📚 Miroslav's Highlights

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A batch of the best highlights from what Miroslav's read, .

you could be in the GAP about your entire past—wishing your life had been something different or better. High achievers are particularly prone to being in the GAP. For instance, research shows that CEOs are twice as likely to have depression than the general public.4 Entrepreneurs are prone to substance abuse, as well as depression and suicide.5 Even after some massive victory, their mind quickly goes to the next unreached achievement. Although this can lead to a great deal of external success, the problem remains unresolved internally. Many—if not most—high achievers remain unhappy, and their unhappiness grows deeper and deeper with each external accomplishment. That is, if they stay in the GAP.

The Gap and the Gain

Benjamin Hardy and Dan Sullivan

Knowing our stories are an interpretation, and that that’s not who we are, produces a portal to a third domain. Possibility exists in this third domain. Possibility moves things around until our experience and our circumstances are a match for what we’re out to create. Distinguishing that is transformational. It shifts the horizon of what’s possible.

Landmark Insights. Book 2.

Landmark Worldwide

Leaders, on the one hand, cannot be too lenient. But on the other hand, they cannot become overbearing. They must set high standards and drive the team to achieve those standards, but they cannot be domineering or inflexible on matters of little strategic importance. To find this balance, leaders must carefully evaluate when and where to hold the line and when to allow some slack. They must determine when to listen to subordinate leaders and allow them ownership, making adjustments for their concerns and needs.

The Dichotomy of Leadership

Jocko Willink, Leif Babin

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