Quick Reads
quick read — Emotional intelligence
Incorporating EQ into Challenging Performance Reviews
When giving a performance review for poor performance, it’s important to approach the conversation with emotional intelligence (EQ). This means balancing accountability with empathy, clarity with sensitivity, and ensuring the feedback is constructive rather than demoralizing.
12 EQ Phrases That a Manager Can Use to Navigate Such Conversations Effectively
Phrase No. 1
“I want to start by acknowledging the effort you’ve put into your work. Let’s discuss where things haven’t gone as expected and how we can improve moving forward.”
Why It Works: Begins with recognition to make the feedback feel balanced and less harsh, then transitions to the core issue with a forward-thinking approach.
Phrase No. 2
“Can you help me understand what challenges you’ve been facing in meeting expectations?”
Why It Works: Demonstrates empathy and curiosity while inviting the employee to share their perspective, which helps you identify underlying issues without making them feel defensive.
Phrase No. 3
“Here’s where I’ve noticed some gaps between expectations and performance, and I’d like to work with you to address these areas.”
- Why It Works: Clearly points out the problem but frames it as a collaborative process to find solutions, fostering a sense of partnership.
Phrase No. 4
“Your contributions are valued, but there are specific areas where improvement is critical for your success in this role.”
- Why It Works: Balances acknowledgment of the employee’s value with the seriousness of the need for improvement, keeping the tone constructive.
Phrase No. 5
“One example I’d like to discuss is [specific instance]. Can you walk me through what happened and how you approached it?”
- Why It Works: Uses specific examples to ground the conversation in facts, while giving the employee a chance to explain their perspective and take ownership.
Phrase No. 6
“I’ve noticed [specific behavior or outcome], and I want to better understand what’s contributing to this so we can address it together.”
- Why It Works: Highlights the issue in a non-blaming way and emphasizes collaboration, showing emotional intelligence and willingness to support.
Phrase No. 7
“I want to be clear that my goal is to help you succeed. Let’s outline some actionable steps to get you back on track.“
- Why It Works: Reinforces that the feedback is intended to support their growth, not criticize them, while shifting the focus to solutions.
Phrase No. 8
“What support or resources do you feel you need to perform at your best?”
- Why It Works: Shows empathy and a desire to empower the employee by removing barriers to success, fostering trust and engagement.
Phrase No. 9
“Let’s set clear goals for improvement. For example, by [specific timeline], I’d like to see [specific measurable outcome].”
- Why It Works: Provides clarity and structure, ensuring expectations are explicit and actionable, while giving the employee a roadmap for success.
Phrase No. 10
“I know feedback can be difficult to hear, but I want to ensure we’re having this conversation because I believe in your potential.“
- Why It Works: Acknowledges the emotional impact of feedback while affirming your confidence in their ability to improve, boosting their morale.
Phrase No. 11
“How do you feel about the feedback I’ve shared? Are there any concerns or challenges you’d like to discuss?“
- Why It Works: Invites open dialogue, showing that you value their input and are willing to address their concerns, which can build mutual understanding and trust.
Phrase No. 12
“This is an opportunity for growth, and I’m here to support you as we work toward improving these areas together.“
- Why It Works: Reframes the poor performance as a chance to grow, while emphasizing your role as a supportive guide in their development.
Why These Phrases Work
These phrases integrate the principles of emotional intelligence, such as:
- Empathy. Understanding the employee’s challenges and perspective.
- Self-awareness. Managing your tone and approach to avoid escalating tension.
- Social Skills. Building trust and collaboration instead of blame and division.
- Clarity. Communicating expectations and feedback in a constructive, actionable way.
By using these phrases, you can ensure the feedback process is productive, respectful, and sets the stage for improvement.
quick read — Personal development
The Cancer of Arrogance
In business, confidence is often considered a key ingredient for success. Leaders are expected to be decisive and assertive. However, there is a fine line between confidence and arrogance—a line that, when crossed, can lead to significant problems. An inflated ego can be detrimental to a leader, their team, and the overall health of the company.
The Blurred Line Between Confidence and Arrogance
Confidence is a belief in one’s abilities, based on an honest assessment of one’s skills and experiences. Arrogance, on the other hand, is an overestimation of one’s importance and abilities, often accompanied by a lack of regard for others.
A confident leader inspires their team and motivates them towards a shared vision. In contrast, an arrogant leader disregards the input of others, assumes they have all the answers, and is often more interested in personal gain than in the welfare of their employees or company.
The Consequences of Arrogance
No. 1 — Broken Relationships and Poor Team Morale
Arrogant leaders often dismiss the ideas and concerns of their team members, which can breed resentment and disengagement. Employees are more likely to be motivated and productive when they feel valued and respected. An arrogant leader undermines this, creating a toxic work environment that can result in high turnover rates and low employee satisfaction.
No. 2 — Inability to Adapt
Arrogance can blind a leader to the realities of the market, competition, and internal operations of their company. Arrogant leaders may ignore crucial feedback or data that suggests a change in direction is needed, and may double down on their approach despite evidence of its inefficacy. This inability to adapt can result in significant financial loss and, in extreme cases, can lead to the downfall of the company.
No. 2 — Ethical Lapses
Arrogant leaders may believe that the rules don’t apply to them, which can lead to unethical behavior. From cutting corners to outright fraud, the belief in one’s invincibility that often accompanies arrogance can have severe legal and reputational consequences for the individual and the organization.
The Cost of Arrogance
Arrogance in business leaders can lead to significant financial, reputational, and ethical costs, often resulting in long-lasting consequences for the company and stakeholders involved.
Example No. 1 — Elizabeth Holmes
Elizabeth Holmes and Theranos, a health technology company, claimed to have revolutionized blood testing. The overconfidence and deceit exhibited by Holmes, once a celebrated CEO, eventually led to a massive scandal as it became clear that the technology did not work as claimed. This arrogance not only led to the downfall of a once-promising company but also put patients’ lives at risk due to inaccurate medical testing.
Example No. 2 — Enron and Ken Lay
In the early 2000s, Enron, under the leadership of Ken Lay and Jeffrey Skilling, became one of the most infamous corporate bankruptcies in U.S. history. Their arrogance led them to create an elaborate web of fraudulent accounting practices to inflate the company’s profits and hide its debts. Employees, many of whom had their life savings invested in the company’s stock, were left with nothing when Enron collapsed. The leaders’ overconfidence in their ability to manipulate the system and disregard for the consequences of their actions had devastating effects on thousands of employees and shook investor confidence globally.
Example No. 3 — Carlos Ghosn and Nissan
Carlos Ghosn, the former chairman of Nissan, was hailed as a superstar in the automotive industry until he was arrested on charges of financial misconduct in 2018. Ghosn’s alleged arrogance became evident through his extravagant lifestyle, reportedly financed through company funds, and his alleged underreporting of his salary to Japanese authorities. This scandal not only tarnished Ghosn’s reputation but also strained the alliance between Nissan, Renault, and Mitsubishi Motors, highlighting how the arrogance of a single leader can jeopardize multinational partnerships.
Example No. 4 — Adam Neumann and WeWork
Adam Neumann, the charismatic co-founder and former CEO of WeWork, led the company with a grand vision that extended far beyond shared office spaces. However, his leadership was characterized by an overly aggressive expansion strategy, extravagant spending, and a reportedly toxic company culture. Neumann’s arrogance was showcased through his tendency to make grandiose claims about WeWork’s future, which came under intense scrutiny during the company’s failed attempt to go public in 2019. His behavior, coupled with the company’s unsustainable business model, led to a dramatic devaluation of WeWork and Neumann’s eventual ousting.
In each of these instances, the arrogance of key individuals contributed significantly to corporate scandals and failures, highlighting the high price that companies and their stakeholders can pay when leaders operate with an inflated sense of their own infallibility and a lack of regard for others.
The Need for Humility and Self-Awareness
To avoid these pitfalls, leaders need to cultivate humility and self-awareness. This includes actively seeking and valuing feedback, acknowledging mistakes, and being willing to change course when necessary. Leaders who practice humility understand that they are part of a larger team and that the success of their company is a collective effort.
In business, as in life, arrogance is a perilous path. While confidence is an essential trait for leaders, arrogance can lead to a toxic work environment, poor decision-making, and significant reputational and financial damage. The most successful and respected leaders are those who balance confidence with humility, continually seeking to learn and grow for the betterment of their teams and organizations.
By acknowledging the pitfalls of arrogance and actively working to cultivate humility and self-awareness, business leaders can build stronger, more resilient, and more ethical organizations. This is not just an admirable quality—it is a critical one.
quick read — LEADERSHIP
Insightful & Unconventional Interview Questions
If you are anything like me, the usual vanilla-flavored interview questions feel like they’ve perhaps run their course. Questions like “What’s your greatest strength?”, “What’s your biggest weakness?”, “Tell me about yourself”, “Why are you interested in working for this company?”, “Where do you see yourself in 3 years?”, “Give an example of how you were able to contribute to a team project,”… blah, blah, blah…
12 Unconventional, Yet Insightful, Questions
Question No. 1
“If you had a choice between two superpowers, being invisible or flying, which would you choose?”
At first glance, this question might remind you of childhood chats during summer camp. Yet, according to Forbes, it’s a telling indicator of leadership tendencies. In their survey, 72% of leaders favored flying over invisibility. Essentially, the question probes whether someone is comfortable taking center stage or prefers a backstage role. While it shouldn’t be the sole determinant of a candidate’s character or team fit, it provides an insightful starting point to gauge their potential contributions
Question No. 2
“What was your best day at work?”
The perfect response would highlight their achievements, principles, and preferred work environment characteristics. A standout reply might be: “My most memorable day at work was when I received the ‘Marketer of the Year’ title for my impactful digital initiative. While I was elated about my success, the warmth and appreciation from my colleagues truly stood out. Their support made me realize the importance of being in a nurturing work environment.”
Question No. 3
“How much money would you make if you charged to wash every window in Milwaukee?”
Seems like an unusual question, doesn’t it? But the actual response isn’t the focus. What’s more important is observing the candidate’s ability to think logically under pressure and handle unexpected situations. A thoughtful answer might sound like, “Assuming Milwaukee has 10,000 city blocks and each block has 1,000 windows, that’s 10 million windows. At $5 per window, I’d earn $50 million.” The goal here is to gauge their problem-solving abilities and quick thinking.
Question No. 4
“How many pennies would fit into this room?”
This kind of puzzling question serves as a great way to test a candidate’s logical approach to solving intricate problems. An ideal response might go like this: “I’d first determine how many pennies fit in the room’s length, width, and height and then multiply these figures.” Such a response highlights their knack for simplifying complex issues using basic arithmetic. Moreover, it’s commendable if a candidate probes further, maybe asking, “Is the room empty or furnished? What’s its total volume?” Such inquiries indicate that the candidate has a broader perspective and is keen on acquiring complete information before devising a solution.
Question No. 5
“Do you think of yourself as a hunter or a gatherer?”
Corporations such as Dell pose this question to delve deeper into a candidate’s strengths and potential areas for growth. It’s essential for candidates to align their response with the requirements of the job at hand. For instance, for a content creator position, an apt reply might be, “I identify as a gatherer. I have a penchant for accumulating vital SEO data over time and shaping my content to meet enduring objectives.” Essentially, the ‘hunter’ and ‘gatherer’ labels denote two distinct types of individuals. Through this question, you can swiftly determine the aptitudes and challenges a candidate might bring to the position.
Question No. 6
“If you had to be shipwrecked on a deserted island, but all your human needs—such as food and water—were taken care of, what two items would you want to have with you?”
Yahoo utilizes this question during interviews as a way to tap into a candidate’s creative and innovative side. It’s also a technique to understand their priorities. For instance, a respondent who wishes for “an endless supply of books on a Kindle and a laptop” reveals different values compared to someone who opts for “music and a boat.” Although there’s no right or wrong answer, the goal is to identify candidates who exhibit a clear thought process and prioritize effectively in tough scenarios. If a candidate suggests, “I’d bring a laptop with wifi capabilities and a wind-powered charger, alongside a lighter. This way, I can continue my tasks, stay connected with others, and have a means to generate warmth during the evenings,” it’s a sign they’re a valuable prospect.
Question No. 7
“How many square feet of pizza are eaten in the U.S. each year?”
Goldman Sachs poses this question in their interviews to evaluate a candidate’s ability to think logically. The objective isn’t necessarily to find a candidate with the “correct” response but to identify someone who can think on their feet and offer an informed estimate. An impressive response might go like this: “Considering a pizza is about a square foot in size, and if an average American consumes a third of it and has pizza thrice monthly, that totals to 12 square feet annually. Multiply this by the 200 million Americans, and the answer is roughly 2.4 billion square feet.”
Question No. 8
“What do you think of garden gnomes?”
Trader Joe’s poses this question during interviews. At face value, it’s a lighthearted query meant to break the ice and reveal a bit of the candidate’s character, helping gauge if they’re a good cultural match. While there’s no definitive right answer, if your team has a penchant for playful banter, an apt reply might be, “Had I secured a position as one, I doubt I’d be sitting here with you right now.” Essentially, a candidate’s adeptness in smoothly tackling such an unexpected question speaks volumes about their agility in handling unusual situations.
Question No. 9
“Why are manholes round?”
The investment bank, UBS, poses this intriguing question to assess a candidate’s analytical abilities. The best candidates will mull over the question and offer a well-considered response, perhaps stating, “A circular maintenance hole cover won’t fall into its corresponding circular opening. However, a square one could potentially drop through if positioned diagonally. Plus, a round cover is simpler to maneuver without needing precise alignment.” Such a response underlines the candidate’s capacity to understand the rationale behind particular solutions, suggesting they’d bring similar problem-solving prowess to their job role.
Question No. 10
“We finish the interview, and you step outside the office and find a lottery ticket to win $10 million. What would you do?”
This question serves as an excellent gauge to discern a candidate’s genuine drive for a position. It’s crucial to bring onboard someone driven by more than just the monetary rewards — they should also derive real satisfaction from the role. Given that firms with engaged staff outperform those lacking such engagement by over 200%, securing a fully committed individual is paramount. An ideal respondent might convey, “With $10 million, I’d explore the world, contribute to charitable causes, and support my family. Yet, I’d remain keen on joining your firm. I’ve always had a passion for marketing, and I believe this company truly values imaginative storytelling that aids brands in conveying their narratives. So, while a windfall would be welcome, it wouldn’t deter my professional aspirations.” In essence, you’re looking for a candidate who clearly articulates a genuine enthusiasm for the position, irrespective of their financial status.
Question No. 11
“What are you most proud of in your life?”
The candidate will either answer this based on a personal experience or based on a professional experience. Neither approach is the “right” answer as there is no right answer; but certainly, whether the candidate chooses a personal experience to share or a work-related experience to share, will give you insight into their emotional make-up. Again, there is not correct or incorrect answer, but if the candidate answers with a story that pertains to them, as an individual, as opposed to sharing with you a story that involved a group such as work colleagues or family members, or involved someone else entirely, that gives you valuable insight into the candidate.
Question No. 12
“What are you most ashamed of in your life?”
Again, the candidate will either answer this based on a personal experience or based on a professional experience. In addition, whether they choose to tell you an “I” story or a “we” or “them” story, will also furnish you with insight into the candidate’s emotional make-up.ng like me, the usual vanilla-flavored interview questions feel like they’ve perhaps run their course. Questions like “What’s your greatest strength?”, “What’s your biggest weakness?”, “Tell me about yourself”, “Why are you interested in working for this company?”, “Where do you see yourself in 3 years?”, “Give an example of how you were able to contribute to a team project,”… blah, blah, blah…
Quotes of the Week
QUOTE — EMOTIONAL INTELLIGENCE
QUOTE — PERSONAL DEVELOPMENT
QUOTE — LEADERSHIP
Reframe
Human Progress is an Illusion: Are We Really Getting Better or Just Changing Form?
The idea that humanity is constantly progressing—that we’re becoming morally, intellectually, and culturally “better” over time—is one of the most comforting stories we tell ourselves. This belief in progress is woven deeply into our modern worldview. We look at advances in science, technology, human rights, and quality of life and see them as signs that we’re on an upward trajectory, a linear path leading to a better and brighter future.
But what if this narrative of progress is actually an illusion? What if, despite all the advancements, human nature and the fundamental challenges of the human condition remain largely unchanged? From this perspective, we aren’t necessarily becoming “better” as a species; we’re just evolving in the ways we express our unchanging core tendencies—such as ambition, greed, compassion, violence, and the pursuit of power. In other words, human progress may not be the moral and intellectual climb we believe it to be, but rather a shifting landscape where the same old patterns are simply dressed up in new clothes.
What we call “progress” might just be humanity’s way of rearranging the furniture without fundamentally changing the house.
The “Progress” Narrative: Why We Want to Believe We’re Improving
The belief in human progress is an attractive one, and for good reason. It provides hope, a sense of purpose, and a feeling that all our collective efforts are building toward something meaningful. Historically, the Enlightenment era fueled this idea, emphasizing reason, science, and individual rights as pathways to a more enlightened society. Thinkers like John Locke, Immanuel Kant, and Voltaire promoted the notion that with knowledge and moral reasoning, humanity could overcome ignorance, inequality, and suffering.
In modern times, this belief has evolved into what we might call “technological optimism.” We marvel at the advancements in medicine, communication, and transportation. Life expectancy has increased, poverty rates have fallen globally, and human rights have expanded to previously unimaginable levels. We look at all these indicators and feel reassured that humanity is on an upward trajectory.
But is this really progress, or are we merely changing the ways we express age-old human tendencies?
Progress in Technology Doesn’t Equate to Moral Progress
One of the most obvious areas where we see progress is in technology. We have gone from horse-drawn carriages to electric cars, from handwritten letters to instant video calls. Medical breakthroughs have eradicated diseases and extended life expectancy. But while technology has undoubtedly changed our lives, it hasn’t fundamentally changed us.
For instance, technology has amplified both the good and the bad in human behavior. The internet has made information accessible to everyone, but it has also become a breeding ground for misinformation, cyberbullying, and ideological echo chambers. Social media connects people across the globe, yet it often reinforces divisions and contributes to loneliness and anxiety.
Technology has given us the tools to be more efficient, but it has also given us new ways to exploit, deceive, and harm each other. Nuclear technology, for instance, provides clean energy but also the capacity for mass destruction. In short, technological progress has given us greater power without necessarily making us wiser or morally superior in how we use it.
Human Nature: Are We Still the Same?
If we look at history, we see recurring patterns of behavior that suggest human nature hasn’t changed much over the centuries. We continue to struggle with the same impulses—greed, violence, ambition, compassion, and tribalism. Wars still erupt over resources, power struggles still dominate politics, and prejudice and inequality continue to plague societies worldwide. In many ways, we are still governed by the same primal instincts that our ancestors were, even if the contexts have changed.
Take, for example, the concept of tribalism. Thousands of years ago, tribalism helped early humans survive by fostering loyalty within small groups. Today, tribalism manifests in the form of political polarization, nationalism, and identity-based divisions. Despite our technological sophistication, we still divide ourselves into “us vs. them” groups, whether along political, racial, or ideological lines.
Or consider ambition and the pursuit of power. While we may no longer engage in feudal wars for territorial control, modern societies are marked by corporate monopolies, wealth inequality, and political corruption. The battlefield has shifted from physical territories to boardrooms and legislative bodies, but the drive to dominate remains unchanged.
This constancy in human nature suggests that, while we may have new methods and platforms to express ourselves, the fundamental traits and conflicts that define us as humans have not evolved significantly.
Moral Progress: A Question of Perspective
Some might argue that we have made moral progress, pointing to the abolition of slavery, the advancement of women’s rights, and the decriminalization of homosexuality as signs that humanity is moving toward a more just and inclusive society. And to an extent, they’re correct—many societies have indeed expanded rights and freedoms.
But a contrarian view would question whether this is true progress or simply a shift in societal norms. Today’s standards of morality may seem enlightened, but they could easily be viewed differently in another century. History shows us that moral values are often relative to the time and culture, and what we consider “progressive” today may be seen as backwards by future generations.
Moreover, while some forms of oppression have diminished, others have emerged in new forms. Slavery, for instance, may be illegal, but human trafficking and forced labor still exist around the world. Economic exploitation has replaced certain forms of feudal oppression, with billions working under exploitative conditions in sweatshops or low-wage jobs. Gender equality has improved in many places, but gender-based violence and discrimination continue.
True moral progress would imply a fundamental shift in how humans treat one another, but history suggests we tend to simply exchange one form of injustice for another.
Is Happiness and Well-Being the Ultimate Measure?
Another argument for human progress is that people are living longer and healthier lives than ever before. However, living longer does not necessarily mean living better. Studies show that despite the increase in wealth and technological convenience, mental health issues like depression and anxiety are on the rise. Levels of reported happiness in many developed countries have stagnated or even declined.
This paradox reveals a fundamental issue with the concept of progress: More material wealth and technological convenience don’t necessarily equate to a higher quality of life. In fact, our modern lifestyle—marked by stress, competition, and digital distractions—often seems to detract from the simplicity and community-oriented lifestyles of the past. As we advance in one area, we often sacrifice another, creating new kinds of stress and dissatisfaction.
This calls into question whether our “progress” is truly moving us toward greater well-being, or if it is simply adding layers of complexity to the human experience.
The Role of Crisis and Catastrophe
One of the biggest indicators that we may not be progressing as a species is our collective response to crises. Whether it’s climate change, pandemics, or political instability, humanity’s responses often reveal a lack of foresight, cooperation, and ethical decision-making. Despite decades of warnings about the climate crisis, global carbon emissions continue to rise. Despite the advancement of medical technology, global health systems struggled to cope with COVID-19.
Crises often expose the fragility of our so-called progress. They reveal that our societal systems, which we view as signs of advancement, are often ill-prepared for the challenges they face. In this sense, progress can be seen as an illusion because it masks vulnerabilities rather than resolving them.
Progress or Just Change?
The idea that humanity is on a steady path to improvement is comforting, but it may not be entirely accurate. While we have undeniably advanced in areas like technology, medicine, and human rights, these changes don’t necessarily indicate that we are “better” as a species. We are simply adapting to new circumstances, often in ways that bring about new challenges as quickly as they solve old ones.
The paradox of human progress is that as we “advance,” we continue to grapple with the same fundamental issues that have shaped humanity for millennia. Our technologies, social structures, and ethical frameworks may evolve, but our underlying nature appears remarkably constant.
In the end, the narrative of progress may be more about changing the ways we express our core traits than about transcending them. Perhaps true progress would require not just adapting to the world we create, but fundamentally changing who we are as human beings—a prospect far more challenging than any technological or social breakthrough. Until then, we may simply be moving in circles, calling it progress because we’ve found new ways to dress up the same age-old struggles.
Deep Dives Articles
DEEP DIVES ARTICLE — EMOTIONAL INTELLIGENCE
The Science of Resilience: How Emotionally Intelligent People Use Two Key Mental Strategies to Overcome Adversity
This is a sneak peek of this week’s Deep Dives article — published today! Become a Deep Dives Member to get access to the full article.
Life’s challenges are unavoidable, but how you handle them can make all the difference. Emotionally intelligent people use two powerful mental strategies—framing and re-framing—to not only survive adversity but thrive because of it. Want to turn stress into strength and setbacks into stepping stones? In this exclusive Deep Dive, we uncover the science-backed tools that can transform your response to tough times. Subscribe now to unlock the full article and learn how to build resilience, find empowerment in adversity, and face life’s curveballs with confidence!
DEEP DIVES ARTICLE — PERSONAL DEVELOPMENT
This is a sneak peek of this week’s Deep Dives article — published today! Become a Deep Dives Member to get access to the full article.
The 4 A’s of Stress Management: A Practical Guide to Coping in a Busy World
Feeling overwhelmed by the chaos of life? Stress might be inevitable, but it doesn’t have to run the show. Enter the 4 A’s of Stress Management: Avoid, Alter, Adapt, and Accept—a powerful framework to help you navigate the pressures of work, relationships, and daily life. In this exclusive Deep Dive, we break down how each “A” can transform your response to stress, offering practical strategies to minimize unnecessary stressors, adjust your mindset, and find peace with what you can’t control. Subscribe now to unlock the full article and equip yourself with the tools to tackle stress head-on—because a calmer, more resilient you is just a click away!
DEEP DIVES ARTICLE — LEADERSHIP
Leadership Paradoxes: The Balancing Act of Great Leaders
This is a sneak peek of this week’s Deep Dives article — published today! Become a Deep Dives Member to get access to the full article.
True leadership is a balancing act. It’s not just about being confident or humble, decisive or inclusive—it’s about knowing when to embody seemingly opposite traits to inspire, guide, and empower teams effectively. Great leaders embrace these paradoxes, adapting their approach to fit each unique challenge. Want to learn how the best leaders juggle strength and vulnerability, vision and realism, or direction and empowerment? Subscribe to Deep Dives now to unlock this insightful article and discover how mastering these contradictions can take your leadership to the next level!
Deep Dives Book Summary
The 12 Traits of the Greats: Mastering The Qualities Of Uncommon Achievers
By Dr. Dave Martin
This is a sneak peek of this week’s Deep Dives Book Review — published today! Become a Deep Dives Member to get access to the full Book Summary.
What separates uncommon achievers from the rest? According to Dave Martin, it’s not luck or talent—it’s a set of intentional habits and mindsets that anyone can develop. In The 12 Traits of the Greats, Martin unpacks the qualities that define success, from resilience and courage to passion and purpose, offering practical steps to apply them in your own life. Want to build a life of extraordinary impact and success? Subscribe to Deep Dives to access the full summary and discover how mastering these traits can unlock your full potential!