ArchiveFM

The Learning Leader Show With Ryan Hawk

399: Josh Kaufman - How To Master The Art Of Business

Duration
1h 2m
Broadcast on
27 Dec 2020
Audio Format
other

Text LEARNERS to 44222

Full show notes at www.LearningLeader.com

IG/Twitter: @RyanHawk12

Notes:

  • Sustaining Excellence =
    • Learn constantly
    • Experiment constantly
    • Obsessive about learning the details, not a cookie cutter approach
  • Rapid Skill Acquisition:
    • Must be specific
    • Break it down: don't try to do it all at once
    • Do research
    • Practice
    • Deconstruct the skill to its smallest parts
    • Make a pre-commitment - "I'm going to practice this skill for 20 hours no matter what."
  • Create fast feedback loops for yourself:
    • Keep a daily log of what you do... Meetings, interactions, what was discussed, how you feel, etc.
  • This helps reinforce the importance of paying attention to the small details of what you're trying to learn
  • If something happens, you can review your notes later
  • Josh has always had "a desire to understand the world around me"
  • Teaching is one of the greatest tools in the world for learning
  • "Management is the act of coordinating a group of people to achieve a goal. Management is not business. Management is not leadership. Management is a supporting function, not a decision making function."
    • "Leadership = define the goal, account for change."
  • "Good management =
    • Recruiting - must get good people
    • Communicating well between teams and decision making parts of the business
    • Must create environment of psychological safety
      • Create a productive working environment
    • Planning - Estimating time lines and schedules
    • Measurement
  • Commander's Intent - "When you are a leader, decision making authority, the least effective thing is for you to make all the ground level decisions." Push decision making power to the people closest to the action.
  • More quotes from Josh's work:
  • "You can't make positive discoveries that make your life better if you never try anything new."
  • "Every successful business (1) creates or provides something of value that (2) other people want or need (3) at a price they're willing to pay, in a way that (4) satisfies the purchaser's needs and expectations and (5) provides the business sufficient revenue to make it worthwhile for the owners to continue operation.
  • "If you rely on finding time to do something, it will never be done. If you want to find time, you must make time."
  • "The best thing that can happen to a human being is to find a problem, to fall in love with that problem, and to live trying to solve that problem, unless another problem even more lovable appears."
  • "Every time your customers purchase from you, they're deciding that they value what you have to offer more than they value anything else their money could buy at that moment."
  • "The trouble comes when we confuse learning with skill acquisition. If you want to acquire a new skill, you must practice it in context. Learning enhances practice, but it doesn't replace it. If performance matters, learning alone is never enough."
  • "Be positive, force yourself to smile."
  • "Improve by 1% a day, and in just 70 days, you're twice as good."
  • "Ideas are cheap—what counts is the ability to translate an idea into reality, which is much more difficult than recognizing a good idea."
  • "Fear of the unknown will always be with you, no matter what you do. That's comforting in a way: if there's nothing you can do to change it, there's no reason to let it stop you."
Commanders intent is the idea that when you are a leader or a decision-making authority, someone who has the ability to say, "This is what we're going to do and this is why we're going to do it." The least effective thing that you can do is make all of the decisions, the ground-level decisions, on the way to getting to that and objective. That's called micromanagement, and everybody universally hates micromanagement. Welcome to The Learning Leaders Show presented by Brixian Meyer. I am Ryan Hawk. Thank you so much for being here. Text learners to 442-222 in order to join tens of thousands of learning leaders from all over the world. Receive mindful Monday updates what I'm reading, writing, and watching. Thinking about also could be more details about how my book "Welcome to Management" will help you become a more effective leader. Text learners to 442-222. Now on to tonight's featured leader, it's Josh Kaufman, author of three best-selling books including "The Personal MBA." Josh has been featured as the number one best-selling author and business and money as ranked by Amazon, and his books have sold over a million copies worldwide. Josh's TEDx Talk on the first 20 hours is one of the top 25 most viewed TED Talks published to date with over 22 million views on YouTube. Wow, a few of the topics we discussed. He shares the keys to rapid skill acquisition and why this is so useful for you as a leader. And then why it's so important to experiment constantly, followed up by his definition of the difference between great management and leadership. And then we close with how to always be a value-added resource and why having this framework for behavior and how you work with clients and colleagues is so beneficial. Ladies and gentlemen, it's Josh Kaufman. All right, Josh, it's great to have you here on The Learning Leaders Show. Welcome, man. Ryan, thanks for the invitation. So to get us started, you know I love studying those who sustain excellence over an extended period of time. It's specifically pulling out and deconstructing the behaviors and virtues of those types of people. And from your perspective, Josh, what have you found to be some of the common characteristics of people who have sustained excellence? Yeah, people who are excellent at what they do learn constantly and experiment constantly. So I think one of the things that you'll very often see in top performers of all kinds is that they are obsessive about learning all of the details, the nuances, the tricky bits about what they do. And then when they're in the process of doing it, it's not a cookie cutter approach. They don't do the same thing over and over again. They'll tweak it a little bit. They'll try something just to see what happens. And if you do that over a long enough period of time, you become one of the best in the world at what you do. This is certainly something that you've done. You've written a book called the first 20 hours how to learn anything fast. And on your website, you talk about how you help people with rapid skill acquisition. What are a few of the keys to learning something rapidly? Yeah, so there's... I love this topic because it applies to everything that we do both in our personal and our professional careers. And so I think we can maybe a more interesting way to look at this topic is invert it. So let's examine what it looks like to not do this very well. First, don't be specific about what you want. Just say like, "I want to get good at fill in the blank." Where fill in the blank is some large amorphous blob of a skill or area. And try to do it all at once. Don't try to break it down. Don't try to pick off a piece that looks like it might be approachable. Just try to do everything. And then don't do any research. Make it very difficult to practice and only practice as long as you're not frustrated at all. And I think if you do those things, that is an

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