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Deep Questions with Cal Newport
Deep Questions with Cal Newport
Cal Newport
Ep.37: The Planning Fallacy, Inbox Zero, and the Limits of Ethical Technology | DEEP QUESTIONS
In this episode of Deep Questions I answer reader questions about avoiding the planning fallacy, my thoughts on Inbox Zero, and the limits of the ethical technology movement, among many other topics. To submit your own questions, sign up for my mailing list at You can submit audio questions at Please consider subscribing (which helps iTunes rankings) and leaving a review or rating (which helps new listeners decide to try the show). Here’s the full list of topics tackled in today’s episode along with the timestamps: OPENING: The three stages of hard creative work. WORK QUESTIONS * Cutting back on meetings. [23:06] * Improving your coworkers habits (without them knowing). [26:44] * Teaching depth to kids. [39:52] * Choosing between graduate school and a job. [46:30]  * Scheduling side hustles. [48:55] * Career capital theory for parents. [49:44] * Avoiding the planning fallacy. [52:21]  TECHNOLOGY QUESTIONS * My thoughts on Inbox Zero. [54:08] * Preventing short breaks from derailing depth. [57:47] * Reading on book per week. [1:04:04] * How much a serious college student should read. [1:12:33] * Digital minimalism for college students. [1:13:32] * On the limits of ethical technology (sermon alert). [1:20:20] DEEP LIFE QUESTIONS * Planning for family in the deep life. [1:36:02] * Fostering depth later in life. [1:41:00] * Living deeply during pandemic homeschooling. [1:44:12] Special Offer Sponsor Links:  -  -  - Thanks to listener Jay Kerstens for the intro music.
1 hr 52 min
Guy Kawasaki's Remarkable People
Guy Kawasaki's Remarkable People
Guy Kawasaki
Robert Rosenberg: Former CEO of Dunkin Donuts and Author of Around the Corner to Around the World
Today’s guest on Guy Kawasaki's Remarkable People is the former CEO of Dunkin Donuts, Robert Rosenberg. Shortly after his graduation from the Harvard MBA program in 1963, he took over a family business named Universal Food Systems. He was 25 at the time. This small, but diversified organization, morphed into Dunkin Donuts--now named simply Dunkin. You’ll find out why its name changed, actually. He ran Dunkin Donuts from 1963 to 1998. At the time of his retirement, Dunkin Brands represented 6,500 locations including Baskin-Robbins and Togos. After his retirement, he became an adjunct professor at FW Olin Graduate School of Business at Babson while serving on the board of directors of Domino’s Pizza (approximately 1,500 locations at the time) and Sonic Corporation (approximately 1,700 locations at the time). He has a new book coming out called AROUND THE CORNER TO AROUND THE WORLD: A Dozen Lessons I Learned Running Dunkin’ Donuts. In this interview he covers topics such as: ° The challenges of a family business ° Focus vs diversity in product offerings ° The role of a CEO ° The role of a board of directors ° The process of planning and budgeting This episode is brought to you by reMarkable, the paper tablet. It's my favorite way to take notes, sign contracts, and save all the instruction manuals to all the gadgets I buy. Learn more at I hope you enjoyed this podcast, would you please consider leaving a short review on Apple Podcasts/iTunes It takes less than sixty seconds, and it really makes a difference in helping to convince hard-to-get guests. I might read your review on my next episode! Sign up for Guy's weekly email at Connect with Guy on social media: Twitter: Instagram: Facebook: LinkedIn: Read Guy’s books: Thank you for listening and sharing this episode with your community.
55 min
The Learning Leader Show With Ryan Hawk
The Learning Leader Show With Ryan Hawk
Ryan Hawk
388: Patrick Lencioni - The Six Types Of Working Genius
Text LEARNERS to 44222 Full show notes at Twitter/IG: @RyanHawk12 The Learning Leader Show With Ryan Hawk Episode #388: Patrick Lencioni - The 6 Types of Working Genius Notes: * What is a "Working Genius?” – There are six different types, and we all have two of them that are natural to us. We are good at doing them, and we get energy and joy and satisfaction from them. * What about the other four areas? – Two of them are areas that we really struggle with. They exhaust us and drain us of our energy and passion, and in many cases, we’re not very good at them. We call these our areas of Working Frustration. We should doing those things as much as we possibly can, and we certainly shouldn’t do work that calls for us to do them frequently. That is a recipe for frustration, failure, depression. And then there are two other areas that are in between our geniuses and our frustrations, we call these Working Competencies, areas that we can do pretty well, maybe even really well, but that don’t necessarily give us energy or joy. It’s fine to have these things be part of your job, and even the primary part of your job sometimes, but it’s not as good as living and working in your areas of genius. * What is different about The Six Types of Working Genius and other personal assessments out there? -- This one is quicker to understand, easier to apply, and focused on the work of getting things done. * What are the six types of working genius? * Wonder - People with this genius can’t help but question whether things could be better in the world around them. They are troubled whenever they see unmet potential, and they are constantly curious and on the lookout for the need to change something. * Invention - This type of genius is all about creativity. People who have it love to generate new ideas and solutions to problems and are even comfortable coming up with something out of nothing. * Discernment - People with this type of genius have a natural ability when it comes to evaluating or assessing a given idea or situation and providing guidance. They have good instincts, gut feel and judgment about the subtleties of making decisions that integrate logic, common sense and human needs. * Galvanizing - This type of genius is about bringing energy and movement to an idea or decision. People who have it like to initiate activity by rallying people to act and inspiring them to get involved. * Enablement - People with this type of genius are quick to respond to the needs of others by offering their cooperation and assistance with a project, program or effort. They naturally provide the human assistance that is required in any endeavor, and not on their own terms. * Tenacity - This type is about ensuring that a given project, program or effort is taken to completion and achieves the desired result. People who have this genius push for required standards of excellence and live to see the impact of their work. * What are Pat's areas of working genius? "I am naturally good at and drawn to what we call Invention and Discernment, I like to come up with new, original ideas, even when it’s not what’s called for. And I love to use my intuition to evaluate and assess ideas and plans to see what would be best. My areas of frustration are Tenacity and Enablement, meaning I struggle to push projects through to completion after the initial excitement wears off, and I have a hard time providing assistance to others on their terms. That doesn’t mean I can’t do those things, because all of us have to do things we don’t like or aren’t good at sometimes. But if I’m in a situation where people are relying on me as their primary source of enablement and tenacity, that’s not good for me or for them in the long run." * What are my areas of working genius? Discernment and Tenacity. The assessment says: "You are good at and enjoy using your intuition and instincts to evaluate and assess ideas or plans, and pushing projects and tasks through to completion to ensure that the desired results are achieved." * Your likely areas of Working Competency are: Invention and Galvanizing. "You are capable of and don’t mind creating original and novel ideas and solutions, and rallying people and inspiring them to take action around a project, task or idea."
53 min
North Star Podcast
North Star Podcast
David Perell
David Nemetz: Founding Bleacher Report
My guest today is Dave Nemetz, the Founder of Bleacher Report, which was one of my favorite media companies as a kid. During his time there, Dave oversaw video, business development, and business operations. He helped grow the audience to more than 40 million monthly unique visitors before selling the company to Turner Broadcasting in 2012. Today, he is the Founder of Inverse and the Executive Vice President of Bustle Digital Group where he leads growth and business strategy for Inverse, Input, and Mic. The conversation topics in this episode fall into three buckets: personal principles, business principles, and the state of the world. We spoke about what it's like to lead your company through a merger, why you can think of media businesses like a supply & demand equation, and one of Dave's favorite quotes from Hunter S. Thompson: “When the going gets weird, the weird turn pro.” My favorite part of the interview was hearing about a band called Phish, which Dave has seen in concert more than 200 times. That section kickstarted a whole conversation about the brand-building tradeoff between being welcoming to new fans and serving die-hard fans. ____________________________ Show Notes 2:31 - What inspired David to get started on the Bleacher Report and why he was drawn to it as a project. 6:24 - Why the desire for a different kind of sports coverage took so long to take off and why other companies didn't get into it earlier. 9:06 - Why sites like Bleacher Report find their niche, even with an abundance of content being created all of the time. 12:46 - The implicit versus the explicit side of finding your niche and exploiting it in the market. 15:14 - What David has learned about building a brand and serving your customers from his favorite band, Phish. 20:12 - How businesses can both serve their die-hard fans and not neglect their newcomers. 27:05 - The arrival fallacy and why selling Bleacher Report to Turner wasn't as exciting as it may have looked on the outside. 31:36 - Why David believes that a fervent drive and passion to achieve goals is a double-edged sword. 34:26 - What most people don't know about managing a business during a buyout or a merger and why it was so difficult for David to handle. 42:54 - How the world of advertising in the early 2000s hadn't seemed to change much from the era of "Mad Men". 52:38 - Why the "the geeks won" and why David is super happy about it. 57:13 - How David has oriented his recruitment and retention strategy in his media brands. 1:05:43 - What the "career elevator" is and why David was determined to create it for himself. 1:10:29 - Some of David's favorite quotes, and why one of his core philosophies is to "enjoy your sandwich".
1 hr 16 min
Coaching for Leaders
Coaching for Leaders
Dave Stachowiak
496: How to Generate Quick Wins, with Andy Kaufman
Andy Kaufman: People and Projects Podcast Andy is a keynote speaker and author on leadership and project management. He’s President of the Institute for Leadership Excellence & Development and works with organizations around the world, helping them improve their ability to deliver projects & lead teams. He’s also a certified Project Management Professional (PMP®) and a member of the Project Management Institute (PMI®). Andy is author of Navigating the Winds of Change: Staying on Course in Business & in Life, Shining the Light on The Secret and an e-book entitled How to Organize Your Inbox & Get Rid of E-Mail Clutter and he’s the host of the People and Projects Podcast. Key Points Change is inevitable — and should not be viewed as the enemy. Often, our training and education tends to lead us towards not thinking in the terms of quick wins. Agile is about incremental delivery. Frequency is valued. Our bias should be towards shorter intervals. Quick wins ultimately help you generate much faster feedback, leading to future steps. Resources Mentioned People and Projects Podcast by Andy Kaufman Related Episodes How to Succeed with Leadership and Management, with John Kotter (episode 249) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Pivot Quickly, with Steve Blank (episode 476) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
35 min
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