Caroline Adams Miller

having disappointments, not having the first way they learn it work out. But that's how you persist longer in goal accomplishment is when you correctly separate them and follow the guidelines that I've laid out in big goals, but people still don't know about it.

And the last thing I'll say is if you mix them up, if you mix up learning goals and performance goals, you have the biggest disasters in business history, bar none. It's example after example of people and companies having a learning goal. Lee Iacocca with the Pinto, the Ford Pinto, they'd never made a small car. But in his arrogance, he said, oh, I'll have a 2,000 pound, $2,000 car.

And the last thing I'll say is if you mix them up, if you mix up learning goals and performance goals, you have the biggest disasters in business history, bar none. It's example after example of people and companies having a learning goal. Lee Iacocca with the Pinto, the Ford Pinto, they'd never made a small car. But in his arrogance, he said, oh, I'll have a 2,000 pound, $2,000 car.

And the last thing I'll say is if you mix them up, if you mix up learning goals and performance goals, you have the biggest disasters in business history, bar none. It's example after example of people and companies having a learning goal. Lee Iacocca with the Pinto, the Ford Pinto, they'd never made a small car. But in his arrogance, he said, oh, I'll have a 2,000 pound, $2,000 car.

And in one year, he wanted to be like the small European cars. Ford hadn't built small cars. What happened? The Pinto became the death trap. More lives were lost because of the Pinto and the ways in which engineers were pressured to sign off on safety checks and they knew the car was a death trap. So same thing with the Titan submersible.

And in one year, he wanted to be like the small European cars. Ford hadn't built small cars. What happened? The Pinto became the death trap. More lives were lost because of the Pinto and the ways in which engineers were pressured to sign off on safety checks and they knew the car was a death trap. So same thing with the Titan submersible.

And in one year, he wanted to be like the small European cars. Ford hadn't built small cars. What happened? The Pinto became the death trap. More lives were lost because of the Pinto and the ways in which engineers were pressured to sign off on safety checks and they knew the car was a death trap. So same thing with the Titan submersible.

Skipped all the learning, just wanted to make money and get people down to the Titanic. I mean, I could go on and on. Don't mix them up. It's a simple, elegant theory. It is number one of 73 management theories without ever having a replication crisis. And that's significant. Just learn this simple, elegant theory. And I promise you, all of your goal pursuit is going to be a whole lot easier.

Skipped all the learning, just wanted to make money and get people down to the Titanic. I mean, I could go on and on. Don't mix them up. It's a simple, elegant theory. It is number one of 73 management theories without ever having a replication crisis. And that's significant. Just learn this simple, elegant theory. And I promise you, all of your goal pursuit is going to be a whole lot easier.

Skipped all the learning, just wanted to make money and get people down to the Titanic. I mean, I could go on and on. Don't mix them up. It's a simple, elegant theory. It is number one of 73 management theories without ever having a replication crisis. And that's significant. Just learn this simple, elegant theory. And I promise you, all of your goal pursuit is going to be a whole lot easier.

And these two men are still alive. They did the work. They did the scholarship. They just didn't pursue fame. And I'm so grateful to put a spotlight on their work.

And these two men are still alive. They did the work. They did the scholarship. They just didn't pursue fame. And I'm so grateful to put a spotlight on their work.

And these two men are still alive. They did the work. They did the scholarship. They just didn't pursue fame. And I'm so grateful to put a spotlight on their work.

So that's a case study I have in the book. I have spent just hundreds of hours looking at Boeing and the MCAS failure, because again, people lost their lives. Because what you see when you mix up a learning goal and a performance goal is companies lose their reputation. Sometimes they never get it back and people lose their lives like they did with the Boeing 737 MAX with the MCAS failure.

So that's a case study I have in the book. I have spent just hundreds of hours looking at Boeing and the MCAS failure, because again, people lost their lives. Because what you see when you mix up a learning goal and a performance goal is companies lose their reputation. Sometimes they never get it back and people lose their lives like they did with the Boeing 737 MAX with the MCAS failure.

So that's a case study I have in the book. I have spent just hundreds of hours looking at Boeing and the MCAS failure, because again, people lost their lives. Because what you see when you mix up a learning goal and a performance goal is companies lose their reputation. Sometimes they never get it back and people lose their lives like they did with the Boeing 737 MAX with the MCAS failure.

It is such a good example that American Airlines, Boeing's biggest customer, just went to them and said, we're about to place an order for 200 planes with Airbus. They've been innovating while you've been sitting still. And so they had this board of directors that was, sorry to say it, it was mostly white men doing what I call planning. the Hobsburg jaw effect.

It is such a good example that American Airlines, Boeing's biggest customer, just went to them and said, we're about to place an order for 200 planes with Airbus. They've been innovating while you've been sitting still. And so they had this board of directors that was, sorry to say it, it was mostly white men doing what I call planning. the Hobsburg jaw effect.

It is such a good example that American Airlines, Boeing's biggest customer, just went to them and said, we're about to place an order for 200 planes with Airbus. They've been innovating while you've been sitting still. And so they had this board of directors that was, sorry to say it, it was mostly white men doing what I call planning. the Hobsburg jaw effect.

They were all sitting around inbred ideas and it became sterile. There were no good ideas coming out of that. It was a lot of groupthink. And in the eighties, Jack Welch and other CEOs began to demand higher pay packages. And they used to cut, cut, cut to get more productivity and squeeze workers to the max while giving themselves these avaricious pay packages. Jack Welch is the