We deliver a real, human, emotional, immersive connection to work, by designing a more meaningful culture.
Miami Beach, FL
Joined September 2009
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If you're a leader lucky enough to have people who believe deeply in what they're doing, your job isn't to squeeze every last drop out of that belief. It's to build an organization worthy of it. bit.ly/4jpvxuG
Arab philosopher and historian Ibn Khaldun has a pro tip for any business owners out there: Don’t let success make your team soft. bit.ly/4jmiSIZ
Without the meaning chain, there is no kill chain. More on what we mean here: bit.ly/4dGXUAV
Authority and influence are two very different status games.
Authority comes from rank. People listen to you because you have a fancy title. Influence comes from admiration. People listen to you because you’ve earned their attention, not because they are obligated to give it to you.
That’s a far more powerful position to be in. Bosses tell you what to do. Role models make you WANT to do it. And change only lasts if people are motivated to do it, not mandated.
When your labor belongs to someone else, it can start to feel like your life does too. One of the best remedies to this ache comes from @RitzCarlton: bit.ly/3Uiz185
Today’s blog connects the dots between @priyaparker’s two books, The Art of Gathering and The Art of Fighting. In our view, the art of fighting IS the art of gathering. More here: bit.ly/3UdpDCC
Most companies discover culture problems the way homeowners discover termites: after something starts collapsing.
CEOs, we know you’re busy. But you better carve out time for your people. Ignore their subtle signs long enough and eventually you’ll have to rebuild the whole house.
7 Quiet Signs Your Company Culture Is in Trouble
Read more: entrepreneur.com/building-a-…
Conveniently for any leader trying to transform their organization, behavior is contagious.
One person changes their mindset. Someone notices how that shifts in their behavior and thinks, huh, I like that. I want to be more like that. Someone else notices and joins in. Next thing you know, you have an entirely different culture. Sometimes planting one tiny seed changes the whole garden.
Most people try to change their behavior by white-knuckling it. Grit your teeth. Push through. Try harder next time.
The research says that's backwards.
Behavior isn't primarily driven by willpower. It's driven by what you believe about yourself, what you believe about the task, and what you believe about your capacity to sit with discomfort.
Carol Dweck's work on mindset showed that people who believed willpower was a limited resource actually behaved as if it were — running out of steam, losing control. People who believed it wasn't, didn't. Same brain. Different belief. Different outcome.
That's the leverage point.
You don't change behavior by fighting yourself. You change it by examining the beliefs that make the old behavior feel necessary in the first place. The urge to check the phone, skip the workout, break the promise — those aren't willpower failures. They're attempts to escape a feeling.
Change the belief about the feeling, and the behavior follows.
Beliefs aren't facts. They're tools. And when you understand how they work, you can set them aside when they're unhelpful and replace them with better ones.
Let’s be honest. Positive people are pretty annoying, right?
Who the hell do they think they are? Don’t they know how hard life is? How tiring it is? How much it takes from us? And they have the audacity to be optimistic?
Wankers.
Though there’s one wanker in particular we’ve got our eye on: bit.ly/4zFYOpZ
Provided your initial mental model isn’t horribly divorced from reality, the more you fail, the closer you get to succeeding. Proof: bit.ly/4zgXCJf
Politics is a people's business. The real magic often happens outside of the chamber. It happens in the corridors, over lunch, maybe over brandy and cigars after a weekend game of tennis in the Hamptons. If the chamber is the court, these are the locker rooms. But that’s where games are actually won. bit.ly/4i0zDbn
We’re #hiring.
Gapingvoid is looking for a Demand Generation Lead.
Strategic enough to see the throughline.
Technical enough to build the system.
Human enough to earn attention.
Driven enough to ship, test, and improve.
They’ll use HubSpot, audience insight, targeted campaigns, and thoughtful outreach to create qualified conversations.
Remote, US-based | 3–5 years of experience | Eastern Time overlap preferred
Know anyone who might be interested? Tag them, send this their way, or share it with your network.
Apply here: bit.ly/4rK0FHs
#DemandGeneration #B2BMarketing #GrowthMarketing
The guy who tries too hard to get the date never will. Be hungry, not thirsty.
bit.ly/4rHSxHh
Gapingvoid Culture Design Group retweeted
Give people something to believe in. It's marketing rocket fuel.
@gapingvoid
We’re stuck in a world where everyone can sound like they believe in something. So how do you know who actually does? bit.ly/4hwMj8q
Next time you see a crazy guy online who seems to spend far too much time buried in his Legos, yeah, sure, he may be more obsessive than the average Joe, but don’t think what he’s doing is on the fringe of human affairs. It’s actually at the very center of it. bit.ly/4hMYCPl
Here’s the final challenge in one of the most extraordinary careers in business history: whether the principles @WarrenBuffett spent six decades building into Berkshire Hathaway have become strong enough to outlive his tenure. bit.ly/4jiuX1B
CEOs have a lot in common with parents.
Do your kid’s homework for them and they’ll get an A. But they won’t learn a damn thing.
Stop confusing rescuing people with developing them.
As a leader, you may one day find yourself in the sticky predicament of inheriting an underperforming employee that you can’t get rid of.
Whether it’s due to tenure, the inability to onboard someone new, the individual’s political capital, or any number of other reasons, this incapacity to remove the team member leaves you responsible for results without the authority to address the problem.
But you can limit the damage.
Learn how to work around an “untouchable” team member and prevent this one exception from weakening accountability across your entire team: s.hbr.org/4ridE2T
The real challenge for Berkshire Hathaway now becomes figuring out how to maintain the Buffett culture when it eventually runs out of Buffetts.
Warren Buffett is stepping down as Berkshire Chairman at 96 years old.
In his goodbye letter, he says that “Father Time always wins. He has, however, been generous with me.”
His son Howard will take his place (“Howard has been a Berkshire Director for 33 years. That’s a longer apprenticeship than I served before taking the reins at the age of 34. Greg [Abel] runs the company. Howard will guard its culture and values.”)
Incredible 60+ year run. 🐐
