Michael Shoe

Michael

  • Transcript: “Karen Vs. the Patriots”, a Story By Matthew Dicks

    This is a transcript of Matthew Dicks’s story, Karen Vs. the Patriots, at a Boston Moth GrandSLAM.

    I tell my friend Benji that Karen likes me, and he laughs at me. It’s 3 o’clock in the morning. We’re in the kitchen cleaning, the party’s cleared out, and in the living room, there are the last remnants of the party. There’s a huddled faithful under the glow of a black-and-white TV set atop a baby changing table. They’re watching Monty Python and the Holy Grail for the 1,000th time on VHS. I would normally be there, but I’m in the kitchen cleaning because we’re going to a Patriots game tomorrow morning. We want to get a head start, and I love the Patriots. I have loved them all my life. When I was a little boy, I used to tape a football with duct tape to my foot and go out trick-or-treating as the placekicker, Tony Franklin.

    When the Patriots lost to the Bears in the Super Bowl in ’86, I wept for days. I was in math class, just tears streaming down my eyes. I once dated a girl only because she once lived on the same street as Steve Grogan, the Patriots quarterback legend. So I love these guys, and I want to get to the game tomorrow. 

    I should be cleaning, but I’m not, because Benji is laughing at me. I know why he’s laughing. There is no way Karen could like me. I am, in the words of one of my friends, a necklace stump with legs and arms, and Karen is the most beautiful girl who walks into every room. She’s not a girl I would chase. In fact, no guy chases Karen. Karen is like a bug light. She sucks you in, and when you get close, she stabs you in the heart until you’re dead.

    But at the party tonight, every time I turned, Karen was there. She was sort of laughing at the things I was saying and touching my arm. I think, like, maybe she likes me, but I know Benji’s right, and it’s impossible. Two days later, the phone rings. It’s Karen. She asks when the next party is. I tell her Saturday, and she says the four most beautiful words I have ever heard: “That’s not soon enough.”

    So I say, “How about Thursday? A movie and pizza at my place?” She says yes. And so it’s Thursday, and we’re on the couch, watching the movie. Except we’re not watching the movie anymore. We’re making out on the couch. I am making out with Karen. It’s the only time in my life I’ve had this out of body experience at a moment when I should absolutely be in my body. I flow above my body and look down at us. I turn to an audience that is not there and say, “Do you see what is happening here right now? I am kissing Karen like the impossible is possible.”

    At the end of the night, Karen says, “When can we see each other again?” I say, “Saturday at the party.” She says, “I can’t. I have a family thing.” And she says, “How about Sunday?” I say, “I’m going to the Patriots game, but I’m more than willing to ditch Benji and take you instead.” She says, “Great! I’ve never been to a football game.” And I think, this is fantastic.

    Then Sunday comes, and I realize this is not going to be fantastic. It is five degrees with the wind chill. When she shows up to my house, she is not dressed properly. She’s got a pair of jeans on and those thigh-high boots that look great but do nothing to keep your feet warm. She’s got a jacket on—like, just the word “jacket” is not enough. I have taken my entire wardrobe and transferred it to my body. I am the Michelin Man. I have everything I own on me.

    I say, “Karen, you can’t go to the football game. You will die.” She says, “I’ll be fine.” And I can’t say no to Karen, so we go to the football game. And it is bad. It’s cold. It’s old Foxboro Stadium. It is made up of metal benches and Soviet architecture and despair. Nothing good happens in that stadium, and nothing good is happening today because Karen is freezing. We’re approaching halftime, and Karen turns to me and says, “Thank God it’s almost over.” She doesn’t know there’s another whole half of football to go. So I tell her, and she says, “Man, I can’t make it.” I agree with her. She may die if she stays here, but on the other hand, I’m thinking, “I told you, woman. I said this was not going to be right. This is on you, it’s not on me.”

    Now I have a decision to make: I either stay in this stadium and watch the worst football team of the season, a 2-14 football team, or I leave with the most beautiful girl in every room. So I choose love. I hand Karen my keys and tell her she has to go wait in the car because these guys need me. And it’s a terrible game. They lose 6 to nothing in the worst football game I have ever seen in my life.

    When I go back to the parking lot, my car is probably not going to be there, but I was there for them. When I get to the spot where my car is supposed to be, I can’t believe it. It’s there, and it’s running and warm. I get into the car and tell Karen, “Bad news, we lost.” She doesn’t say anything to me. For the rest of my life, I bring her home, and I never see her again.

    There are moments when I question my decision in Foxboro Stadium that day, when I think about that woman who I sent back to the car. But I also knew that day that those guys on the field— as terrible as they were in 1992— were always going to be there for me, and Karen was not going to be the girl I was going to marry. I knew that day that those guys would be there for the rest of my life, and that is what they’ve been. Whether they were terrible or they were great, they have been there for me, and I have loved them. They have been everything to me on days when I’ve been there for them, and they have been there for me through better and through worse. And that, my friends, is what true love is all about.

    Disclaimer: this transcript is a product of Youtube-auto-generated transcript and simple ChatGPT cleaning, and I do not own any intellectual property in any shape or form mentioned. The content on this blog is for informational purposes only and should not be considered professional advice. While every effort is made to provide accurate and up-to-date information, I make no guarantees about the completeness, accuracy, or reliability of any content. Any actions taken based on the information provided here are done solely at your own risk. I am not liable for any losses, damages, or consequences arising from your use of this blog or its content. Please consult with a qualified professional before making any significant decisions.

  • Book Notes: Storyworthy by Matthew Dicks

    Storytelling is the most underrated skill in history. An okay engineer with storytelling skills will get a job that a great engineer without them fails to get. To many employers, those hard skills are teachable; soft skills like storytelling are “unteachable”. 

    Recently, I read one of the greatest books on breaking down the skills of storytelling – Storyworthy by Matthew Dicks. I wrote down detailed and structured notes while reading, and I hope you will find it helpful too. 

    But before you dive in, and if you don’t plan to read the whole thing, just remember this: 

    A story is about CHANGE. The main character MUST experience some sort of change. Without it, you don’t have a story. 

    Now enjoy. And if you like, reach out on X and I’d love to discuss the book.

    Storyworthy Book Notes

    Some requirements to ensure you are telling a personal story:

    • Change:
      • Your story must reflect change over time. A story cannot simply be a series of remarkable events. You must start out as one version of yourself and end as something new. The change can be infinitesimal. It need not reflect an improvement in yourself or your character, but change must happen. Even the worst movies in the world reflect some change in a character over time.
      • So must your story. Stories that fail to reflect change over time are known as anecdotes.
    • Your story only:
      • You must tell your own story and not the stories of others.
    • Your story MUST pass the dinner test:
      • The Dinner Test is simply this: Is the story that you craft for the stage, the boardroom, the sales conference, or the Sunday sermon similar to the story you would tell a friend at dinner? This should be the goal.
        • Storytelling is not theater. It is not poetry. It should be a slightly more crafted version of the story you would tell your buddies over beers.

    WAYS TO GET UNLIMITED STORIES FROM YOUR LIFE

    Homework for life: If I had to tell a story from today — a five-minute story onstage about something that took place over the course of this day — what would it be? (a method to accumulate stories)

    • As benign and boring and inconsequential as it might seem, what was the most storyworthy moment from my day?
    • Don’t write a full story; write a snippet – just a sentence or two that capture the moment.

    Crash and Burn (a method to generate stories)

    • Three rules of crash and burn:
    1. Rule #1: You must not get attached to any one idea.
    2. Rule #2: You must not judge any thought or idea that appears in your mind.
    3. Rule #3: You cannot allow the pen to stop moving.

    First, Last, Best, Worst

    • How to: see the picture attached
    • After completing my chart, I analyze it. Specifically, I ask myself three questions:
      • 1. Do any entries appear more than once (the signal of a likely story)?
      • 2. Could I turn any of these entries into useful anecdotes?
      • 3. Could I turn any of these entries into fully realized stories?

    Write Your Story

    Every story takes only 5 seconds to tell (and Jurassic park wasn’t a movie about dinosaurs)

    Until you find your five-second moment, you don’t have a story. And once you find it, you are then ready to craft it.

    • Your five- second moment is the most important thing that you will say. It is the purpose and pinnacle of your story. It’s the reason you opened your mouth in the first place. Therefore it must come as close to the end of your story as possible. Sometimes it will be the very last thing you say.

    Finding Your Beginning

    1. So how do you choose the right place to start a story? Simple. Ask yourself where your story ends.
      1. What is the meaning of your five-second moment? Say it aloud.
    2. Once you’ve distilled your five-second moment down to its essence, ask yourself: What is the opposite of your five-second moment?
      1. Simply put, the beginning of the story should be the opposite of the end. Find the opposite of your transformation, revelation, or realization, and this is where your story should start. This is what creates an arc in your story. This is how a story shows change over time.
    • I was once this, but now I am this.
    • I once thought this, but now I think this.
    • I once felt this, but now I feel this.
    • I was once hopeful, but now I am not.
    • I was once lost, but now I am found.
    • I was once happy, but now I am sad.
    • I was once uncertain, but now I know.
    • I was once angry, but now I am grateful.
    • I was once afraid, but now I am fearless.
    • I once believed, but now I don’t.

    How to tackle the challenge of having too many potential beginnings to choose from:

    A couple more practical tips for choosing a beginning:

    1. Try to start your story with forward movement whenever possible.
      1. Establish yourself as a person who is physically moving through space. Opening with forward movement creates instant momentum in a story. It makes the audience feel that we’re already on our way, immersed in the world you are moving us through. We’re going somewhere important.
    2. Don’t start by setting expectations.
      1. Listen to people in the world tell you stories. Often they start with a sentence like, “This is hilarious,” or “You need to hear this,” or “You’re not going to believe this.” This is always a mistake, for three reasons.
        1. First, it establishes potentially unrealistic expectations.
        2. Second, starting your story with a thesis statement reduces your chances of surprising your audience.
        3. Third, these are simply not interesting ways to start a story. (Start with the story, not with a summary of the story. There is no need to describe the tone or tenor at the onset.)

    Stakes: 5 ways to keep your story compelling (and why there are dinosaurs in Jurassic Park)

    #1: The Elephant

    • Every story must have an Elephant.
      • The Elephant is the thing that everyone in the room can see. It is large and obvious. It is a clear statement of the need, the want, the problem, the peril, or the mystery. It signifies where the story is headed, and it makes it clear to your audience that this is in fact a story and not a simple musing on a subject.
      • The Elephant tells the audience what to expect. It gives them a reason to listen, a reason to wonder. It infuses the story with instantaneous stakes.
      • The Elephant should appear as early in the story as possible. Ideally, it should appear within the first minute, and if you can say it within the first thirty seconds, even better.
    NO ElephantWith Elephant
    My mother was the kind of woman whom everyone adored. The model of decorum and civility. She served as PTO president and treasurer of the ladies’ auxiliary. She was the only female umpire in our town’s Little League. She baked and knit and grew vegetables by the pound.I don’t care how perfect my mother was. When I was nine years old, I wanted to disown her. Leave home and never return. Forget she ever existed. My mother was the kind of woman whom everyone adored. The model of decorum and civility. She served as PTO president and treasurer of the ladies’ auxiliary. She was the only female umpire in our town’s Little League. She baked and knit and grew vegetables by the pound.
    • Elephants can also change color. That is, the need, want, problem, peril, or mystery stated in the beginning of the story can change along the way. You may be offered one expectation only to have it pulled away in favor of another.

    #2: Backpacks

    1. Backpack is a strategy that increases the stakes of the story by increasing the audience’s anticipation about a coming event. It’s when a storyteller loads up the audience with all the storyteller’s hopes and fears in that moment before moving the story forward. It’s an attempt to do two things:
      1. Make the audience wonder what will happen next.
      2. Make your audience experience the same emotion, or something like the same emotion, that the storyteller experienced in the moment about to be described.
        1. Example (Charity Thief)
      3. Backpacks are most effective when a plan does not work. If I had described my plan for begging for gas, and then the plan worked perfectly, there would have been no payoff for the Backpack.
        1. It’s an odd thing: The audience wants characters (or storytellers) to succeed, but they don’t really want characters to succeed. It’s struggle and strife that make stories great. They want to see their characters ultimately triumph, but they want suffering first. They don’t want anything to be easy.
          1. Perfect plans executed perfectly never make good stories. They are the stories told by narcissists, jackasses, and thin-skinned egotists.

    #3: Breadcrumbs

    1. Storytellers use Breadcrumbs when we hint at a future event but only reveal enough to keep the audience guessing.
      1. Example: Charity Thief
    2. Breadcrumbs are particularly effective when the truly unexpected is coming. I am about to impersonate a charity worker in order to steal money from innocent homeowners. That is unexpected. The perfect moment to lay a Breadcrumb.

    #4: Hourglasses

    • There comes a time in many stories when you reached a moment (or the moment) that the audience has been waiting for. Perhaps you have paved the way to the moment with Breadcrumbs and Backpacks, or maybe you’ve used none of these strategies because you’ve got yourself a stake- laden story, and now you’re approaching the payoff. The sentence you’ve been waiting to say. The sentence your audience has been waiting to hear.
    • This is the moment to use an Hourglass. It’s time to slow things down. Grind them to a halt when possible. When you know the audience is hanging on your every word, let them hang. Drag out the wait as long as possible.

    #5: Crystall Balls

    • A Crystal Ball is a false prediction made by a storyteller to cause the audience to wonder if the prediction will prove to be true.
    • In storytelling, deploy Crystal Balls strategically:
      • Only when your prediction seems possible. Only when your guess is reasonable. And only when your prediction presents an intriguing or exciting possibility.

    How to make sure your story has stakes:

    Ask yourself:

    • Would the audience want to hear my next sentence?
    • If I stopped speaking right now, would anyone care?
    • Am I more compelling than video games and pizza and sex at this moment?

    If the answer to any of these questions is no, you need to raise the stakes. Use these strategies to engage your audience and bring them to the edge of their seat.

    The Five Permissible Lies of True Storytelling

    Three important caveats before we proceed with the five types of permissible lies in storytelling:

    • Important Caveat #1: We lie in our stories only when our audience would want us to lie — only when the story is better for our doing so.
    • Important Caveat #2: Memory is a slippery thing, and as storytellers, we must remember this. Research suggests that every time you tell a story, it becomes less true.
    • Important Caveat #3: As storytellers, we never add something to a story that was not already there. Making something up is cheating, and great storytellers are not cheaters.

    The Five Permissible Lies of Storytelling

    1. Lie #1: Omission: We all omit elements from our stories, but great storytellers do this strategically and for a variety of reasons.
      1. Eliminate people from stories when they serve no purpose. Pretend they aren’t there. Ghost them.
        1. Example: Charity Thief
      2. No one wants redemption. People want the clown. A story is like a coat. When we tell a story, we put a coat on our audience. Our goal is to make that coat as difficult to remove as possible. I want that coat to be impossible to take off. Days after you’ve heard my story at the dinner table or the conference room or the golf course or the theater, I want you to be thinking about my story. I want that coat to cling to your body and mind. The longer that story lingers in the hearts and minds of our audience, the better the story.
        When I write novels, I try to end my story about ten pages before the reader would want the book to end        . The best storytellers omit the endings that offer neat little bows and happily-ever-afters. The best stories are a little messy at the end. They offer small steps, marginal progress, questionable results. The best stories give rise to unanswered questions.
        1. Example: Charity Thief
    2. Lie #2: Compression:
      1. TIME: If the first scene of your story takes place on a Monday, for example, and the next scene happens on Friday, and you are concerned about the audience wondering about Tuesday, Wednesday, and Thursday, you simply push time together and turn your Monday-through-Friday story into a Monday-through-Tuesday story. Placing scenes closer together also heightens the drama and suspense of a story. It makes the world seem more visceral and cinematic.
        1. Example: Bike Off Roof
      2. GEOGRAPHY: Geography can also be compressed for the sake of comprehension and visualization. There is never room for needless complexity in a story. Remember that stories are like rivers. They continue to flow even as your audience struggles to understand a time line or attempts to construct a complicated mental map in their minds. For this reason, simplicity should be prized at all points. Compression can often be helpful in this regard.
        1. Example: The Basin
    3. Lie #3: Assumption:
      1. Storytellers use assumption when there is a detail so important to the story that it must be stated with specificity, so the storyteller makes a reasonable assumption about what the specifics may be. This does not mean that a storyteller should assume all details. It is only when the forgotten detail is critical to the story that an assumption should be made.
        1. Example: Batman and Robin
    4. Lie #4: Progression:
      1. A lie of progression is when a storyteller changes the order of events in a story to make it more emotionally satisfying or comprehensible to the listener.
      2. This is the least common lie told.
        1. Example
    5. Lie #5: Conflation:

    Cinema of the Mind (Also Known as “Where the Hell Are You?”)

    • A great storyteller creates a movie in the minds of the audience.
    • ❌NEVER open stories by pontificating and proselytizing:
      • Stories are not supposed to start with thesis statements or overwrought aphorisms.
    • HOW TO create a movie in the minds eyes of audiences: Always provide a physical location for every moment of your story. If the audience knows where you are at all times within your story, the movie is running in their minds.
      • Example #1: My grandmother’s name is Odelie Dicks, which probably explains why she is who she is. She’s a crooked old lady in both body and mind. She wears only dark colors and likes to serve food that has stewed in pots for days. I like to imagine that there was a time in her life when she smiled — or at least didn’t scowl — but if that time existed, it was long before me.
      • Example #2: I’m standing at the edge of my grandmother’s garden, watching her relentlessly pull weeds from the unforgiving soil. My grandmother’s name is Odelie Dicks, which probably explains why she is who she is. She’s a crooked old lady in both body and mind. She wears only dark colors and likes to serve food that has stewed in pots for days. I like to imagine that there was a time in her life when she smiled — or at least didn’t scowl — but if that time existed, it was long before me.

    The principle of BUT and THEREFORE

    • Use But and Therefore; don’t use AND
    • the negative is almost always better than the positive when it comes to storytelling, because it contains a hidden but.
      • I am dumb, ugly, and unpopular. vs. I’m not smart, I’m not at all good-looking, and no one likes me.
    • A short, positive statement at the end of a paragraph of description can often serve as an amusing button to a scene.
      • Heather laughed at me when I wasn’t trying to be funny. She refused my offer of a birthday cupcake, claiming she’d already had a cupcake that day, even though it was only 9:30 AM. She chose to walk five miles home from school, even though I offered her a ride and she lived next door to me. Heather despised me.
    • Simple, positive statements are also preferred when answering questions.
      • In answer to the question, “Who is Heather?” a statement like “my ex-girlfriend” is more effective than “She was once my girlfriend.”

    The Secret to the Big Story: Make It Little

    • Here’s the surprising thing: despite what most people think, these are the hardest stories to tell.
    • The goal of storytelling is to connect with your audience, whether it’s one person at the dinner table or two thousand people in a theater.
      • Storytelling is not about a roller-coaster ride of excitement. It’s about bridging the gap between you and another person by creating a space of authenticity, vulnerability, and universal truth.
    • This is the trick to telling a big story: it cannot be about anything big. Instead we must find the small, relatable, comprehensible moments in our larger stories. We must find the piece of the story that people can connect to, relate to, and understand.
      • The story of my beesting is really the story of the death of my mother, and of my hope that we might still be connected, even though she is no longer alive.
      • The story of firefighters rescuing me from my home is really about the greatest “I told you so” of my life.
      • The story of my arrest is really the story of my struggle with faith and of an unexpected plea to the Almighty, and the story of my subsequent jailing is really about missing a second date with a girl I liked a lot.
      • The story of the robbery is really the story of my ongoing, persistent existential crisis and its impact on my relationship to my children.
      • The story of the attempt to destroy my reputation and get me fired is really the story of the power of the anonymous assailant but the greater power of public support.

    There Is Only One Way to Make Someone Cry (The answer is simple: surprise.)

    • When it comes to storytelling, I believe that surprise is the only way to elicit an emotional reaction from your audience. Whether it’s laughter, tears, anger, sadness, outrage, or any other emotional response, the key is surprise.

    Common mistakes that storytellers make that ruin surprise include:

    1. Presenting a thesis statement prior to the surprise.
      1. This often takes the form of an opening sentence that gives away all that is surprising about the story.
        1. “This is a story about a time in my life when my friends became my family.”
        2. “This is a story about a car accident so serious that it took my life, if only for a moment.”
        3. “This is the story of a waiting room full of surprise guests.”
      2. It sounds ridiculous, I know, but this is done all the time, both onstage and in less formal situations. People feel the need to open their stories with thesis statements, either in an effort to grab the audience’s attention with a loaded statement or (more likely) because this is how they were taught to write in school: thesis statement, followed by supporting evidence and details.
      3. But storytelling is the reverse of the five-paragraph essay. Instead of opening with a thesis statement and then supporting it with evidence, storytellers provide the evidence first and then sometimes offer the thesis statement later only when necessary. This is how we allow for surprise.
    2. Failing to take advantage of the power of stakes to enhance and accentuate surprise.
      1. Take advantage of the STAKES in the story
        1. If you are using a BACKPACK tactic – tell a plan that will eventually fail
          1. Example: Charity Thief
        2. If you are using a BREADCRUMB tactic – give a brief hint of what you might do but DON’T describe the plan, then surprise the reader
          1. Example: Charity Thief
    3. Failing to hide critical information in a story.
      1. As storytellers, we must hide pertinent information from our audiences to allow the surprise to pay off later. I often refer to this as planting a bomb in a story that will explode when the time is right.
      2. Method #1:Hiding the Bomb in the Clutter
        1. We hide these important moments by making them seem unimportant. We do this by hiding critical information among other details. We make the important information seem no more important than the rest of the information by pushing it all together.
          1. Example: This is going to suck
      3. Method #2: Camouflage
        1. Laughter is the best camouflage, because it is also an emotional response, and audience members assume that the laugh is the result of the storyteller’s wanting to be funny. This is never the case. Comedians want to be funny. Great storytellers want to be remembered. For this reason, they deploy laughter strategically.
          1. Example: This is going to suck

    Milk Cans and Baseballs, Babies and Blenders: Simple, Effective Ways to Be Funny in Storytelling (Even If You’re Not Funny at All)

    1. Humor should never be at the end.
      1. If you want your story to linger with your audience (and that should be your goal), you should end in a place that is moving, vulnerable, or revealing, or establishes connection with the audience.
      2. Save your laughs for the middle, when you want to keep your audience engaged. Allow them to carry your audience to the end. But end your story with something bigger than a laugh.
    2. 4 types of humors in stories:
      1. Start with a laugh. (to have full control of the stage, if it’s a live event)
      2. Make ’em laugh before you make ’em cry. (make readers experience the emotion more intensely)
      3. Take a breath. (from some very intense emotion)
      4. Stop crying so you can feel something else.

    The two easiest ways to achieve these humorous surprises are through Milk Cans and a Baseball, and Babies and Blenders.

    1. Milk Cans and a Baseball: Milk Cans and a Baseball refers to the carnival game where metallic milk cans are stacked in a triangular formation and the player attempts to knock them down with a ball.
      1. In comedy, this is called setup and punch line. The milk cans represent the setup, and the ball is the punch line.
      2. The more milk cans in your tower, the greater potential laugh. The better you deliver the ball, the more of that potential will be realized. The trick is to work to the laugh by using language that carefully builds your tower while saving the funniest thing for last.
        1. Example: Homeless and the goat
      3. Specificity is funny. Oddly specific words are also funny. It’s funnier for me to say, “I’m pouring water over Raisin Bran because I am too stupid and lazy to buy milk” than it is to say, “I’m pouring water over a bowl of cereal.”
    2. Babies and Blenders: Babies and Blenders is the idea that when two things that rarely or never go together are pushed together, humor often results.
      1. Example: hungry as a boy
      2. Example: grandma
      3. Example: swallow of a penny
      4. Example: Sesame Street
    3. Exaggeration (another form of Babies and Blenders): We push an unreasonable description against something that doesn’t normally fit that description, and a laugh is the result. But this only works when everyone agrees that you’re exaggerating. If I’m falsely exaggerating in the attempt to make my audience believe that my exaggeration is accurate, that is not an exaggeration. It is a lie — an unacceptable one in my book.
      1. Example: Xmas Tree

    Finding the Frayed Ending of Your Story (or, What the Hell Did That Mean?)

    1. Stories can never be about two things. I explained to my students that even though that moment in the bathtub came to mean two different things to me, the story that I tell onstage someday about that moment can only be about one of those things.
      1. This is because of what you already know:
        1. The ending of the story — your five-second moment — will tell you what the beginning of your story should be. The beginning will be the opposite of the end.
    2. This does not mean that I can’t tell both versions of this story. In fact, as a storyteller, I’m thrilled to have two stories that center on the same moment. Those two stories, which have yet to be fully crafted, will start entirely differently but will ultimately converge on the same moment in the bathtub.
    3. Ask yourself “WHY” and often you will find meanings previously undiscovered.

    The Present Tense Is King (but the Queen Can Play a Role Too)

    1. the magic of the present tense is that it creates a sense of immediacy.
      1. Example: Charlie needs to pee on an Amtrak (Even though you are reading these words in bed or by the light of a roaring fire or perhaps naked in your bathtub, a part of you, maybe, is on this train with me, staring at a little boy who desperately needs to pee.)
    2. You can tell a backstory in past tense.
    3. Stories cannot have two or more events that took place at different times happen in the present time of the story.
      1. Example: Charlie needs to pee on an Amtrak
    4. If you want to bring your readers to the scene, use present tense; if you don’t want to bring them to the scene but keep them at distance, use past tense. The important thing is to choose intentionally.
      1. Example: Charlie needs to pee on an Amtrak

    The Two Ways of Telling a Hero Story (or, How to Avoid Sounding Like a Douchebag)

    1. failure is more engaging than success.
    2. Nevertheless, there are times when you might want to tell a success story, and when you do, there are two strategies that I suggest you employ.
      1. Malign yourself.
      2. Marginalize your accomplishment.
      3. First, human beings love underdog stories. The love for the underdog is universal. Underdogs are supposed to lose, so when they manage to pull out an unexpected or unbelievable victory, our sense of joy is more intense than if that same underdog suffers a crushing defeat. A crushing defeat is expected. An unbelievable win is a surprise. Example: Bring Me a Shrubbery
      4. Second, human beings prefer stories of small steps over large leaps. Most accomplishments, both great and small, are not composed of singular moments but are the culmination of many small steps. Overnight success stories are rare. They can also be disheartening to those who dream of similar success. The step-by-step nature of accomplishment is what people understand best. This is how to tell a success story: Rather than telling a story of your full and complete accomplishment, tell the story of a small part of the success. Tell about a small step. Feel free to allude to the better days that may lie ahead, but don’t try to tell everything. Small steps only. Example: Bring Me a Shrubbery

    Storytelling Is Time Travel (If You Don’t Muck It Up)

    • My goal as a storyteller is to make my audience forget that the present moment exists. I want them to forget that I exist. I want their mind’s eye to be filled with images of the movie I am creating in their brains. I want this movie to transport them back to the year and spot that my story takes place.

    Here are some rules to avoid popping this mystical bubble (aka ruin the time travel experience:

    1. Don’t ask rhetorical questions.
      1. Actors in movies never ask rhetorical questions of their audience (Ferris Bueller’s Day Off being the only exception I have found so far), and neither should you. Asking a rhetorical question causes the audience to devise an answer in their mind. You have just turned your story into a Q&A session. You’ve reminded them that you exist, they exist, and this moment that you and they are occupying exists.
    2. Don’t address the audience or acknowledge their existence whatsoever.
      1. Avoid phrases like “You guys!” for the same reason you shouldn’t ask rhetorical questions. When a storyteller says something like “You guys, you’re not going to believe this!” the bubble is instantly broken. Time travel has abruptly ended. The audience is keenly aware that someone is standing in front of them, speaking directly to them and the people sitting around them.
    3. No props (道具). Ever.
      1. Example
    4. Avoid anachronisms (时代混乱).
      1. An anachronism is a thing that is set in a period other than that in which it exists. It’s a microwave in the Middle Ages. A refrigerator during the Renaissance. The internet during the Inquisition.
      2. If you’re telling a story about something that happened in 1960, but at some point you say that your mission was as unlikely as the moon landing, you’ve created a temporal impossibility in the story and likely popped your time-traveling bubble.
    5. Don’t mention the word story in your story.
      1. Phrases like, “But that’s a story for another day,” or “Long story short” serve to remind our audience that we are telling a story. If your audience knows that you’re telling a story, then they’re not time traveling.
    6. Downplay your physical presence as much as possible.
      1. When I tell a story onstage (or even in a workshop or at a conference), I wear blue jeans, a black T-shirt, and a hat. I wear this every time. It’s my uniform, chosen because it suits me as a person and is fairly nondescript.
      2. My goal is to downplay my physical presence. I want to increase the likelihood of becoming a disembodied voice in the mind of my audience. I want them to completely forget that I’m standing in front of them.

    Words to Say, Words to Avoid

    Profanity

    1. Avoiding swearing. In most cases, a swear word can be replaced by a better word or phrase. The swear word is easy and may engender a laugh, but it’s rarely the best word to choose.
    2. That said, there are times when I think it is appropriate to swear:
      1. Repeated dialogue: The kid who arrives at my car accident swears. He says, “Dude, you’re fucked.” It’s his words, repeated exactly.
      2. When a swear is simply the best word possible: There is no better way to describe my former stepfather than asshole, so that is the word I choose every time.
      3. Moments of extreme emotion: There are certainly times in our lives when the best way to capture the heightened emotion of a moment — particularly when it comes to anger and fear — is with profanity.
      4. Humor: Though I would never rely solely on profanity for humor, there are moments when a well-placed swear word makes a perfect punch line to a joke.

    Vulgarity

    1. Vulgarity is the description of events that are profane in nature. This includes actions of a sexual nature, anything involving bodily fluids, and the like.
    2. The rule with vulgarity is simple: If you are speaking about a topic that would be awkward to talk about with your parents or grandparents, tread lightly. Take care of your audience.

    Other People’s Names

    1. I’m often asked how to handle using real people’s names in my stories. I tell storytellers that changing the names of people to protect their anonymity is perfectly reasonable. When you change the name, however, I always suggest that you choose a similar name to make it easier to remember.
      1. Barry becomes Bobby.
      2. Sally becomes Sandy.
    2. Sometimes we just don’t tell certain stories. Speaking them aloud might irreparably damage relationships with loved ones. You may expose someone else’s secret. You may put your job or your company in jeopardy. Sometimes it’s just not worth the story.

    Celebrity / Pop Culture References

    1. In general, don’t include.
    2. When we refer to celebrities in our stories, we make three mistakes:
      1. We risk alienating half of our audience, who might not be aware of the reference. While one side of the room nods and laughs in recognition, the other side of the room feels foolish or lost.
      2. Comparing a person to a celebrity sticks that celebrity into the story and pops that mystical time-traveling bubble. I once heard a storyteller say that her father looked a lot like Ronald Reagan. As a result, Reagan was now playing the role of her father in the story, and having a former president walking around her cruddy little apartment made no sense. It’s impossible for an audience to picture someone looking “kind of like Ronald Reagan.” They will just use Reagan, turning a formerly sensible story into something dreamlike and strange. Just don’t do it.
      3. It’s lazy. We gain very little by saying “so-and-so looks or acts like so-and-so.” It’s shorthand, but it doesn’t reveal much about character.

    Accents (when you are telling a story in person)

    1. Don’t.
    2. There is one exception to this rule: you can always do the accents of parents and grandparents. Parental love conquers the potential hazards of racial stereotypes.
    3. I also think that you can imitate the accents from the region where you grew up, particularly if you share a race with the people who you are imitating. For example, I grew up near Boston and had a Boston accent. I’ve lost much of it after living in Connecticut for almost twenty-five years, but I could reproduce the accent for a story if I wanted, and it occasionally creeps into my speech.
    4. When in doubt, don’t do an accent.

    Time to Perform (Onstage, in the Boardroom, on a Date, or at the Thanksgiving Table)

    1. Don’t memorize your story.

    1. It’s hard to be authentic and vulnerable when you’re reciting lines. It’s also obvious to an audience when a storyteller is simply reciting a story instead of telling a story.
    2. Instead of memorizing your story word-for-word, memorize three parts to a story:
      1. The first few sentences. Always start strong.
      2. The last few sentences. Always end strong.
      3. The scenes of your story. Example: This is going to suck
        1. Some Tricks:
          1. Some people remember their scenes in a list, but I actually remember these scenes as circles in my mind. The size of the circle reflects the size of the scene. The color of the circle reflects the tone and tenor of the scene. This is not something I do purposefully. It’s just the way I have always remembered my stories. I tell you this because for some people, this method has been exceptionally helpful.
          2. I try not to have more than seven scenes in a story. The phone company uses seven digits in our phone numbers because they determined that seven bits of information is the most that the average person can retain at one time. Seven feels right to me. I have some stories that only have three scenes — even better. I have a story composed of just one scene. But seven is my max.

    2. Make eye contact.

    1. Find a person on your left, a person on your right, and a person dead center who likes you. These will be the people who are smiling. Nodding. Laughing. Use these three people as your guideposts.

    3. Control your emotions.

    1. A trick to stay calm: When I was a kid, I played video games in arcades. One of these games was a car-racing game. I would sit behind the wheel and race against other players behind other wheels. The game had an A and a B button to the left of the gearshift. If you pressed the A button, the screen displayed the road as a driver would see it through the windshield. If you pressed the B button, your perspective shifted to outside and above the car, looking down upon it. As the moment of heightened emotion approaches in a story, I press the B button. I shift my perspective from seeing my story through my eyes to seeing my story from above.

    4. Learn to use the microphone.

    Learning storytelling will make you a superhero

    1. So do it.

  • How Do You Change Your Life? Start by Playing Like a Kid

    2024 has been passing fast. 

    In 2023, I was still busy with my business school application, writing essays and preparing for interviews, but that part of my life is now behind me. Since then I entered the field of solopreneurship by reading the book Doing Content Right by Steph Smith, a field entirely new to me. It’s been a process, and I want to share my learnings along the way.

    The importance of having clear directions, not goals

    Having clear goals is important. With it you will be able to move in a focused direction with your limited resources. Lots of people have stressed the importance of having and setting clear goals. 

    If you don’t know where you want to go, you are not going to get there.

    Having said that, sometimes it is okay not knowing where you want to go, especially at the beginning of your journey.

    Goal-setting itself could be ambiguous. If you think about it, are you making your goal for the long-term, mid-term, or short-term? These goals could be drastically different, sometimes even in conflict. If you drill further down you could go to the place of the meaning of life. Even one step shallower, the meaning of the cause you want to dedicate your life for. You can get paralyzed just by thinking about how to set your goals. 

    Goals are important. However, don’t let your goal setting stop you from taking actions.

    I’d argue that goals are overrated. Instead, having a clear direction is enough. For example, my direction is moving toward having freedom, and achieving financial freedom is the first step. Anything I do will be judged against 1) freedom and 2) financial freedom, and if it’s in direct conflict with any of them, I will move away from it.

    You should be clear about where you want to end up in five years, and it’s okay to be ambiguous with where you want to be next year.

    Trade your goal setting with system building

    Your goals actually change over time, so it’s not the end of the world if you don’t know exactly what you want to accomplish, especially in the beginning. For example, I could have set a clear goal of achieving 5,000 subscribers and making my first 1,000 dollars by mid-2024, but I know that might intimidate me from taking actions. In the beginning, I know very little about newsletter, blogging, SEO, hosting, and everything that’s a little bit technical. The learning curve is simply too deep. Besides, as a perfectionist I could fall into the old trap of trying to learn everything first before taking any action, which in return would be detrimental to the whole learning process. 

    “I don’t believe in specific goals. Scott Adams famously said, “Set up systems, not goals.” Use your judgment to figure out what kinds of environments you can thrive in, and then create an environment around you so you’re statistically likely to succeed.”

    System building, while sounding complex and enterprise, actually can mean very simple things. For example, at its minimal it just means writing down the three things you do first thing in the morning. You wake up, grab some coffee, and check your emails. That’s it. The second day, you repeat the same process. Then the day after. That’s your morning system.

    The beauty of a system-building mindset is that you can slowly optimize on your system, step by step. For example, if you are a morning person and find yourself at your peak creativity in the morning, you soon will realize that you’d be better off dropping the email-checking routine in your system and replace it with a 90-minute coding/writing/anything, etc. You do this automatically because you know exactly where you want to end up five years from now, even though your immediate goal for the day is unclear. As you move foward your goal will surface almost automatically.

    But before you get to the system building phase, give yourself permission to “just play”

    All human beings were born with the skill to explore and play. When we were kids, we all had this innate curiosity to try things out and ask questions. This was evident in my children who are asking questions and poking around the apartment ALL THE TIME (I try not to lose it). 

    Why is it important to “just play”? Well as adults our lives are very much organized around our work. You’ve already created your “system”, aka. your routines. Doing anything outside of your existing routine will take conscious energy, and it doesn’t feel good.

    You feel like a child again. 

    I actually only come to realize this while writing this post. A child doesn’t have any skill other than the God-given crying, eating, drinking, etc. As she grows up, she will encounter numerous first occasions. Sometimes she gets frustrated, crying for your attention or throwing things all over the place; other times she solves it by sheer curiosity and intuition, or the ability to play. Playing is actually a low-cost way for children to figure out this complex world.

    As adults, we no longer have our parents attending to our emotions, and because we want to avoid the frustration and all the negative emotions, we gradually lose the ability to play. This can be very harmful to entrepreneurs, who encounter new problems, concepts, and information all the time.

    Why is “playing” important?

    At the beginning of anything new, you will not be able to know all the required elements of all the different pieces involved. For me while trying to build an online business, I didn’t know what I was facing. I have a habit of getting in this perpetual learning stage and all I do by then will be reading books and watching videos, and I didn’t want to repeat this mistake. 

    Understanding that it’s important to first build the habit of creating stuff online, I’ve decided to follow this mindset of just playing with it, even though I wasn’t sure about what to accomplish. Rest assured, I know my final destination, which is to build an online business that will help me achieve freedom eventually. 

    My goal, at this point, was to just get a sense of the different pieces involved in creating an online presence.

    I followed the steps illustrated in the Doing Content Right book and first invested in a domain name. Without spending too much time on it, I simply picked my own name – Michael Shoe – and used it. Then it was Ghost, Google Analytics, etc., as well as a bunch of other platforms. 

    None of these was easy for me at the time. My strength is in understanding and learning about concepts, i.e. structures about a new industry, concepts on why somethings happens, etc. I’m quite slow, on the other hand, on learning tools, or any skill-based information.

    However, it turns out that playing around is learning on steroids. I could have easily dwelled in Youtube watching about Google Analytics for hours before even typing it in my browser. That, looking back, would have been much slower. Playing is exploring disguised under the cover of adulthood so you don’t stop in the face of uncertainty and ambiguity. 

    The next steps

    To be honest I haven’t had much success in my online initiative. I have yet gained any new subscriber since I’ve started, and made zero dollars. However, I’m no longer afraid of the technical aspects of things and are much more willing to explore. The biggest job for me right now is to find my niche that resonates with 1,000 people. 

  • StrengthsFinder: A Free Test To Better Understand Yourself

    StrengthsFinder: A Free Test To Better Understand Yourself

    I came across the Clifton StrengthsFinder when I was applying to MBA, and one of the Duke Fuqua School of Business admissions officers brought up this test, saying that it might help applicants in their essay writing process. While I didn’t get into Fuqua per se (bummer but more on that later), I did read StrengthsFinder 2.0 and created my own free StrengthsFinder test (I didn’t take the paid online assessment), which helped me gain quite some insight into my work and relationship styles. Not only did it help corroborate some of my prior convictions, but it also helped uncover new things about myself that only existed on a subconscious level. 

    What you can get from this post

    If you are just here for the free StrengthsFinder test, you can download from below.

    Free Strengthsfinder Test – MichaelShoeDownload

    I have incuded detailed instructions in this free StrengthsFinder test so you can use it as a standalone product from this post. However, I still encourage you to come back to this post and compare your results with mine, which I will share later in this post, and read some of the tips for actions by leveraging your strong strengths. Please know that this free StrengthsFinder test is developed for personal use and if you want to have the full assessment and professional report, please go to Gallup’s official website for purchase.

    Gallup provides six types of reports with various pricing options. The assessment is the same.

    Why I want to write this post

    “To know thyself is the beginning of wisdom.” – Socrates

    “Know Yourself.”

    In the early years of my professional life, I’ve always thought that I wanted to become a business executive. I was eager to climb the corporate ladder, and arguably got a fast start compared with my peers. After entering the business environment, I buried my head down and worked hard, only to find out that the work itself was only a small portion of the corporate world; the larger part, often more important but also more ambiguous, was dealing with people. To keep climbing up that ladder, you’d have to be on the right team, work on the right projects, and present in front of the right people. There were just too much out of your control. After a few years, I wasn’t so sure about the goal I set when I just started anymore. 

    The fact that some people can just figure out what they want early in life fascinates me. Steve Jobs, Mark Zuckerberg, Bill Gates, Elon Musk, and Sam Altman, all gave up their Ivy League (or Stanford) educations, the type of education that could change a regular person’s life. Palmer Luckey, founder of Oculous, at an early age rejected Sony’s job offer to lead their VR R&D initiative. These entrepreneurs, as well as other successful people, somehow have the ability to stay on their original courses amid multiple potentially successful and lucrative “distractions”. 

    For the rest of us normies, rejecting Sony’s job offer to lead a new division can be a challenging mission (if we receive that offer at all in the first place). However, knowing your strengths can inevitably benefit your own decision-making in the long run: as some wise men once said, there are no solutions, only trade-offs. I believe the Clifton StrengthsFinder can be a powerful tool to understand your thinking, relationship, leadership, and execution styles so that you don’t put yourself into situations where your weaknesses are exposed. Additionally, if you are struggling with what pointers you can give your recommenders for the strengths and weaknesses questions in your MBA letters of recommendations, you will find answers from the free StrengthsFinder test.

    Dr. Clifton and the Clifton StrengthsFinder

    Dr. Donald O. Clifton (1924 – 2003) was a psychology researcher and scholar, and was Chairman of the Gallup, Inc. During his tenure at Gallup, Dr. Clifton developed the CliftonStrengths Online Assessment, or the StrengthsFinder, to help people better recognize their own strengths. Dr. Clifton’s work on human development was recognized as “the father of strength-based psychology and the grandfather of positive psychology”.

    Dr. Donald O. Clifton (1924 – 2003)

    The first version of the CliftonStrengths Online Assessment was published in 1999 and was later paired with the bestselling management book Now, Discover Your Strengths, which was published in 2001. In 2006, Gallup researchers completed a comprehensive review of the Clifton StrengthsFinder psychometrics, which led to a revision of the assessment. This new version, called StrengthsFinder 2.0, was accompanied by an updated edition of the original book, this time called Now, Discover Your Strengths: StrengthFinder 2.0. StrengthsFinder 2.0 is the bestselling business book ever and Amazon’s bestselling nonfiction book of all time.

    Through historical data, interviews, and field tests with different types of organizations, the StrengthsFinder identifies 34 strength themes, across four domain areas: 

    • Strategic thinking measures your intellectual tendency and style of thinking, and it includes these themes:
      • Analytical, context, futuristic, ideation, input, intellection, learner, strategic
    • Relationship building measures your interpersonal styles and sensitivity to other people’s emotions, and it includes these themes:
      • Adaptability, connectedness, developer, empathy, harmony, includer, individualization, positivity, relator
    • Influencing measures your leadership styles, particularly how you communicate with others, including how you persuade, and it includes these themes:
      • Activator, command, communication, competition, maximizer, self-assurance, significance, woo (win others over)
    • Executing measures your execution and work styles, and it includes these themes:
      • Achiever, arranger, belief, consistency, deliberative, discipline, focus, responsibility, restorative

    My test result and how I used it to my advantage

    While reading the StrengthsFinder 2.0 I started writing down some statements related to each theme. These statements became the core of the free StrengthsFinder test that helped me map out my self evaluation. For example, the Analytical theme measures your overall aptitude in working with and trusting data, so I wrote down these three statements:

    • I have the ability to see patterns and structures before they exist.
    • I hesitate to make a claim if I don’t have the stats and calculations to back it up.
    • Data can bring me closer to truth than action.
    A snippet of the free StrengthsFinder test statements – michaelshoe.com/

    By answering how much I agree with each statement, I have a score that measures each theme that when combined, helps illustrate my StrengthsFinder map. I only pay special attention to any theme >=6 or <=2 (on a scale of 1 to 7), as these are my super strengths and super weaknesses. Here is my StrengthsFinder map:

    As you can probably see, my main strengths lie in Strategic thinking and Executing. In Strategic thinking, I’m strong (>=6) in three out of the eight themes, while in Executing five out of nine. However, I’m only strong in one theme in either Influencing or Relationship building. On the opposite, three out of the four extreme weaknesses (<=2) are in either Influencing or Relationship building. 

    What does this mean for me?

    First, I should definitely avoid jobs where I scored a 2, i.e. Input, Connectedness, Individualization, and Woo. For example, I might be a very bad fit in: 

    • Librarian, or anything requiring the collection and storage of information (or things) for a living (Input)
    • Counseling roles that require lots of listening and understanding (Connectedness)
    • Supervisory positions that require the recognition of individual talents (Individualization)
    • Any role requiring substantial human interactions on a daily basis; e.g. spokesperson, party planner, politician, etc. (Woo)

    Second, I should try to find jobs that are intellctually challenging, and I should be the one actually doing the work. In other words, influencing other people to find a way to do the job doesn’t excite or satisfy me; I have to be the one solving the puzzles and seeing things through till the end. I also find myself disrespecting the types of leaders who only talk lofty goals without providing insights, while respecting those who possess expertise in their trades. By doing the free StrengthsFinder test, I realize that I’m a great fit at building a personal project such as michaelshoe.com/. It requires constant learning and figuring things out (my Learner and Intellection themes), and I don’t need anybody to watch over my shoulders for doing the work (my Discipline and Focus themes). My original goal of becoming a business executive was actually a quite bad fit, as it requires getting things done through others. It just doesn’t speak to my strengths.

    The 34 Clifton StrengthsFinder Themes

    If you have finished the free StrengthsFinder test, you don’t need to read the first part of each theme (“You are a xxx if you find yourself agreeing to the following statements”). Just go to your strong strengths and weaknesses, click “expand”, and read the tips and how to manage/ work with sections.

    Domain One: Strategic Thinking

    Analytical

    • You are an “Analytical” if you find yourself agreeing to the following statements:
      • I have the ability to see patterns and structures before they exist.
      • I hesitate to make a claim if I don’t have the stats and calculations to back it up.
      • Data can bring me closer to truth than action.
    • Tips: If you are an “Analytical”, you might want to consider:
      • Choose work in which you are paid to analyze data, find patterns, or organize ideas. 
      • Ensure that your gathering and analyzing of information translate into practical application and implementation. If this doesn’t come naturally to you, seek a partner who encourages you to move from theory to practice, from thinking to doing. This individual will assist in preventing analysis from turning into paralysis.
      • Collaborate with someone possessing strong Activator talents. Their impatience can propel you swiftly from the analytical phase into the action phase.
    • How to manage/ work with an “Analytical”:
      • You will likely have to think through the issues with her when this person is involved in a crucial decision. When you are on the opposite side of an argument with her, be prepared to demonstrate numbers and analysis. When you manage an “Analytical”, be aware that getting the task done correctly might be more important than meeting the deadline. So make sure to check in with her as the deadline approaches.

    Context

    • You are a “Context” if you find yourself agreeing to the following statements:
      • History matters as much as, if not more than, future plannings to today’s results.
      • I’m unable to make a decision if I don’t know the iterations that a project went through.
      • People will make big progresses just from not repeating the same mistakes again.
    • Tips: If you are a “Context”, you might want to consider:
      • If your role involves teaching others, structure your lessons using case studies. Delve into the search for relevant cases, and your students will benefit from learning from these examples. Employ your understanding of the past to assist others in charting the course for the future.
      • Compare historical antecedents and situations to your current challenge. Identifying commonalities may lead you to a new perspective or an answer to your problems.
    • How to manage/ work with a “Context”:
      • When you introduce this person to new colleagues, ask her to talk about their backgrounds first. During meetings, you can rely on her to give you contexts of your previous decisions. She likely knows in depth about all the case studies and anecdotes related to your company.

    Futuristic

    • You are a “Futuristic” if you find yourself agreeing to the following statements:
      • Conventional wisdom serves little purpose to personal growth or organizational achievements.
      • I can clearly envision how a plan should be carried out in the next two to five years.
      • You are either moving forward or you are moving backward. There is nothing in between.
    • Tips: If you are a “Futuristic”, you might want to consider:
      • Opt for roles where you can contribute your ideas about the future. For instance, you might thrive in entrepreneurial or start-up situations.
      • Collaborate with someone possessing strong Activator talents. They can emphasize that you don’t just discover the future; you create it with the actions you take today.
    • How to manage/ work with a “Futuristic”:
      • Remember this person always thinks about and lives for the future. To create better bonding with her ,consider sending this person any articles you spot about future trends that might interest her, or engaging in discussions about similar topics. Involve her in future-oriented planning sessions and push her to articulate her opinions of the future as clearly as possible to the rest of the team.

    Ideation

    • You are an “Ideation” if you find yourself agreeing to the following statements:
      • I can connect seemingly unrelated dots to create logical stories.
      • I come up with theories for events that no one seems to have thought of.
      • Creating new things gives me energy and following everyday procedures drains me.
    • Tips: If you are an “Ideation”, you might want to consider:
      • You naturally align with research and development, appreciating the mindset of visionaries and dreamers. Invest time with imaginative peers and participate in their brainstorming sessions to further enhance your compatibility with this creative environment.
      • Allocate time in your schedule for reading, as the ideas and experiences of others can serve as the raw material for new ideas. Additionally, set aside time for thinking, as the process of thinking energizes you.
    • How to manage/ work with an “Ideation”:
      • This person’s talent can be especially useful in the creation of new things, whether it be sales strategies, marketing campaigns, or new products. Try feed her new ideas and see how she can conceptualize them into brand new products and businesses.

    Input

    • You are an “Input” if you find yourself agreeing to the following statements:
      • I find it hard to throw away things, even though they are of little use at the time.
      • I sometime read books not because they interest me, but because I get to add them to the “finished” archive.
      • The action of collecting is enjoyable to me.
    • Tips: If you are an “Input”, you might want to consider:
      • Seek out roles that involve acquiring new information daily, such as teaching, research, or journalism. 
      • Establish a system for storing and easily locating information, whether it’s as simple as a file for articles you’ve clipped or as sophisticated as a computer database.
      • Keep in mind that being a collector of information isn’t enough. Eventually, you’ll need to use this knowledge to take action. Identify the facts and data most valuable to others and leverage this information to their advantage.
    • How to manage/ work with an “Input”:
      • This person is likely one of the most knowledgeable among the group. Look for opportunities to leverage her abundant knowledge in meetings. To foster better relatinoships, see if you can find some common interests with this person and converse on them. 

    Intellection

    • You are an “Intellection” if you find yourself agreeing to the following statements:
      • It feels enjoyable to be by myself.
      • A complex issue involving mental challenges excites me.
      • I naturally think of better ways of doing things than how they are done now.
    • Tips: If you are an “Intellection”, you might want to consider:
      • Catalog your ideas in a log or diary. These recorded thoughts will act as material for your mental processing, potentially yielding valuable insights.
      • Allocate time for writing. It could be the most effective way for you to clarify and integrate your thoughts.
    • How to manage/ work with an “Intellection”:
      • This person never shies away from thinking deeply. Capitalize on this by asking her to explain complicated concepts.

    Learner

    • You are a “Learner” if you find yourself agreeing to the following statements:
      • The process of learning new subjects or skills is satisfying.
      • I get antsy when I’m not learning enough, regardless of how much progress I’ve made in my work.
      • New subjects that I’m unfamiliar with do not scare me; they excite me.
    • Tips: If you are a “Learner”, you might want to consider:
      • Look for roles that demand some level of technical competence. The process of acquiring and maintaining this expertise is likely to be enjoyable for you.
      • Given your comfort with unfamiliar information, you could thrive in a consulting role, whether internal or external. In such a position, you might be paid to enter new situations and rapidly acquire new competencies or languages.
    • How to manage/ work with a “Learner”:
      • You can motivate this person by helping her find new ways to learn new skills. Encourage her to become expert in a specific domain and help celerate these achievements.

    Strategic

    • You are a “Strategic” if you find yourself agreeing to the following statements:
      • I’m often the first person to spot a trend before it becomes mainstream.
      • I always seem to be able to pick out the right path amongst an ambiguous situation.
      • When other people see chaos, I see pattern.
    • Tips: If you are a “Strategic”, you might want to consider:
      • Find a group that you think does important work, and contribute your strategic thinking. You can be a leader with your ideas.
      • Establish yourself as a go-to resource for consultation, especially for those facing challenging problems or obstacles. Your ability to see potential solutions when others believe there is none can guide them toward success.
    • How to manage/ work with a “Strategic”:
      • This person can be a great resource during planning sessions. Remember that this person needs ample time to think through the different scenarios, so don’t ask her opinions on something she just hears about for the first time. 

    Domain Two: Relationship Building

    Adaptability

    • You are an “Adaptability” if you find yourself agreeing to the following statements:
      • I rarely write down what I need to do tomorrow.
      • If something unexpected happens out of the blue at work, I feel excited and energized to take on this sudden work.
      • I am at my best when handling several tasks at once instead of working on a single task for an extended period of time.
    • Tips: If you are an “Adaptability”, you might want to consider:
      • Steer clear of positions that require a lot of structure and predictability. These roles can bring about frustration, make you feel less capable, and limit your freedom.
      • Look for positions where success relies on adapting to ever-changing situations. Explore career paths like journalism, live television production, emergency healthcare, and customer service. In these roles, those who respond quickly and stay composed tend to excel.
      • Turn to individuals with strong Focus, Strategic, or Belief talents for planning assistance. They can aid in shaping your long-term goals, allowing you to thrive in managing the day-to-day fluctuations.
    • How to manage/ work with an “Adaptability”:
      • This person possesses a highly adaptable and flexible nature, making her a valuable asset to the team. Her willingness to embrace change and “go with the flow” creates an environment conducive to experimentation and learning for others. She also excels in short-term assignments that demand immediate action.

    Connectedness

    • You are a “Connectedness” if you find yourself agreeing to the following statements:
      • I accept everything that happens to me because things happen for a reason.
      • I believe there is a bigger power deciding for the mankind.
      • I have no problem sacrificing my personal interest if it helps the organization.
    • Tips: If you are a “Connectedness”, you might want to consider:
      • Explore positions that involve listening and counseling. You have the potential to excel at assisting others in recognizing connections and purpose in everyday occurrences.
      • Look for global or cross-cultural responsibilities that leverage your understanding of the shared aspects of humanity. Develop universal capabilities and influence those who tend to think in terms of “us” and “them,” fostering a more inclusive mindset.
    • How to manage/ work with a “Connectedness”:
      • This person can be the glue of the team as she naturally thinks about how different people rely on the others. She probably has social issues that she care much about, so listen closely to what inspires her, as she will likely appreciate your attention on these issues.

    Developer

    • You are a “Developer” if you find yourself agreeing to the following statements:
      • I get as much satisfaction from other people’s achievements as from my own.
      • I am proud that others seek me out for help and encouragement.
      • I’m great at spotting other people’s strengths more than they do. 
    • Tips: If you are a “Developer”, you might want to consider:
      • Look for positions where your main responsibilities involve fostering growth. Roles in teaching, coaching, or management may be particularly satisfying for you.
      • Your Developer talents may drive you to be deeply involved in the growth of others, potentially overlooking your own development. It’s essential to remember that you cannot give what you do not have. If you aim to have a more significant impact on the well-being and growth of others, prioritize your own continuous growth. Seek out a mentor or coach who can invest in your personal development.
    • How to manage/ work with a “Developer”:
      • This person is likely to be enjoyable to work with, as she is likely to pick up small improvements in your work that others miss. If she is on your team, ask for her help when it is time to recognize other team members, since she is capable of giving genuine praise.

    Empathy

    • You are an “Empathy” if you find yourself agreeing to the following statements:
      • I can clearly get the message of what others imply, even when they vaguely mention it. 
      • I can quickly read a room full of people when I’m giving a presentation, and I know when I might lose them.
      • When other people feel happy or sad or any other strong feelings, I almost feel the same way. 
    • Tips: If you are an “Empathy”, you might want to consider:
      • Being attuned to the emotions of others, you easily assess the emotional atmosphere of a room. Employ your talents to build a bridge of understanding and mutual support. Your empathy becomes particularly crucial during challenging times, showcasing your concern and fostering loyalty.
    • How to manage/ work with an “Empathy”:
      • Ask this person to help other employees or clients understand difficult decisions or to justify whey action is necessary. She might spot out information others miss. 

    Harmony

    • You are a “Harmony” if you find yourself agreeing to the following statements:
      • I’m often willing to modify my opinions or way of work to accommodate other people if it serves the final goal.
      • I avoid conflicts and confrontations if possible.
      • Finding common grounds is more important than winning arguments to the final outcome.
    • Tips: If you are a “Harmony”, you might want to consider:
      • Steer clear of roles that involve daily confrontations with people. Positions in sales relying on “cold calls” or roles in highly competitive workplaces, for instance, may cause frustration or distress.
      • Hone your skills in resolving conflicts without resorting to confrontation. Without these refined techniques, you might end up avoiding conflicts altogether, leaving them unresolved. This tendency could potentially lead to passive-aggressive behavior.
    • How to manage/ work with a “Harmony”:
      • Don’t put this person in positions where she has to confront others. Instead, when other people get into impasses, ask this person to help unlock them. She may not resolve the issue right away, but might find other common grounds where both parties can collaborate and stay productive.

    Includer

    • You are an “Includer” if you find yourself agreeing to the following statements:
      • I don’t need to know a person very well so as to invite her to my family parties.
      • If a project goes under, the whole team rather than any one person should take the responsibility.
      • I don’t easily pass on judgments of other people and am often willing to give them the benefit of the doubt.
    • Tips: If you are an “Includer”, you might want to consider:
      • Explore chances to unite people from diverse cultures and backgrounds. You have the potential to be a leader in this area.
      • Select roles that involve continuous work and interaction with people. You’ll relish the challenge of making everyone feel important in such environments.
    • How to manage/ work with an “Includer”:
      • When you have group functions, ask this person to help ensure that everyone is included. She will work hard to see that no individual or group is overlooked. If you are not a social animal yourself, stay close to this person as she will make sure you are not neglected during conversations. 

    Individualization

    • You are an “Individualization” if you find yourself agreeing to the following statements:
      • Respecting each person’s style, motivation, and any other personal traits comes natural to me.
      • I’m willing to adjust my behavior according to the other person that I’m dealing with.
      • I see strengths in others sometimes better than they do.
    • Tips: If you are an “Individualization”, you might want to consider:
      • Choose a vocation where your Individualization talents can be both utilized and valued. Consider roles in counseling, supervising, teaching, writing human interest articles, or selling.
      • Ensure your colleagues and friends are aware of each person’s unique needs. Soon, people will turn to you to gain insights into others’ motivations and actions.
    • How to manage/ work with an “Individualization”:
      • This person can help you understand different perspectives of your coworkers. If you are having trouble recognizing your own talents, turn to this person as she might see your unique talents better than you do. Ask for her insights and focus on those areas.

    Positivity

    • You are a “Positivity” if you find yourself agreeing to the following statements:
      • I can always find positivity out of every situation, no matter how bad the situation looks in the first glance.
      • I feel comfortable praising others or giving appreciations.
      • Making strangers smile gives me satisfaction.
    • Tips: If you are a “Positivity”, you might want to consider:
      • You probably will excel in any role in which you are paid to highlight the positive. A teaching role, a sales role, an entrepreneurial role, or a leadership role will make the most of your ability to make things dramatic.
    • How to manage/ work with a “Positivity”:
      • This person brings positive energy to the workplace. Having this person on the team can make other people excited about their work. However, it doesn’t imply that she is always in a good mood.

    Relator

    • You are a “Relator” if you find yourself agreeing to the following statements:
      • On a Friday night, I prefer watching a movie at home with some close friends than going out to bars.
      • I’m okay that I don’t have lots of friends and am proud of my tight circle.
      • I’m selective about who I open up to, but once I establish trust with somebody, I feel compelled to go deeper with that relationship. 
    • Tips: If you are a “Relator”, you might want to consider:
      • Make it clear that you are more intrigued by the character and personality of others than their status or job title. This talent of yours is significant and can serve as a positive example for others.
      • Regardless of how busy you become, maintain contact with your friends. They serve as your source of support and inspiration.
    • How to manage/ work with a “Relator”:
      • This person is loyal to her close circles, and if you are in it, you can trust her with confidential information. It might take time to build real bonding with her, so invest in this relationship on a regular basis.

    Domain Three: Influencing

    Activator

    • You are an Activator if you find yourself agreeing to the following statements:
      • I feel comfortable getting started with a project knowing only 20% of the information needed.
      • A decision is not made until an action is taken on it.
      • If I make a mistake in my job by moving too fast, I rarely blame myself. 
    • Tips: If you are an Activator, you might want to consider:
      • Find jobs where you can make your own choices and put them into action. Maybe explore roles in startups or extreme scenarios.
      • Real-life experiences teach you more than just talking about theories. To grow, intentionally put yourself in challenging situations that will push your abilities, skills, and knowledge to the test.
      • Explain why it’s important for your requests to be accepted, or else others might see you as impatient and tag you as someone who acts hastily without proper planning.
    • How to manage/ work with an “Activator”:
      • Let this person know that you recognize her as someone who gets things done, and you might seek her assistance during crucial moments. Your expectations will likely motivate her. Help this person see the next few steps that she can take in order to make progress towards her goals. 

    Command

    • You are a “Command” if you find yourself agreeing to the following statements:
      • I feel very comfortable making decisions for a group of people.
      • Confrontation is the necessary stepping stone towards resolution.
      • Often I’m the one who takes charge of the hard problems at work and leads people out of troubles.
    • Tips: If you are a “Command”, you might want to consider:
      • Look for positions where you’ll need to persuade others. Consider if a career in sales might be a good fit for you.
      • Your proactive approach provides stability and reassurance to others during crises. When confronted with a tough challenge, leverage your Command talents to alleviate others’ fears and convince them that you have the situation under control.
      • Discover a cause that resonates with you and actively support it. You may find your strengths shine when advocating for a cause, especially in the face of opposition.
    • How to manage/ work with a “Command”:
      • This person loves to be in the driving seat. If you are managing her, consider use her as your fixer to move stuck projects forward again. If you need a second opinion, as this person as she is likely a straight shooter. Never threaten this person unless you are confident to put her down 100%.

    Communication

    • You are a “Communication” if you find yourself agreeing to the following statements:
      • Explaining things to others, whether in oral or written forms, feels natural to me.
      • I can easily depict how a product should best be used.
      • When I need to persuade somebody, I’d rather tell a story than present data or formulas.
    • Tips: If you are a “Communication”, you might want to consider:
      • Your talent lies in fostering dialogue among peers and colleagues. Utilize your Communication skills to succinctly summarize points in a meeting and build consensus by highlighting common ground among participants.
      • Take on opportunities to present voluntarily. By doing so, you can establish a reputation as someone who assists others in articulating their thoughts and aspirations in an engaging manner.
    • How to manage/ work with a “Communication”:
      • This person loves sharing about her life and experiences, so listening would imrpove your relationship with her. Ask her to join you at social gatherings, conventions, or other business occasions, as she might be better at entertaining customers. 

    Competition

    • You are an “Competition” if you find yourself agreeing to the following statements:
      • I treat my life the same way I treat a sports competition, where there is a clear winner.
      • Being number one in everything I do is important.
      • I constantly compare myself or my company with my biggest competitor, and I feel energized from it.
    • Tips: If you are an “Competition”, you might want to consider:
      • Choose workplaces where you can gauge your accomplishments. Competition might be necessary for you to realize your full potential. 
      • Keep track of performance scores to assess your standing on a daily basis.
      • Transform routine tasks into competitive games to enhance productivity and get more done.
    • How to manage/ work with an “Competition”:
      • This person won’t fully engage in a task unless there is clear competition, so try depict a win-lose situation where she can strive to winning. Be aware that this is a double-edged sword: if she loses repeatedly, she might stop competing altogether. 

    Maximizer

    • You are a “Maximizer” if you find yourself agreeing to the following statements:
      • I’d rather spend time perfecting my strengths than improving my weaknesses.
      • Spending time to improve a standardized test score from 93 to 96 is worthwhile.
      • I got inspired by biographies of high achievers such as Steve Jobs or Elon Musk.
    • Tips: If you are a “Maximizer”, you might want to consider:
      • Once you’ve pinpointed your greatest talents, concentrate on them. Hone your skills, gain new knowledge, practice, and consistently strive for strength in those specific areas.
      • Explore ways to render some of your weaknesses irrelevant. Consider finding a partner, creating a support system, or utilizing one of your stronger talents to compensate for a weaker one.
    • How to manage/ work with a “Maximizer”:
      • This person disregards her weaknesses and expects you to do the same. Don’t spend too much time pointing her weaknesses out. If you manage a Maximizer, put her talents to areas where she doesn’t need to fix things that are broken or to solve problems. Instead, ask her to uncover best practices or pursue excellence. 

    Self-Assurance

    • You are a “Self-Assurance” if you find yourself agreeing to the following statements:
      • I never second-guess myself.
      • Whatever the situation is, I always know what the right decision is.
      • I’m comfortable living with the results of my own decisions. 
    • Tips: If you are a “Self-Assurance”, you might want to consider:
      • Search for start-up situations where no rulebook exists. Your strengths shine when you’re required to make numerous decisions in such dynamic environments.
      • Seek roles in which you convince people to see your point of view. Your Self-Assurance talents (especially when combined with Command or Activator talents) can be extremely persuasive. Leadership, sales, legal, or entrepreneurial roles might suit you.
    • How to manage/ work with a “Self-Assurance”:
      • This person needs to make her own decisions so make sure not to micromanage. Although her self-confidence is often useful, point out when she misjudges as she will need feedback to inform her instincts.

    Significance

    • You are a “Significance” if you find yourself agreeing to the following statements:
      • Being recognized as the best in my profession is of utmost importance.
      • I often make lofty goals and will not stop until I achieve them.
      • Disappointing my boss or client can hurt my self-esteem.
    • Tips: If you are a “Significance”, you might want to consider:
      • Choose jobs or positions in which you can determine your own tasks and actions. You will enjoy the exposure that comes with independence.
      • Make a list of the goals, achievements, and qualifications you crave, and post them where you will see them every day. Use this list to inspire yourself.
    • How to manage/ work with a “Significance”:
      • This person loves the limelight and whenever possible, give her the opportunity to be the focal point of attention. Give her room to work independently, and if she delivers a stella result, be sure to achknowledge her contribution. The acknowledgement itself will drive her to deliver even better results next time.

    Woo (Winning over others)

    • You are a “Woo” if you find yourself agreeing to the following statements:
      • I draw energy from meeting strangers in social occasions. 
      • I have lots of acquaintances but few close friends and I’m okay with that.
      • It doesn’t take much for me to say “I love you” or share intimate information about me.
    • Tips: If you are a “Woo”, you might want to consider:
      • Choose a job in which you can interact with many people over the course of a day.
      • Join local organizations, volunteer for committees, and find out how to get on the social lists of the influential people where you live.
    • How to manage/ work with a “Woo”:
      • Help this person meet new people every day and she will be very happy about it. If you are new in town and are in need to expand your network, identify the Woo first and she will help you broaden your own connections. Yet still, don’t take it too personally that she moves on to somebody else. 

    Domain Four: Executing

    Achiever

    • You are an Achiever if you find yourself agreeing to the following statements:
      • I have to get something done, however small, each day to feel successful.
      • Yesterday’s accomplishment contributes next to nothing for me in terms of my overall life satisfaction. 
      • I have no problem setting ambitious goals, and once I achieve a goal, I immediately set another more ambitious one. 
    • Tips: If you are an Achiever, you might want to consider:
      • Pick jobs where you can work as hard as you want and measure how well you’re doing. Look for places that make you feel challenged and excited.
      • Remember to celebrate your successes. Don’t just rush to the next thing. Take time to enjoy your progress and what you’ve accomplished.
      • Keep learning by getting certifications in your field and going to conferences. This will give you more goals to achieve and help you get even better at what you do.
    • How to manage/ work with an “Achiever”:
      • To establish any real bond with an Achiever, you’d have to work hard alongside her as this is the best bonding experience. If you are also an Achiever, the two of you would have some great working sessions in the war room by burying your heads down working on high-stake projects. However, if you are managing an Achiever, don’t expect her to sit through the whole meeting without touching her computer, as she won’t stay fully engaged unless the meeting is about her project. Instead, let her do her thing: working hard.

    Arranger

    • You are an “Arranger” if you find yourself agreeing to the following statements:
      • I rise up to ambiguous situations where no existing rules and regulations are in place.
      • My family and friends often rely on me to organize family trips and vacations.
      • I know exactly what we need to do when unexpected things occur.
    • Tips: If you are an “Arranger”, you might want to consider:
      • Look for intricate, ever-changing environments with minimal routines.
      • At your job, direct your Arranger talents toward the most dynamic areas of your organization. Divisions or departments that follow static and routine patterns are likely to be less engaging for you.
      • You have a flexible approach to organizing people and configuring space. Explore ways to enhance workflow by rearranging spaces or procedures, aiming to optimize efficiency and free up time for both yourself and others.
    • How to manage/ work with an “Arranger”:
      • This person thrives in complex situations where there are few guidelines. When you are launching a new project, consider asking this person to be your project manager as she is strong in figuring out each team member’s strengths and weaknesses, and will likely put resources to their best use.

    Belief

    • You are a “Belief” if you find yourself agreeing to the following statements:
      • My work has to be meaningful and impactful, regardless of how much I got paid.
      • If I have to choose between a high-paying corporate job and a low-paying non-profit job, I’d rather choose the latter if it solves a problem that I believe in.
      • External and societal values rarely define me and I know my own worth.
    • Tips: If you are a “Belief”, you might want to consider:
      • Look for roles that align with your values, especially consider joining organizations that define their purpose by the positive contribution they make to society.
      • Collaborate with someone possessing strong Futuristic talents. They can inspire and energize you by vividly depicting the direction in which your values will lead.
      • Recognize that others may have different values than yours. Share your beliefs without passing judgment on theirs.
    • How to manage/ work with a “Belief”:
      • The best way to connect with this person is to understand her overall values, both towards work and family. Remember that she is unlikely to change her belief. If you don’t share the same belief system, make sure that you understand and repect it, or otherwise you should expect major conflicts. 

    Consistency

    • You are a “Consistency” if you find yourself agreeing to the following statements:
      • If I’m not the person who comes up with an idea, I make sure to give credits to that person, with or without her presence. 
      • Organizations must set up clear and fare rules for promotion so everyone has an equal shot.
      • I feel uncomfortable abusing my perks provided by my company, and I despise those who do.
    • Tips: If you are a “Consistency”, you might want to consider:
      • Discover a position where you can ensure adherence to established standards. Be prepared to question individuals who violate rules or seek unfair advantages. 
      • Maintain a focus on performance, as your Consistency talents may sometimes lead you to place excessive emphasis on how someone works, potentially overlooking the actual outcomes.
    • How to manage/ work with a “Consistency”:
      • This person likes predictable situations, so be sure to support her during times of major changes. If you manage such a person, you might want to give tasks that have well-defined scopes or results instead of more abstract plannings and brainstorming. She is also great at pinpointing everybody’s contributions in a project, so consider put her in a mediator position if necessary.

    Deliberative

    • You are a “Deliberative” if you find yourself agreeing to the following statements:
      • I plan ahead in details so as to anticipate what might go wrong.
      • Making sure a plan is actionable is more important to me than setting up grandiose goals.
      • I’d rather micro-manage every single detail than leave things in the open.
    • Tips: If you are a “Deliberative”, you might want to consider:
      • Instead of taking reckless risks, you tend to approach decisions with caution. Trust your instincts, especially when you sense that something might be too good to be true.
      • Grant yourself the freedom to reserve your opinion until you have all the facts and a chance to contemplate your position. You’re not one to readily embrace change; instead, you tend to carefully consider potential outcomes to cover all angles. As a deliberative person, you serve as a “brake” for more impulsive individuals who seek to move quickly.
    • How to manage/ work with a “Deliberative”:
      • This person is a rigorous thinker, so you stand to benefit from her opinions before you make important decisions as she might help identify potential pitfalls. Be mindful that she may be private, and don’t feel offended if she keeps a distance.

    Discipline

    • You are a “Discipline” if you find yourself agreeing to the following statements:
      • I have no problem setting and adhering to routines or timelines.
      • I function at my best when there are deadlines and to-do lists.
      • Details don’t bore me; they rather energize me.
    • Tips: If you are a “Discipline”, you might want to consider:
      • Enhancing efficiency is a key strength for you. With a perfectionist mindset, identify situations where time or money is being wasted due to inefficiencies. Take initiative to design systems or procedures that enhance overall efficiency.
      • Seek out roles and responsibilities that have structure.
    • How to manage/ work with a “Discipline”:
      • This person doesn’t appreciate sudden changes or unnoticed deadlines. Give her a heads-up on the incoming project schedule then let her do the magic. Try not to give her surprises as it might annoy her!

    Focus

    • You are a “Focus” if you find yourself agreeing to the following statements:
      • Wasting time feels like a crime to me.
      • In work or in life, I need to know where I’m headed in order to function well.
      • I can always figure out priorities for myself or the organization I’m working for in order to achieve goals.
    • Tips: If you are a “Focus”, you might want to consider:
      • Look for roles that allow you to work independently. Given your strong Focus talents, you can stay on track with minimal supervision.
      • You perform at your best when focusing on a few clearly defined initiatives and tasks. Allow yourself to decline projects or tasks that don’t align with your overall mission. This approach will enable you to concentrate your efforts on your most important priorities, and it will also help others understand and appreciate your need for focus.
    • How to manage/ work with a “Focus”:
      • When you are facing a deadline, consider involve this person because she values timelines and deadlines more than anyone, and she can always find the more efficient route towards the final goal. However, if you are working with this person, don’t expect her to be sensitive to feelings of others as her priority to the final goal will overwhelm everything else.

    Responsibility

    • You are a “Responsibility” if you find yourself agreeing to the following statements:
      • Once I commit to a project, I have to see it through or else I will always feel bad.
      • I’d rather quit my job than stand behind an unethical decision.
      • Others often depend on me for help and I’m proud of it.
    • Tips: If you are a “Responsibility”, you might want to consider:
      • Keep volunteering for more responsibility than your experience seems to warrant. You thrive on responsibility, and you can deal with it very effectively.
      • Partner with someone especially talented in Discipline or Focus. This person can help you stay on track and prevent you from becoming overloaded.
    • How to manage/ work with a “Responsibility”:
      • This person prides himself in the quality of his work, so don’t rush her while working with her. Be mindful that she loves the fact that she lives up to her commitments, and she expects the same from others. 

    Restorative

    • You are a “Restorative” if you find yourself agreeing to the following statements:
      • The idea of writing a computer program that doesn’t work in the first run doesn’t bother me; I’m thrilled to fix the bugs through multiple iterations.
      • It is a wonderful feeling to identify the undermining factors that are causing problems.
      • If there is a problem left unresolved when I go back home after work, I feel defeated.
    • Tips: If you are a “Restorative”, you might want to consider:
      • Seek roles in which you are paid to solve problems or in which your success depends on your ability to restore and resolve. You might particularly enjoy roles in medicine, consulting, computer programming, or customer service.
      • Leverage your Restorative talents in turnaround situations. Utilize your natural strengths to create a strategic plan for revitalizing projects, organizations, businesses, or teams that may be struggling.
    • How to manage/ work with a “Restorative”:
      • When your organization faces an urgent need for improvement, seek help from this individual. She remains composed in challenging situations, responding in a focused and professional manner.
  • There Might Just Be a CEO Degree and 44 of Top 100 CEOs have It

    There Might Just Be a CEO Degree and 44 of Top 100 CEOs have It

    Deciding where to go to college or what to study can be stressful. If you think you or your kids are of CEO caliber, read where the Top 100 CEOs on the Fortune 500 List went to school.

    The Learnings:

    Go to college. Only Mark Zuckerberg and Michael Dell can get away with it and you ain’t them.

    Study either engineering, business, or economics in college. It could be any kind of engineering, such as electrical, mechanical, etc.; accounting and finance, in addition to the good old business administration, all count as business. 

    If you want to further increase your chance, study MBA, ideally from a M7 business school.

    The Chart:

    The Summary:

    Where Are They From?

    • About 20% of the 100 CEOs are of non-American heritage, with Indian CEOs topping the list at five CEOs. 

    Where Did They Go to College?

    The colleges these CEOs went to are as diverse as they can be. Most institutions only see one of their distinguished alumni making the top of Corporate America, except:

    • Boston College (4): BC actually has the most alumni as CEOs in the top 100 companies, more than any other institutions, seeing Karen S. Lynch, Peter S. Zaffino, Robert B. Ford, and Ernie L. Herrman leading CVS Health, American International Group, Abbott Laboratories, and TJX respectively.
    • Harvard (3): Andy Jassy of Amazon, Sarah London of Centene, and Tim Sweeney of Liberty Mutual went to Harvard College for undergrad.
    • Cornell (3): Jon Moeller of P&G, Tim Wentworth of Walgreens Boots Alliance, and Craig Desanto of New York Life Insurance went to Cornell for undergrad.
    • Texas A&M (3): This might be the most surprising (no offense Texas A&M!). Darren W. Woods of Exxon Mobil, David M. Cordani of Cigna Group, and Bruce D. Broussard of Humana went to Texas A&M for undergrad.
    • Dartmouth, University of Kentucky, Ithaca College, Penn State, Air Force Academy, and Iowa State are the only other schools that have more than one (2 to be exact) alumni as CEO of the Top 100 companies.

    Almost all but four CEOs have bachelor’s degrees. The exceptions are:

    • Mark Zuckerberg, Founder and CEO of Meta. Mark dropped out of Harvard in his sophomore year to pursue the Facebook opportunity full-time.
    • Michael S. Dell, Founder and CEO of Dell Technologies. Michael dropped out of University of Texas, Austin in his freshman year to run his business full-time.
    • Richard A. Gonzalez, CEO of AbbVie: Richard was educated at the University of Houston in the field of biochemistry, but never received his bachelor’s degree.
    • Kevin Murphy, newly appointed CEO of Publix since Jan. 2024: I found nothing on Kevin’s educational background other than a dubious source saying that he went to Hofstra. It’s rare that a CEO will want to cover his college background, so I’m putting Kevin in the category of no college degree.

    What Did They Study in College?

    Though also diverse, the majors that these CEOs chose back in college have much more commonalities. For the most part, this is a tale of two competing forces, a tale not unfamiliar to most people in the modern workforce, called businesspeople vs. engineers. Including accounting and finance, all business-related majors witness a total of 32 CEOs out of 100. Engineering related majors, including all kinds of engineering disciplines, on the other hand, have a total of 23 CEOs, second most after business. Economics, surprisingly, is the second single most popular major after business, more than accounting or any single type of engineering majors.

    Business 
    16
    Economics
    12
    Accounting
    11
    Finance
    5
    Electrical Engineering
    8
    Mechanical Engineering
    5
    Chemical Engineering
    4
    Engineering
    2
    Industrial Engineering
    2
    Metallurgical Engineering 
    1
    Petroleum Engineering
    1

    Note: Though sometimes people like to criticize the usefulness of a business undergraduate degree, a business bachelor’s degree still sees the most CEOs.

    Did They Have Advanced Degrees Post College?

    62 out of 100 CEOs have some sort of advanced degrees. Out of the 62 advanced degree holders, 44 are MBA degree holders. The MBA group is by far the single biggest on the list, showing a common path taken by CEOs across different industries. There are a total of 9 doctorate degree holders, including PHD, JD, and MD, and 9 M.S. degree holders.

    MBA 
    44
    MS
    9
    PHD
    4
    JD
    4
    MD
    1

    Which Business Schools Did the CEOs Get Their MBAs From?

    Harvard Business School again demonstrates its exceptional impact on Corporate America. With 7 CEO alumni, the HBS tops the list of business schools with the most CEO. University of Chicago’s Booth School of Business comes in second, with 3 alumni. The so-called M7 business schools collectively have showcased their dominance against other businesses in this game. With a total of 18 CEO alumni, six of the seven M7 business schools score more than one CEO in the Top 100 Fortune 500 Companies. The only outlier, MIT’s Sloan School of Management, has no CEO alumni at all in the top 100.

    • The M7 Business Schools:
      • Harvard Business School (7)
      • Chicago Booth (3)
      • Stanford GSB (2)
      • Wharton (2)
      • Columbia Business School (2)
      • Kellogg School of Management, Northwestern University (2)

    UCLA Anderson, Michigan Ross, NYU Stern, and Esade Business School are the only other business schools that score more than one (2 to be exact) CEO. Among these four, Michigan Ross and NYU Stern are commonly referred to a group of US business schools called T15, while UCLA Anderson belongs to T20. However, no other T15 or T20 schools have more than one CEO.

    T15 Schools with Top 100 Company CEOs:

    1. Ross School of Business, University of Michigan: Vivek Sankaran, Albertsons CEO; Robert D. Isom, American Airlines Group CEO
    2. Stern School of Business, New York University: Charles W. Scharf, Wells Fargo CEO; Peter S. Zaffino, AIG CEO
    3. Fuqua School of Business, Duke University: Tim Cook, Apple CEO
    4. Haas School of Business, UC Berkeley: Robert B. Ford, Abbott Laboratories CEO
    5. Johnson School of Business, Cornell University: Jon R. Moeller, Procter & Gamble CEO

    T20 Schools with Top 100 Company CEOs:

    1. UCLA Anderson School of Management: Jim Farley, Ford Motor CEO; John T. Stankey, AT&T CEO
    2. Tepper School of Business, Carnegie Mellon University: Ted Decker, Home Depot CEO
    3. McCombs School of Business, University of Texas, Austin: Raj Subramaniam, FedEx CEO
    4. Goizueta Business School, Emory University: Marvin R. Ellison, Lowe’s CEO

    The rest business schools:

    1. Esade Business School
    2. INSEAD
    3. University of Tulsa’s College of Business
    4. Questrom School of Business, Boston University
    5. University of Hartford
    6. Our Lady of the Lake University
    7. University of Uppsala
    8. University of Houston
    9. Whitman School of Management, Syracuse University
    10. University of Nevada Las Vegas
    11. Manhattan College
    12. University of Maine
    13. University of Wisconsin – Madison

    This is the final breakdown of the number of business schools attended by the Top 100 CEOs:

    M7
    18
    T15
    7
    T20
    5
    Other ranked – Questrom School of Business, Boston University (USnews 51)
    1
    International
    4
    Other unranked
    9

    The Disclaimer:

    This is a not to say that you should definitely invest in an MBA education. The average age of these 100 CEOs is 60, which means that the majority of them went to business schools in the 1990s. There were far fewer MBAs then, and those with an MBA were likely in much higher demand.

    The Limitations:

    • There might be personnel changes, i.e. some CEOs might have retired, changed jobs, or switched roles into chairman, so you need to research further if you want the most updated info.
    • EMBA is NOT differentiated from MBA when I was conducting the research. Instead, it’s blended in the MBA category as a whole.
    • If someone has multiple advanced degrees, only their highest degree is represented in the table. For example, if someone has an MS and an MBA, only their MBA is included. Or, if someone has an MBA and a JD, only their JD is included, and so on.

    I found the list of all Fortune 500 companies here in case you are interested.