Neil Pasricha is someone that I have admired for a long time. He wrote a blog called 1000 awesome things that blew up, and led to book deals, speaking, and more. He has a podcast called Three Books, which I am a big fan of (I am even part of his super secret analog club — you will have to listen to the podcast to learn more about how to join the club).
When he wrote You are awesome, he sent out advanced reader copies to his analog club and I was surprised to receive it in the mail because I didn’t expect to get a book being part of his club. The book was devoured in a matter of hours and I remember reading through and being compelled to send Neil some comments about how much I enjoyed the book and how it was one of his best books yet.
The book, if you haven’t read it, is Neil’s nine secrets to building more resiliency. If you liked his previous book The Happiness Equation, it is written in a similar manner: short chapters, full of anecdotes, research studies, quotes and stories that provide short, actionable takeaways that anyone can use in their lives to lead more intentional lives. So without further ado, here are some of my favourite takeaways from his book You are awesome.
Adding a magic word to your vocabulary
You likely already know this word. Maybe you even use it from time to time. That magic word? Yet.
For example: I am not an entrepreneur…yet. Or I am not CEO…yet. Yet gives you the possibility that it might happen in the future. It’s something that you may (or may not) be working towards. But it isn’t so final that it never leaves that option open. And that’s one of the interesting secrets of resiliency that Neil shares: keep your options open.
The most ambitious people are the people that are hardest on themselves
Neil shares his time at P&G when he first graduated. It was a sweet job, had lots of perks, but he felt he was working many weekends and evenings just to keep up with everyone else at the company. As his manager put him on a performance improvement plan (i.e., a way to document evidence so that the company could justifiably let him go later), he felt like he was a failure. Why was…