personal mastery

  • When you strip away all the rational mechanics of decision making — the generation of options, the weighing of information — what’s left at the core is emotion. What drives you? What kind of person do you aspire to be? What do you believe is best for your family in the long run? (Business leaders ask: What kind of organization do you aspire to run? What’s best for your team in the long run?) Those are emotional questions — speaking to passions and values and beliefs — and when you answer them, there’s no “rational machine” underneath that is generating your perspective. It’s just who you are and what you want. The buck stops with emotion.

    — Decisive: How to Make Better Choices in Life and Work by Chip Heath, Dan Heath

  • Product marketing is truly a great on-ramp for any career path in tech. It can lead anywhere, and if you’re lucky enough to lead people doing it, help grow them into tomorrow’s company leaders.

    — Loved: How to Rethink Marketing for Tech Products (Silicon Valley Product Group) by Martina Lauchengco

  • When we assess our choices, we’ll take the inside view by default. We’ll consider the information in the spotlight and use it to form quick impressions. “…” What we’ve seen, though, is that we can correct this bias by doing two things: zooming out and zooming in.

    When we zoom out, we take the outside view, learning from the experiences of others who have made choices like the one we’re facing. When we zoom in, we take a close-up of the situation, looking for “color” that could inform our decision. Either strategy is helpful, and either one will add insight in a way that conference-room pontificating rarely will. When possible, we should do both.

    — Decisive: How to Make Better Choices in Life and Work by Chip Heath, Dan Heath

  • What I’ve learned over the years is that the best communicators learn to align their intentions with their impact. While intention is what someone wants to make happen or plans to accomplish, the impact involves the quality of the experience from the perspective of the receiver — and that impact may not correspond with what the communicator intended. When communicators monitor and align intention and impact successfully, people trust them more fully.

    — Conversational Intelligence: How Great Leaders Build Trust & Get Extraordinary Results by Judith E. Glaser

  • A worldview is a point of view, a way of seeing the world. Worldviews are not formed objectively and supported by facts. They are subjective, values-based reflections of our experiences and beliefs.

    Our worldviews shape our attitudes and biases, influence our decisions and guide our actions. And while as innovators and marketers we understand all of this, in our search for ways to understand and define our markets, we sometimes forget to apply it. Just because they take the same route to work each morning doesn’t mean that all twenty-nine-year-old men living in the suburbs share the same worldview.

    Our assumptions about the stories of the people we create for can lead us down the wrong track.

    — Meaningful: The Story of Ideas That Fly by Bernadette Jiwa

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