If this doesn’t inspire you to bless somebody today, I don’t know what will. Thanks to Chris Brogan for sharing it via his Google+ account.
Question: Who’s the biggest tipper you know? You can leave a comment by clicking here.
I’m excited to be speaking at Franklin Tomorrow’s “Breakfast with the Mayor” event.
We’re about 50 percent short of our goal, Dad.” My oldest daughter, Megan, had just called to brief me on our recent new membership campaign for Platform University. It was day four of an eight-day promotion. My heart sank.
I don’t like missing goals. Our campaign target was to add one thousand new members to the site. Based on previous experience, we should have added five hundred members by the end of the fourth day. We were at 256.
In late 2009 I hit burnout. I’d been working sixteen-hour days, six days a week. I was spending hardly anytime with my beautiful wife, or our three children, whom I love more than anything in the world.
I was desperately unfit, unhappy, and becoming unappreciative of the success I had amassed thus far. I realized there and then something had to change.
These are the slides that accompany my free, three-part video series, The Platform Revolution.
Many words in the English language are difficult. In fact, there’s even a Dictionary of Difficult Words, but none are more difficult than the ones in the four sentences I share in this episode.
If you are going to lead well, you have to get proficient in the use of these sentences. And, I’ll tell you a little secret: most leaders aren’t good at these, and it’s costing them—big time!
When I was young, a boy could get a copy of D.C. Beard’s American Boy’s Handy Book, and girls could get The American Girl’s Handy Book (though I knew less about that one for obvious reasons).
Books like these and many others, including the more recent Dangerous Book for Boys, provide tons of information on all sorts of projects.
A little over a year ago, we launched Platform University. Since that time, it has been fascinating to watch how the world of platform-building has changed.
If you want the short version, it is this: platform building is getting easier every year. For the first time in history, ordinary people can build a real business or take their existing business to a new level.
If there is one frustration that I hear more than any other from people working on their platform, it’s that they’re not going far enough fast enough. They get stuck on being stuck and discouraged whenever someone goes flying by.
If you’re one of these people, you’re in luck. My grandson Jonah has the answer.
He’s only three years old but zooms past older kids at the park on his little two-wheeler. Unlike a lot of those older kids, he doesn’t have training wheels on his bike. They’re astonished when he zips by, peddling like he’s going to win the Tour de France.
My first big corporate job came with lots of perks. But after just a few weeks, I noticed some disturbing behavior among my peers and the company’s leadership.
I eventually came to the conclusion that my values just didn’t sync with the company’s. We were on a collision course. I knew I had to find a company that shared my values—or start one.
Building a values-based organization is critical if you want to create a culture that achieves lasting impact. But values have to be more than platitudes. You have to translate them into behaviors. And to do that, you have to drive them deep into the organization.
When I left the corporate suite at Thomas Nelson I planned to write and speak full time. And that’s exactly what I did at first. One year in fact I gave over 40 keynotes. It felt great! It also felt totally, utterly, completely exhausting.
I had come to the realization that, even as an executive in a major corporation, ultimately all of us are freelancers. Some just have more customers than others. And the more customers you have the better chance you have at thriving in uncertain times.