Jason Feifer

I can because I've spent a lot of time thinking about it. Each week, the editor-in-chief of Entrepreneur Magazine, which is me, gives you one way to be more successful and satisfied and build a career or company that you love.

I can because I've spent a lot of time thinking about it. Each week, the editor-in-chief of Entrepreneur Magazine, which is me, gives you one way to be more successful and satisfied and build a career or company that you love.

I can because I've spent a lot of time thinking about it. Each week, the editor-in-chief of Entrepreneur Magazine, which is me, gives you one way to be more successful and satisfied and build a career or company that you love.

Yeah. So my newsletter has gone through three phases. And then I have spent a lot of time iterating inside of each of those phases. So let me give you the quick rundown. The newsletter began as The Pfeiffer Five, which is a terrible name.

Yeah. So my newsletter has gone through three phases. And then I have spent a lot of time iterating inside of each of those phases. So let me give you the quick rundown. The newsletter began as The Pfeiffer Five, which is a terrible name.

Yeah. So my newsletter has gone through three phases. And then I have spent a lot of time iterating inside of each of those phases. So let me give you the quick rundown. The newsletter began as The Pfeiffer Five, which is a terrible name.

Yes, that is before your time. That was a terrible name. And the idea was simply that each month I would send out five things that I found useful. And it was called the five for five because my last name is Pfeiffer and there were five things. Terrible, absolutely terrible. Because it didn't communicate anything about anything.

Yes, that is before your time. That was a terrible name. And the idea was simply that each month I would send out five things that I found useful. And it was called the five for five because my last name is Pfeiffer and there were five things. Terrible, absolutely terrible. Because it didn't communicate anything about anything.

Yes, that is before your time. That was a terrible name. And the idea was simply that each month I would send out five things that I found useful. And it was called the five for five because my last name is Pfeiffer and there were five things. Terrible, absolutely terrible. Because it didn't communicate anything about anything.

It set absolutely no expectations for why you should sign up for this thing. And then the cadence at monthly, you forgot that you even subscribed to it by the time the next one showed up. Then it became Build for Tomorrow, which was the name of my book and I thought would also be the name of my newsletter. And the book is about change.

It set absolutely no expectations for why you should sign up for this thing. And then the cadence at monthly, you forgot that you even subscribed to it by the time the next one showed up. Then it became Build for Tomorrow, which was the name of my book and I thought would also be the name of my newsletter. And the book is about change.

It set absolutely no expectations for why you should sign up for this thing. And then the cadence at monthly, you forgot that you even subscribed to it by the time the next one showed up. Then it became Build for Tomorrow, which was the name of my book and I thought would also be the name of my newsletter. And the book is about change.

And so I thought I would make the newsletter about change, how to navigate change, how to thrive in times of change. But I found that to be too abstract, too difficult to write to. And also, you know, change is like a thing people deal with, but it isn't a thing that people wake up in the morning saying, I need to read about, you know? Mm-hmm.

And so I thought I would make the newsletter about change, how to navigate change, how to thrive in times of change. But I found that to be too abstract, too difficult to write to. And also, you know, change is like a thing people deal with, but it isn't a thing that people wake up in the morning saying, I need to read about, you know? Mm-hmm.

And so I thought I would make the newsletter about change, how to navigate change, how to thrive in times of change. But I found that to be too abstract, too difficult to write to. And also, you know, change is like a thing people deal with, but it isn't a thing that people wake up in the morning saying, I need to read about, you know? Mm-hmm.

So then I rebranded it as One Thing Better, which is what it is now. And my thinking behind it was people get too many newsletters and they get too much information inside of those newsletters. It is a deluge inside of a deluge. And... I know that if you give people 10 things to do, they'll do zero of them. Instead, why don't I orient this newsletter around a promise?

So then I rebranded it as One Thing Better, which is what it is now. And my thinking behind it was people get too many newsletters and they get too much information inside of those newsletters. It is a deluge inside of a deluge. And... I know that if you give people 10 things to do, they'll do zero of them. Instead, why don't I orient this newsletter around a promise?

So then I rebranded it as One Thing Better, which is what it is now. And my thinking behind it was people get too many newsletters and they get too much information inside of those newsletters. It is a deluge inside of a deluge. And... I know that if you give people 10 things to do, they'll do zero of them. Instead, why don't I orient this newsletter around a promise?

That promise is that every time you read this, it will be simple. It will be straightforward. It will be one thing that you can do. It feels very manageable. I was dealing with the problem of I speak to a broad audience. I think that newsletters actually have an advantage if they speak to a very specific audience. I speak to a broad audience. So that was my way of approaching it.

That promise is that every time you read this, it will be simple. It will be straightforward. It will be one thing that you can do. It feels very manageable. I was dealing with the problem of I speak to a broad audience. I think that newsletters actually have an advantage if they speak to a very specific audience. I speak to a broad audience. So that was my way of approaching it.