Jason Feifer

Where you're discovering that the forcing function of separating out parts of life or of having to be more intentional about how you're doing something because it now has to fit into a more complex life with a child. All of that, or as crazy making as it can be, if you think about it in a different way, those breaks are the things that allow for growth.

Where you're discovering that the forcing function of separating out parts of life or of having to be more intentional about how you're doing something because it now has to fit into a more complex life with a child. All of that, or as crazy making as it can be, if you think about it in a different way, those breaks are the things that allow for growth.

Where you're discovering that the forcing function of separating out parts of life or of having to be more intentional about how you're doing something because it now has to fit into a more complex life with a child. All of that, or as crazy making as it can be, if you think about it in a different way, those breaks are the things that allow for growth.

Yeah, I want to hear more about that.

Yeah, I want to hear more about that.

Yeah, I want to hear more about that.

Yeah, yeah, yeah. When you were talking about identity, I was reminded of this moment, which I'll share, maybe useful. So when I travel and do keynotes, I often do this thing where I walk people through an exercise to identify a mission statement for themselves. The idea being that we make this mistake of too closely tying our identities to the roles that we occupy or the tasks that we perform.

Yeah, yeah, yeah. When you were talking about identity, I was reminded of this moment, which I'll share, maybe useful. So when I travel and do keynotes, I often do this thing where I walk people through an exercise to identify a mission statement for themselves. The idea being that we make this mistake of too closely tying our identities to the roles that we occupy or the tasks that we perform.

Yeah, yeah, yeah. When you were talking about identity, I was reminded of this moment, which I'll share, maybe useful. So when I travel and do keynotes, I often do this thing where I walk people through an exercise to identify a mission statement for themselves. The idea being that we make this mistake of too closely tying our identities to the roles that we occupy or the tasks that we perform.

So it's like, if I go around and say, my identity is I'm a magazine editor, the problem with that is it's just so easily changeable. The roles we occupy and the tasks we perform are changeable. And so if that's what our identity is, then our identity is too easily rocked.

So it's like, if I go around and say, my identity is I'm a magazine editor, the problem with that is it's just so easily changeable. The roles we occupy and the tasks we perform are changeable. And so if that's what our identity is, then our identity is too easily rocked.

So it's like, if I go around and say, my identity is I'm a magazine editor, the problem with that is it's just so easily changeable. The roles we occupy and the tasks we perform are changeable. And so if that's what our identity is, then our identity is too easily rocked.

If I'm a magazine editor as an identity, then all it takes is one guy, Bill, my boss at Entrepreneur Magazine, one guy calling me and firing me to completely obliterate the identity. And that's a bad place to be. So I encourage people to create a mission statement for themselves where it's a short sentence.

If I'm a magazine editor as an identity, then all it takes is one guy, Bill, my boss at Entrepreneur Magazine, one guy calling me and firing me to completely obliterate the identity. And that's a bad place to be. So I encourage people to create a mission statement for themselves where it's a short sentence.

If I'm a magazine editor as an identity, then all it takes is one guy, Bill, my boss at Entrepreneur Magazine, one guy calling me and firing me to completely obliterate the identity. And that's a bad place to be. So I encourage people to create a mission statement for themselves where it's a short sentence.

It starts with I, every word carefully selected because it is not anchored to something that's easily changeable. So it's the difference between I am a magazine editor and I tell stories in my own voice. And because I tell stories in my own voice, it's like I can do that anywhere. You could fire me from everything and I can still do that in any platform.

It starts with I, every word carefully selected because it is not anchored to something that's easily changeable. So it's the difference between I am a magazine editor and I tell stories in my own voice. And because I tell stories in my own voice, it's like I can do that anywhere. You could fire me from everything and I can still do that in any platform.

It starts with I, every word carefully selected because it is not anchored to something that's easily changeable. So it's the difference between I am a magazine editor and I tell stories in my own voice. And because I tell stories in my own voice, it's like I can do that anywhere. You could fire me from everything and I can still do that in any platform.

You can take it anywhere you go. Yeah. Nicely done. Nicely done. So I gave this little talk as I often do. I was at a YPO event in Chicago. And afterwards, this woman came up to me. People often come up to me afterwards and they tell me the mission statement that they came up with. And it's usually stuff like, I help teams achieve greatness or I solve the most complex problems. They're great.

You can take it anywhere you go. Yeah. Nicely done. Nicely done. So I gave this little talk as I often do. I was at a YPO event in Chicago. And afterwards, this woman came up to me. People often come up to me afterwards and they tell me the mission statement that they came up with. And it's usually stuff like, I help teams achieve greatness or I solve the most complex problems. They're great.