Ryan Holiday

I'm sure you've had people that have worked for you that are like this, where it's like, I'm not trying to hurt your feelings, but if this feedback or information, this thing I'm trying to teach you does not get through,

You cannot work here anymore.

That person's ego or their sense of self or whatever it is, they would rather get fired than change.

Yeah, interesting.

Right.

Or they would rather not improve and get fired than go through the discomfort of having to try to do things a different way.

And so the ability to hear information that you don't want to hear is really important.

Again, this is very different than like random people hurling things at you on the Internet.

But it is when I send in a draft, I'm going to get a lot of notes back.

Some of those notes are going to be wrong and I have to ignore them.

And a lot of those notes are going to be good.

And then a lot of those notes are going to be somewhere in between.

And the ability to filter and sift through this criticism and know what to take and what to ignore, that is the art of taking and receiving feedback.

The unsolicited feedback is one thing, but it's more like what's the team you're building around you, whether it's the president has the cabinet and then the kitchen cabinet, like they're formal and they're informal advisers.

You have your producer.

You have your peers.

You have your advertisers.

You have your friends.

And then you have your spouse.

These are all the people you want to be.