clear priorities

Leaders who execute focus on a very few clear priorities that everyone can grasp. Why just a few? First, anybody who thinks through the logic of a business will see that focusing on three or four priorities will produce the best results from the resources at hand. Second, people in contemporary organizations need a small number of clear priorities to execute well. In an old-fashioned hierarchical company, this wasn't so much of a problem - people generally knew what to do, because the orders can down through the chain of command. But when decision making is decentralized or highly fragmented, as in a matrix organization, people at many levels have to make endless trade-offs. There's competition for resources, and ambiguity over decision rights and working relationships. Without carefully thought-out and clear priorities, people can get bogged down in warfare over who gets what and why. 

A leader who says "I've got ten priorities" doesn't know what he's talking about - he doesn't know himself what the most important things are. You've got to have these few, clearly realistic goals and priorities, which will influence the overall performance of the company. 

Larry Bossidy & Ram Charan

Execution: The Discipline of Getting Things Done by Larry Bossidy & Ram Charan with Charles Burck. 2002. Crown Business, NY, NY. p. 69

a lot to do just to be hired

Emily Cole believes being Fans First starts with just "being a good human." She highlights how coaching good behavior starts during the hiring process. "This gives us a chance to really work alongside someone and show them how things operate in Bananaland. If they can naturally mirror the way we treat people, that's the first requirement. We can coach the skills part.

For example, we send handwritten thank-you cards to people who interview for full-time positions. If we get a handwritten thank-you card back, it's a great indicator that they listen carefully and respond. It also means they can pick up our culture's language. "When great individuals join our team, they automatically become even more caring, different, enthusiastic, fun, growing, and hungry because that's the Fans First Way, and that's what we focus on daily," Emily emphasizes.

These little tests may sound like a lot to do just to be hired, but people love our interview process. It has three parts. First, applicants do a cover letter so we can see their personality. (Coach Gillum's was legendary, helping him to beat out a coach from MLB's Pittsburgh Pirates.) Second, they write a Fans First essay and explain how they fit our core beliefs. Third, they write a future resume because we're more interested in what they'd like to do in the future than what they've already done.

That last part leads to deeper engagement with our new team member. We ask our staff members what they want to do in the future so we can work toward those goals and better support them. We can have open conversations about their goals. We may hire them to work for the Bananas, but we also want what's best for them as opposed to what's best for us. We acknowledge that it's not all about us, that they are not living just for this company, and that they are still their own separate people, with their own hopes and dreams and creativity. 

Jesse Cole

Fans First: Change The Game, Break the Rules & Create an Unforgettable Experience by Jesse Cole. Lioncrest. 2022.

a nudge

A nudge is an intervention that maintains freedom of choice but steers people in a particular direction. A tax isn’t a nudge. A subsidy isn’t a nudge. A mandate isn’t a nudge. And a ban isn’t a nudge. A warning is a nudge: “If you swim at this beach, the current is high, and it might be dangerous.” You’re being nudged not to swim, but you can. When you’re given information about the number of fat calories in a cheeseburger, that is a nudge. If a utility company sends something two days before a bill is due, saying that “You should pay now, or you are going to incur a late fee,” that is a nudge. You can say no, but it’s probably not in your best interest to do so. Nudges help people deal with a fact about the human brain—which is that we have limited attention. The number of things that we can devote attention to in a day or an hour or a year is lower than the number of things we should devote attention to. A nudge can get us to pay attention.

Cass Sunstein

"Much anew about ‘nudging’," by Roberta Fusaro and Julia Sperling-Magro. mckinsey.com. August 6, 2021. 

as if the muse is convinced

When I am writing, I write. And then it's as if the muse is convinced I'm serious and says 'Okay, Okay. I'll come.

Maya Angelou

Effortless: Make it Easier to do what Matters Most. By Greg McKeown. Random House. 2021. p. 132

concentrate every minute like a roman

Concentrate every minute like a Roman – like a man – on doing what’s in front of you with precise and genuine seriousness, tenderly, willingly, with justice. And on freeing yourself from all other distractions. Yes, you can – if you do everything as if it were the last thing you were doing in your life, and stop being aimless, stop letting your emotions override and what your mind tells you, stop being hypocritical, self-centered, irritable. You see how few things you have to do to live a satisfying and reverent life? If you can manage this, that’s all even the gods can ask of you.

Marcus Aurelius

Meditations by Marcus Aurelius. Modern Library. 2003. p.18, Book 2, #5. Also see The Internet Classics Archive | The Meditations by Marcus Aurelius (mit.edu)

the right way is the hard way

You and Larry David wrote Seinfeld together, without a traditional writers’ room, and burnout was one reason you stopped. Was there a more sustainable way to do it? Could McKinsey or someone have helped you find a better model?

Who’s McKinsey?

It’s a consulting firm.

Are they funny?

No.

Then I don’t need them. If you’re efficient, you’re doing it the wrong way. The right way is the hard way. The show was successful because I micromanaged it—every word, every line, every take, every edit, every casting. That’s my way of life.

Daniel McGinn and Jerry Seinfeld

"Life’s Work: An Interview with Jerry Seinfeld" by Daniel McGinn. Harvard Business Review. January-February 2017.

set your priorities by design

“What man actually needs is not a tensionless state but rather the striving and struggling for some goal worthy of him. What he needs is not the discharge of tension at any cost, but the call of a potential meaning waiting to be fulfilled by him.” -  Viktor Frankl

The great and unfortunate reality of life is there are vastly more things expected of us, asked of us, and hoped for by us than we can possibly do with our limited time and resources. 

It is tempting to prioritize everything. But when we do this, we end up having no priorities. Instead, we find ourselves prioritizing whatever is in front of us.

This undisciplined approach leads to our priorities being set by default. The antidote, of course, is to set your priorities by design. 

Here are three steps (and the questions to ask) that can help you when you are trying to prioritize. They work when applied to your business, your career, or your family:

1. Realize I can’t do everything. (What’s Important to me?)
2. Focus on areas where I can do the most good. (Where will my effort be best spent?) 
3. List possible actions I can take that will make a difference. (What can I do?)

When we focus on just a few important things, our effort makes a bigger difference and is more meaningful. 

Greg McKeown

1 Minute Wednesday. October 5, 2022

fewer things done better

LinkedIn CEO Jeff Weiner sees "fewer things done better" as the most powerful mechanism for leadership. When he took the reins of the company he could easily have adopted the standard operating procedure of most Silicon Valley start-ups and tried to pursue everything. Instead, he said no to really good opportunities in order to pursue only the very best ones. He uses the acronym FCS (a.k.a. FOCUS) to teach his philosophy to his employees. The letters stand for "Fewer things done better," "Communicating the right information to the right people at the right time," and "Speed and quality of decision making." Indeed, this is what it means to lead essentially.

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.239.

"to cut" or "to kill"

The Latin root of the word decision - cis or cid - literally means "to cut" or "to kill." 

You can see this in the words like scissors, homicide, or fratricide. Since ultimately, having fewer options actually makes a decision "easier on the eye and the brain," we must summon the discipline to get rid of options or activities that may be good, or even really good, but that get in the way. Yes, making the choice to eliminate something good can be painful. But eventually, every cut produces joy - maybe not in the moment but afterwards, when we realize that every additional moment we have gained can be spent on something better. That may be one reason why Stephen King has written, "To write is human, to edit is divine."

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.159.

chief editor of the company

 

Jack Dorsey is best known as the creator of Twitter and as the founder and CEO of Square, a mobile payments company. His Essentialist approach to management is a relatively rare one. At a dinner I attended recently where he spoke, he said he thinks of the role of CEO as being the chief editor of the company. At another event at Stanford, he explained further: "By editorial I mean there are a thousand things we could be doing. But there are only one or two that are important. And all of these ideas... and inputs from engineers, support people, designers are going to constantly flood what we should be doing... As an editor I am constantly taking these inputs and deciding the one, or intersection of a few, that make sense for what we are doing.

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.156, 157.

denying the request / denying the person

 

When people ask us to do something, we can confuse the request with our relationship with them. Sometimes they seem so interconnected, we forget that denying the request is not the same as denying the person. Only once we separate the decision from the relationship can we make a clear decision and then separately find the courage and compassion to communicate it.

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.137.

because they say no

Peter Drucker, in my view the father of modern management  thinking, was also a master of the art of the graceful no. When Mihaly Csikszentmihalyi, the Hungarian professor most well known for his work on "flow," reached out to interview a series of creative individuals for a book he was writing on creativity, Drucker's response was interesting enough to Mihaly that he quoted it verbatim: 

I am greatly honored and flattered by your kind letter of February 14th - for I have admired you and your work for many years, and I have learned much from it. But, my dear Professor Csikszentmihalyi, I am afraid I have to disappoint you. I could not possibly answer your questions. I am told I am creative- I don't know what that means. I just keep on plodding.... I hope you will not think me presumptuous or rude if I say that one of the secrets of productivity (in which I believe whereas I do not believe in creativity) is to have a VERY BIG waste paper basket to take care of ALL invitations such as yours - productivity in my experience consists of NOT doing anything that helps the work of other people but to spend all one's time on the work the Good Lord has fitted one to do, and to do well.

A true Essentialist, Peter Drucker believed that "people are effective because they say no." 

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.135, 136.

key to the process of elimination

 

I did not set out to write a chapter about courage. But the deeper I have looked at the subject of Essentialism the more clearly I have seen courage as key to the process of elimination. Without courage, the disciplined pursuit of less is just lip service. It is just the stuff of one more dinner party conversation. It is skin deep. Anyone can talk about the importance of focusing on the things that matter most - and many people do - but to see people who dare to live it is rare.

I say this without judgement. We have good reasons to fear saying no. We worry we'll miss out on a great opportunity. We're scared of rocking the boat, stirring things up, burning bridges. We can't bear the thought of disappointing someone we respect and like. None of this makes us a bad person. It's a natural part of being human. Yet as hard as it can e to say no to someone, failing to do so can cause us to miss out on something far more important. 

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.132, 133.

deliberate about the trade-offs

I once attended an event where Herb [Kelleher, CEO of Southwest Airlines] was interviewed about his business strategy. It was a great talk in many ways, but when he began to talk about how deliberate he was about the trade-offs he had made at Southwest, my ears perked up. Rather than try to fly to every destination, they had deliberately chosen to offer only point-to-point flights. Instead of jacking up prices to cover the cost of meals, he decided they would serve none. Instead of assigning seats in advance, they would let people choose them as they got on the plane. Instead of upselling their passengers on glitzy first-class service, they offered only coach. These trade-offs weren't made by default but by design. Each and every one was made as part of a deliberate strategy to keep costs down. Did he run the risk of alienating customers who wanted the broader range of destinations, the choice to purchase overpriced meals, and so forth? Yes, but Kelleher was totally clear about what the company was - a low-cost airline - and what they were not. And his trade-offs reflected as much. 

It was an example of his Essentialist thinking at work when he said: "You have to look at every opportunity and say, 'Well, no... I'm sorry, We're not going to do a thousand different things that really won't contribute much to the end result we are trying to achieve."

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.49,50

by design, not by default

The way of the Essentialist means living by design, not by default. Instead of making choices reactively, the Essentialist deliberately distinguishes the vital few from the trivial many, eliminates the nonessentials, and then removes obstacles so the essential things have clear, smooth passage. In other words, Essentialism is a disciplined, systematic approach for determining where our highest point of contribution lies, then making execution of those things almost effortless. 

Greg McKeown 

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.7

essentialism

Essentialism is not about how to get more things done; it's about how to get the right things done. It doesn't mean just doing less for the sake of less either. It is about making the wisest possible investment of your time and energy in order to operate at our highest point of contribution by doing only what is essential. 

Greg McKeown 

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.5

the leader as architect

 

The leader as an architect: How Kennedy developed a structural blueprint of core connections via four sensegiving actions. 

Inductive theoretical model of how leader sensegiving enables employee connection-building.

"I'm Not Mopping the Floors, I'm Putting a Man on the Moon": How NASA Leaders Enhanced the Meaningfulness of Work by Changing the Meaning of Work. by Andrew M. Carton. Administrative Science Quarterly. 2018. Vol. 63(2)323-369

a compelling and uncontested priority

It can be difficult to choose the right quest. Should the company expand into new regions, get closer to customers, innovate with more partners, get faster and more responsive, or become more sustainable? Executives sometimes say “all of the above”—but that’s too much to handle at once. The right quest should be a compelling and uncontested priority. In some of the cases we analyzed, companies straddled quests (customer focus and agility, for instance, or innovation and sustainability). That can work as long as the components are fused into one cogent focus.

Bharat N. Anand and Jean-Louis Barsoux

"What Everyone Gets Wrong About Change Management," Harvard Business Review. November-December 2017. 

the big idea

When you start telling a story to a friend or colleague, you automatically start thinking about all the different pieces you want to remember to share. Companies often take the same approach in their marketing and fill their story with as many features, benefits, and cool bits of information as possible.

Unfortunately, when you try to tell someone everything, they end up remembering nothing. That’s why the big idea is so important. It’s the heart of your brand strategy: the one concept or idea you want people to remember. It’s even more powerful when that one thing differentiates your business from your competitors.

Ward Andrews

"The Power of Storytelling," Drawbackwards Blog. April 18, 2017

lift where you stand

Some years ago in our meetinghouse in Darmstadt, Germany, a group of brethren was asked to move a grand piano from the chapel to the adjoining cultural hall, where it was needed for a musical event. None were professional movers, and the task of getting that gravity-friendly instrument through the chapel and into the cultural hall seemed nearly impossible. Everybody knew that this task required not only physical strength but also careful coordination. There were plenty of ideas, but not one could keep the piano balanced correctly. They repositioned the brethren by strength, height, and age over and over again—nothing worked.

As they stood around the piano, uncertain of what to do next, a good friend of mine, Brother Hanno Luschin, spoke up. He said, “Brethren, stand close together and lift where you stand.”

It seemed too simple. Nevertheless, each lifted where he stood, and the piano rose from the ground and moved into the cultural hall as if on its own power. That was the answer to the challenge. They merely needed to stand close together and lift where they stood.

I have often thought of Brother Luschin’s simple idea and have been impressed by its profound truth.

Dieter F. Uchtdorf, “Lift Where You Stand,” Ensign, Nov 2008, 53–56