If you’re trying to succeed in a job or a relationship or at a task, you’re either moving forward, falling behind, or standing still.
Sure, some of the people in a market have considered you (and even rejected you). But most of the people in the market have never even heard of you. The market doesn’t have just one mind. Different people in the market are seeking different things.
In a competitive world, adversity is your ally. The harder it gets, the better chance you have of insulating yourself from the competition. If that adversity also causes you to quit, though, it’s all for nothing.
Should you keep going or quit? Is this a nose dive into failure or a dip before success? The Dip by Seth Godin is here to help you figure that out.
Seth Godin talks about how status roles are invoked in our decisions and inform our pursuits. He also addresses a bunch of questions at the end. The one that stood out for me was a question about what things to try. He says, try a bunch in public so that your audience can vote on […]
When you meet someone, you need to have a superpower. If you don’t, you’re just another handshake. It’s not about touting yourself or coming on too strong. It’s about making the introduction meaningful. If I don’t know your superpower, then I don’t know how you can help me (or I can help you).
What will make someone a linchpin is not a shortcut. It’s the understanding of which hard work is worth doing. The only thing that separates great artists from mediocre ones is their ability to push through the dip.
I think the discipline of shipping is essential in the long-term path to becoming indispensable. While some artists manage to work for years or decades and actually ship something important, far more often we find the dreams of art shattered by the resistance.
Finding security in mediocrity is an exhausting process. You can only work so many hours, fret only so much. Being a slightly better typist or a slightly faster coder is insufficient. You’re always looking over your shoulder, always trying to be a little less mediocre than the guy next to you. It wears you out.
Organizing around the average means that the organization has exchanged the high productivity of exceptional performance for the ease and security of an endless parade of average performers.