further along. So use <em ljsid-1=\"\">mission</em> and use <em ljsid-3=\"\">vision</em> correctly if you wish to make progress.":1,"#Clicking this link will redirect to relevant products for the Authors Kai-Fu Lee.":1,"#Clicking this link will redirect to relevant products for the Authors Chen Qiufan.":1,"#Dan Lovallo, Kai Riemer, Mike Seymour, Lingyao Yuan, Alan R. Dennis":1,"#turco":1,"#vietnamita":1,"#tailandés":1,"#ruso":1,"#coreano":1,"#japonés":1,"#Learn. If you are not LGBTQ+, ask yourself, what are your feelings, thoughts, beliefs around this dimension of diversity and where do they come from? I remember when I was first wrestling with this issue, I didn’t...":1,"#by Andrés Tapia":1,"#Clicking this link will redirect to relevant products for the Speaker Andrés Tapia.":1,"#What's New.":1,"#bannerMessage: Welcome to the new Accel! Explore exciting new features and improvements. See":1,"#تعليمي":1,"#بيت":1,"#البدء":1,"#(7:00 دقائق)":1,"#مميز":1,"#الشريحة 2":1,"#يطلق":1,"#ما الجديد":1,"#يساعد":1,"#ISBN: 978-0-5934-1857-4":1,"#Adapted by permission of Optimism Press, an imprint of Penguin Random House LLC":1,"#©2022 by Will Guidara":1,"#by Will Guidara":1,"#The Remarkable Power of Giving People More Than They Expect":1,"#In <strong ljsid-1=\"\">Unreasonable Hospitality</strong>, Guidara explores how the concept of hospitality, delivered to the point of abundance, can be transformative for your customers, employees, and bottom line. With proven strategies backed by real-world applications, he shows you how you can begin constructing a culture of unreasonable hospitality within your organization.":1,"#Consider how the power of hospitality and delighting your customers, clients, or guests can transform your company, customers, and employees.":1,"#Guidara recommends considering how you can do things differently, not only from how you’ve done in the past but also from the norm, from your competitors, and from your customers’ predictions of what they’ll get when they engage with your business.":1,"#While the potential benefits are great, it’s important to see hospitality as an experience, not a transaction. Doing more, and doing it with care, kindness, warmth, and generosity, feels good to the recipient and the giver alike. It’s a way of operating that puts others first, encourages continuous elevation and improvement, and leaves nearly every person it touches feeling important, seen, and cared for.":1,"#When hospitality surpasses the expected and becomes surprising and grandiose, you may find your company delivering an outside impact. Guidara advocates for practicing <em ljsid-1=\"\">unreasonable hospitality</em> and has witnessed the part it can play in his work, in careers, and in companies across virtually every industry.":1,"#Make Your Hospitality Unreasonable":1,"#He also coaches you to make your company culture a core focus. Guidara recommends finding time to collaborate with every member of your team to unlock ideas, recognize their passions, and “give them the keys” to work that aligns with those passions. He advises you to let them offer unusual theories, provide the space to explore them, let team members lead the effort, and hear them out when they present their findings. He emphasizes that it’s your role to create leaders who are responsible, accountable, trustworthy, and aligned with the mission—qualities that your company needs to deliver a powerhouse performance.":1,"#Guidara cautions that your role isn’t only to motivate and uplift. You must also earn trust so your team supports your new vision and commits to helping you achieve it. In practice, this will likely include being honest and open about the challenges you’re up against and the problems your company or industry is facing. Conversations like these can unify your team, particularly when you invite them to work alongside you in crafting solutions. They can also engage your team by helping them connect with what it means to win and lose, and what playing offensively and defensively can do to drive change.":1,"#The transformation you envision will start with you, and there are several essential steps you can take to spark team hospitality. As a leader, you must model what it means to “go above and beyond” and show up in big ways for your team and clients. At the same time, you must deliver enthusiasm so electrified that it acts as a contagion among your team. Do this by using words and stories to inspire, encourage, and excite your team about their work and the roles they get to play every day.":1,"#Invite Your Team to Be Hospitable":1,"#Guidara offers several strategies that you can adopt as you take on this important work. One is to recognize that you can’t be all things to all people. He encourages you to read reviews and critiques, evaluate your company’s performance in light of them, and determine if changes are needed. Another is to recognize the push and pull between hospitality and excellence. The two goals can be difficult to work toward simultaneously, but they can inspire you to innovate and work creatively toward world-class service. A third strategy is to remember <em ljsid-1=\"\">why</em> your work is important. Encourage yourself and others often, and reiterate that the work you’re taking on together can make a powerful difference.":1,"#As you begin internalizing how you want your company culture and customer experience to shift, stay locked into the purpose of what you’re doing and the intended results you’re working toward. Purpose and intention can then guide your every action as you clear procedural clutter, cut through red tape, and simplify what you ask of your team, enabling them to deliver on the new vision.":1,"#Build on Purpose and Intention":1,"#Reconnaissance is an important starting point, but Guidara emphasizes that it should be followed up with an invitation to your team to play a part in the transformation. He encourages you to ask for their perspectives on what’s going well, where improvements can be made, and where opportunities to impress are consistently being missed. Then, he advises you to listen, even when ideas go against your initial assessment. Process what you hear, find truths, and proceed together, unified on delivering world-class service.":1},"version":196466}]