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Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University where he has taught since 1979. He is the author or co-author of 15 books including Leadership B.S.: Fixing Workplaces and Careers One Truth at a Time; Power: Why Some People Have It—and Others Don’t; The Human Equation: Building Profits by Putting People First; Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management. 

Notes:

• “The two fundamental dimensions that distinguish people who rise to great heights and accomplish amazing things are will, the drive to take on big challenges, and skill, the capabilities required to turn ambition into accomplishment. The three personal qualities embodied are ambition, energy, and focus. The four skills useful in acquiring power are self-knowledge and a reflective mindset, confidence and the ability to project self-assurance, the ability to read others and empathize with their point of view, and a capacity to tolerate conflict.”
• “Being memorable equals getting picked.”
• “Measuring the wrong thing is often worse than measuring nothing because you do get what you measure."
• “People are seduced by and attracted to narcissists and despots and wind up voting for or working for them, frequently with bad outcomes."
• Break the rules — in one test, the rule breaker dropped cigarette ashes on the floor and spoke rudely to the waiter. That person was perceived to be 29% more powerful than the person who was more polite.
• “I completely reject the idea that working adults need to be treated like infants or worse and not told the realities, harsh or not, about the world of work.”
• Build a powerful brand — in late 2020, Laura Chau was promoted to partner at Canaan Partners, an early-stage venture capital firm. She started a podcast. It gave her the opportunity to ask women who were very senior in their careers to talk for an hour… she expanded her network. Her own status was enhanced through her association with high-status people. Then she started writing and publishing her work. This attracted people to her.
  • A brand needs coherence. Have a narrative and tell it repeatedly.
• Love: "Kathleen, whom I met at a party in the Green Room of the War Memorial Opera House in San Francisco on January 19, 1985, and married on July 23, 1986. As she would say, no algorithm would have matched us."
  • “To the amazing Kathleen, the love of my life, whose death left a hole in my heart and soul.”
• The 7 rules of Power are:
  1)     Get out of your own way.
  2)     Break the rules.
  3)     Show up in a powerful fashion.
  4)     Create a powerful brand.
  5)     Network relentlessly.
  6)     Use your power.
  7)     Understand that once you have acquired power, what you did to get it will be forgiven, forgotten, or both.

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Ed Mylett is a globally recognized entrepreneur, coach, and speaker. He started in the financial services industry, eventually earning a spot on the Forbes 50 Wealthiest Under 50 List. Since then, he has spearheaded a range of ventures, spanning technology, real estate, health, nutrition, and more. Ed is the best-selling author of #MaxOut Your Life, and the new book The Power of One More. He has grown his online audience to more than 3 million followers in just four years. Ed also regularly inspires audiences ranging from small gatherings to mega-venues of 50,000+ attendees, and online audiences in the hundreds of thousands. 

Notes:

• Self-confidence is about keeping promises to yourself. And surrounding yourself with people who live at a higher temperature. You become what they are. You think differently, act differently, and will achieve different results based on your inner circle.
  • "Link your confidence to your intention."
• Excellence = high standards. People who sustain excellence expect more from themselves. They’re prepared for big moments. Their habits, routines, and rituals enable them to perform at a high level each day. And they keep raising their standards. Isn’t that the type of person we want to be?
• Definition of leadership – “As I define it, you are a One More leader if you help people do things they would not otherwise accomplish without your presence.” - Ed Mylett
• The six basic needs that drive people: Certainty, Uncertainty and Variety, Significance, Love & Connection, Growth, and Contribution.
• Many people think they’ve got to make several huge changes to improve their lives and achieve their goals. This common misconception works as a barrier instead of a motivator.  And as a result, people never start making changes, or quickly give up, never fulfilling their potential.
• The One More philosophy is built on two main premises. First, you don’t need to make dozens of big changes to achieve significant growth or change. Often, important changes take place as the result of doing one more thing. Second, the One More philosophy is about combining thinking and doing. We often do one or the other and assume that’s enough. But it’s not until you combine those two that you’ll start to see profound changes in your life.
• "My dad was an alcoholic when I was young. It wasn’t until my mom gave him a One More ultimatum that he got sober. For the last 35 years of his life, he devoted himself to helping others with alcohol addiction, almost until the day he died, making the most of the One More chance he’d been given.  He passed away a little over a year ago, and his death was also a reminder to reach out and spend as much time as you can with the people you love because if you don’t, you’ll regret not having one last One More with that person when they’re gone."
• The questions you ask yourself directly reflect what you think about. When you don’t think about the right things, you’ll ask yourself questions that don’t advance the quality of your life. Better questions lead to better answers, and better answers lead to a better life. Asking tough questions can be uncomfortable but doing so eventually leads you to the best answers although they may be difficult for you to address. Facing these answers empowers you to remove roadblocks that have been holding you back from your best One More life.
• Goals & Standards - Many people often confuse goals and standards, thinking they’re the same thing. They are not! Although goals are important, standards determine whether you’ll reach your goals or not. The proper standards create a framework that feeds into your efforts, mindset, and what you’re willing to tolerate. You can control these parts of your life while goals are often at the mercy of external forces.
• The role Ed plays: Identify your own gifts and the gifts others possess. Link the work that needs to be done to those gifts.
• Henry Ford - People need to feel loved, and cared for, and that you believe in them. They can grow into roles.
• How to help powerful people? They want clarity, specificity, and laser focus.
• Become evangelical about your mission. The mission is what you stand for and against.
• What is going through Ed's mind the few minutes before he gives a keynote speech?
  • He prays. He focuses on the audience and their needs. It's about them. They need to feel his intent.
• Energy - "The highest energy person wins."
• Sustained excellence:
  • High standards
  • Preparation
  • Habits and rituals
• Why do all of this?
  • Ed is motivated to have high standards to "catch the guy I was capable of being."

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Jimmy Soni is an award-winning author. His book, A Mind at Play: How Claude Shannon Invented the Information Age, won the 2017 Neumann Prize, awarded by the British Society for the History of Mathematics for the best book on the history of mathematics for a general audience, and the Middleton Prize by the Institute of Electrical and Electronics Engineers. His book, Jane’s Carousel, completed with the late Jane Walentas, captured one woman’s remarkable twenty-five-year journey to restore a beloved carousel in Brooklyn Bridge Park. Jimmy's most recent book is called, The Founders - The Story of PayPal and the Entrepreneurs Who Shaped Silicon Valley. 

Notes:

• “Your life will be shaped by the things you create, and the people you make them with. We tend to sweat the former. We don't worry enough about the latter."
  • The founders and earliest employees of PayPal pushed and prodded and demanded better of one another.
• Instead of "Acknowledgements" to end his book, Jimmy titled the section "Debts"
  • "A debt is deeper than an Acknowledgement."
• Envy the optimist, not the genius. There’s real power in optimism. The world is built by optimists. Look for the silver things. Have belief. Be the type of person that believes in themselves and others… Optimism builds confidence in yourself and others. Be an optimist.
• Phil Jackson and Michael Jordan – The fact that Phil told the best player in the world… “We aren’t going to win a championship if you keep playing that way. You have to buy into the triangle offense.” It shows the value of a friend (or a coach) telling you the truth in order to help you (and the team) get better.
• "Walter Isaacson made me believe in its (the book) importance and potential. At the very end, he provided the kind of advice that can only come from someone who has spent years laboring in the same fields.
• Peter Thiel refined Max Levchin's thinking... He made him better.
• Ask, "Have you thought about it this way?"
• Watch Jiro Dreams of Sushi
• Kobe Bryant was an incredible learning machine. His insatiable curiosity made him better.
  • You can become curious about anything.
  • Mr. Beast spent hours every day on Skype with his friends talking about how to grow a YouTube channel.
• We live in a moment were you can connect with others who are passionate about the same topics you are. With the internet, you can connect with anyone.
• Qualities of the leaders who created PayPal:
  • It was so hard. They all experienced failure and bounced back.
  • Highly intelligent.
  • Hard-working.
    • They worked 7 days a week. There was no work-life balance.
  • They weren't just resilient, they were fast-moving.
• Life Advice:
  • What looks like expertise on the outside is generally messiness on the inside.
  • Leadership in Solitude. There are benefits to spending some time by yourself.
• Ask – The people who make things happen are willing to ASK. Steve Jobs to Bill Hewlitt. Elon Musk to Dr. Peter Nicholson. Those "asks" changed the trajectory of their lives. Who knows, maybe your next ASK will change yours…
• Claude Shannon, Bell Laboratories, renowned as an incredible hub of innovation…  whose work in the 1930s and ’40s earned him the title of “father of the information age.” Geniuses have a unique way of engaging with the world, and if you spend enough time examining their habits, you discover the behaviors behind their brilliance.

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Steve Magness is a world-renowned expert on performance, co-author of Peak Performance: Elevate Your Game, Avoid Burnout, and Thrive with the New Science of Success and The Passion Paradox: A Guide to Going All In, Finding Success, and Discovering the Benefits of an Unbalanced Life, and the author of The Science of Running: How to Find Your Limit and Train to Maximize Your Performance. His new book is called Do Hard Things.

Notes:

• “The best aren’t concerned with being the best. They’re concerned with being the best at getting better.”
• Confidence: Confidence needs evidence. Acting with bravado we haven't earned only works on easy things. It backfires on anything truly challenging. Doing difficult things, even if you don't quite succeed at them, is how you develop real confidence.
• How do you find a good mentor? Do interesting things. Be open to learning and guidance. Be motivated, driven, and curious about something. Put your ego aside. Do good, quality work.
• The difference between real and fake toughness. Fake toughness is easy to identify. It’s Bobby Knight losing control and throwing tantrums in the name of “discipline.” It’s the appearance of power without substance behind it.
  • Researchers out of Eastern Washington set out to explore the relationship between leadership style and the development of toughness. After conducting research on nearly two hundred basketball players and their coaches, they concluded, “The results of this study seem to suggest that the ‘keys’ to promoting mental toughness do not lie in this autocratic, authoritarian, or oppressive style. It appears to lie, paradoxically, with the coach’s ability to produce an environment, which emphasizes trust and inclusion, humility, and service.
• Sustained Excellence: Observation: the people who sustain success over the long haul are rarely shooting for success. They are focused on the path. Their goal is mastery, which knows no end.
• What characteristics do the best performers have?
  • Don't get tired of the boring stuff
  • Masters of compartmentalization
  • Can flip the switch
  • Know how to lose well
  • Cultivate perspective
  • Delayed gratification
  • Drive from within
• Creating an enemy: Whenever an organization, group, or individual works hard to create an enemy to pit their idea/group against, it's a sign you probably shouldn't listen. Us vs. Them is the easiest way to exploit human nature, to get people on your side. It often means there's no substance there.
• The best way to get the most out of someone is to make them feel secure enough that they can take risks and fail. Most of us don't reach our potential because we default to protective mode. Threatening & demanding makes us protect further. Security and belonging frees us up.
• “Growth comes at the point of resistance. Skills come from struggle.”
• “The fact is that often coaches figure out what works in training and then the scientists come in later and explain why it works.”
• What can we learn about success and performance from Eliud Kipchoge?
  
  • He is not fanatical about trying to be great all the time. He is consistent & patient.
  • His coach says that the secret is that he makes progress “slowly by slowly.”
  • Motivation + Discipline = Consistency
    • He told The NY Times, "He estimates that he seldom pushes himself past 80 percent — 90 percent, tops — of his maximum effort when he circles the track."
  • "I have a mindset whereby I am a human being. I am walking around as a human being. I learn to perform well at the same time being grounded. And I trust that being humble and being on the ground is the only way to concentrate"
  • "You cannot train alone and expect to run a fast time. There is a formula: 100% of me is nothing compared to 1% of the whole team. And that’s teamwork. That’s what I value."
  • “To be precise, I am just going to try to run my personal best. If it comes as a world record, I would appreciate it. But I would treat it as a personal best.”

Text Hawk to 66866 for "Mindful Monday." It's a carefully curated email to help you start your work off on a high note.

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Daniel Coyle is the New York Times bestselling author of The Culture Code, which was named Best Business Book of the Year by Bloomberg, BookPal, and Business Insider. Coyle has served as an advisor to many high-performing organizations, including the Navy SEALs, Microsoft, Google, and the Cleveland Guardians. His other books include The Talent Code, The Secret Race, The Little Book of Talent, and Hardball: A Season in the Projects, which was made into a movie starring Keanu Reeves. Coyle was raised in Anchorage, Alaska, and now lives in Cleveland Heights, Ohio, during the school year and in Homer, Alaska, during the summer with his wife Jenny, and their four children.

Notes:

• Purpose isn’t about tapping into some mystical internal drive but rather about creating simple beacons that focus attention and engagement on the shared goal. Successful cultures do this by relentlessly seeking ways to tell and retell their story. To do this, they build what you call “high-purpose environments.” High-purpose environments are filled with small, vivid signals designed to create a link between the present moment and a future ideal. They provide 2 simple locators that every navigation process requires: Here is where we are and Here is where we want to go.
• "The world we live in is a learning contest."
• Deep fun = Solving hard problems with people you admire.
• Schedule regular team “tune-ups” to place an explicit spotlight on the team’s inner workings and create conversations that surface and improve team dynamics
• Foster strong culture in remote working scenarios. It doesn’t take much physical togetherness to build strong teams. Encourage remote teams meet up in person twice a year
• Create belonging: every group knows diversity, equity, and inclusion matter, but what separates strong cultures is they aim to create belonging across racial lines. Ex: normalize uncomfortable conversations; read, watch, reflect together; gather data and share it • Build Trust. Ask the magic-wand question to each member of your team: if you could wave a magic wand and change one thing about the way we work, what would it be?
• Connect. Hold an anxiety party to serve as a pressure-relief valve, as well as a platform for people to connect and solve problems together.
• Change perspective. Have a once-a-week catch-up session with someone outside of your group.
• Make it safe to talk about mistakes: Strong cultures seek to highlight and remember their mistakes and learn from them • Listen. Listening to others’ problems is one of the most powerful culture-building skills on the planet. It’s also difficult. Restrain yourself from jumping in, listen, then say: Tell me more.
• Embrace the After-Action Review (or as the military calls it, the AAR): Talking together about the strengths and weaknesses of your performance will make your group better.
• The Billion Dollar Day When Nothing Happened – “These Ads Suck." That was the note that Larry Page wrote and hung up about Google Ad Words. What did Jeff Dean, a quiet, skinny engineer from Minnesota, do to make the ads not suck? He had no immediate need to fix the problem. He worked in Search (a different area of the company. And how did Jeff Dean respond when he was asked about it years later (he said he didn’t even really remember it. It was just normal to do stuff like that)...
• There is a misconception that great cultures are places that are always happy. Doing great work is hard. The way we build great cultures is by doing hard things together focused on connection and safety.
• Life/Career advice: Think of your life in experiments and the learning loop. It is Experience + Reflection. Experience + Reflection. WRITE DOWN WHAT you’ve learned from your experiences. Writing creates clarity of thought.
• Amy Edmondson researched Chelsea and Mountain Medical – What made them a success? The answer lay in patterns of real-time signals through which the team members were connected. There were 5 things:
  • Framing - They conceptualized MICS as a learning experience that would benefit patients and the hospital. Unsuccessful teams viewed it as an add-on to existing practices.
  • Roles - Role clarity. Being told explicitly by the team leader why their individual and collective skills were important for the team’s success
  • Rehearsal - Practice a lot
  • Explicit encouragement to speak up
  • Active reflection - Between surgeries, successful teams went over their performance