When to Grow and When to Say No.

什么时候发展,什么时候说不。

Good Life Project

自我完善

2017-06-08

12 分钟
PDF

单集简介 ...

What if you said no to every new idea and opportunity, until whatever you're currently working on is operating at a level of stun?We have so many opportunities come at us all day long. Ideas, projects, products, partnerships and paths that could lead to new experiences, ventures and impact. And fun!It's easy to become dazzled into saying yes to all. Entrepreneurial and career ADD is alive and well.Problem is, with rare exception, saying yes to something new is the wrong call, unless and until the thing you're currently doing is already operating at or near it's true potential. How and why, and what to do about that is what we're talking about on today's GLP Riff.Rockstar sponsors & supporters:Camp GLP - Come spend 3 1/2 days with "your people," make amazing friendships, drop the facade, reignite your vitality and learn powerful strategies and breakthrough business ideas. Learn more & grab your spot now. http://goodlifeproject.com/camp/ Hosted on Acast. See acast.com/privacy for more information.
更多

单集文稿 ...

  • So I've been thinking a lot recently about the idea of add entrepreneurial, add capacity and success.

  • And that's where I want to go on today's good life project riff.

  • So back in the day when I owned a yoga center in Hell's Kitchen, New York City, I remember I was trying to figure out, you know, what should we do when we first open the doors?

  • In theory, if we wanted to present ourselves as we're big, we're new, we're the place to be, we should have a full schedule of classes and kind of like, people should look at it and say, wow, like, these guys are opening big and I need to be a part of this.

  • But then there was something else in me that also said, you know, the truth is that it matters less how many offerings we have on the calendar.

  • What matters more is that whatever we do offer, it should feel like that one moment is the moment to be, the place to be.

  • And what I realized was that if we started with a whole bunch of class offerings on the calendar, that if we had 1000 people come through our location in a one week window of time, that if that was divided between 50 classes, there would be a lot fewer people in each class than if it was divided between ten classes.

  • And what I realized was that in the early days, it was actually more important for us to have fewer classes, fewer offerings.

  • But every time somebody stepped into a room, there was a certain energy.

  • There were enough people in there.

  • So the experience made people say, wow, this is really powerful.

  • This is the place to be.

  • And that's the approach that we took.

  • So when we open our doors, we had two classes per day, one in the morning, one in the evening.

  • And very quickly because of that, we were able to book them out.

  • What I realized also was that there are really only two peak times in the day.

  • So during the two peak times, when people came, no matter when they came, which was really just two times, everything was busy, it was packed, it was wall to wall.

  • And because of that, word got around that this was the place to be.

  • And pretty soon the rooms got maxed out and people were going mat to mat.

  • And in a hot, sweaty vinyasa yoga class, people started saying, we need more room.