Get Better at Getting Better

1. Success Hinges on a Powerful "Get-Better Model" (GBM)

Success is not about how good you are; it is about how powerful and effective a model you have to improve how good you are.

GBM is Key. The core message is that success isn't solely determined by innate talent or current skill level, but rather by the effectiveness of one's "Get-Better Model" (GBM). This model represents your system for continuous self-improvement, emphasizing the ability to learn, adapt, and grow. The book advocates for prioritizing the development and refinement of this model as the primary driver of long-term success.

Effort Multiplied. The author presents a simple equation: Success = Effort x GBM. This highlights that effort alone is insufficient; it's the quality of your GBM that determines how effectively your effort translates into results. A superior GBM allows you to achieve more with the same amount of effort, accelerating your progress and maximizing your potential.

Kaizen for Humans. The concept of GBM is likened to Kaizen, the principle of continuous improvement applied to machines and processes. This book, in essence, offers a framework for Kaizen applied to individuals, providing tools and techniques for working professionals to constantly enhance their capabilities and adapt to the ever-changing demands of the modern workplace.

2. Shift from Knowing Answers to Mastering Methods

If you want to get better, you should not stop at just knowing the answer, but get to the method.

Beyond Rote Learning. The book emphasizes the critical distinction between simply knowing the answer to a problem and understanding the underlying method used to arrive at that answer. While knowing answers can provide short-term solutions, mastering methods equips you with the ability to solve novel problems and adapt to changing circumstances. This shift from domain dependence to domain independence is crucial for long-term career success.

The Review Process. The key to transitioning from answer-focused to method-focused thinking is a disciplined self-review process. By consistently asking "What could I have done to get a better outcome?" after each experience, you force yourself to analyze the underlying methods and identify areas for improvement. This deliberate practice builds the habit of seeking deeper understanding and developing more effective problem-solving approaches.

Radhakrishnan's Story. The story of Radhakrishnan, who excelled by following instructions but faltered when required to lead independently, illustrates the importance of mastering methods. RK's success was dependent on Arasu's knowledge, but he never developed his own methods. The story highlights the danger of relying solely on pre-existing answers and the need to cultivate the ability to derive solutions from first principles.

3. Reflection Unlocks Core Capability Improvement

Each time you do a review, it improves your method to find the answer for the situation you are in. However, if you want to fundamentally improve the capabilities you have, then you have to go beyond review to reflection.

Beyond Situation-Specific Solutions. While reviews help refine your methods for specific situations, reflection is essential for improving your core capabilities. Reflection involves asking "Why could I not get the better outcome the first time itself?" This introspective process helps identify underlying weaknesses in areas such as analytical skills, people skills, or organizational abilities.

Specific and Outside-In. The book offers two techniques for superior reflection: specific reflection, which involves targeting the reflection question to a particular aspect of the situation, and outside-in reflection, which involves answering the reflection question from the perspective of someone else. These techniques help avoid superficial answers and delve into the root causes of performance limitations.

The "I" is Crucial. The author emphasizes that reflection must be centered on personal accountability. Answers should begin with "I did not..." rather than externalizing blame to others or circumstances. This focus on self-improvement is essential for driving meaningful change and developing a growth mindset.

4. Cultivate the Pilot's View for Strategic Advantage

You will have a great career only when what you do makes an impact on the company as a whole.

Beyond the Bus Driver. The book introduces the concept of the "pilot's view," which represents the ability to see the bigger picture and understand how your work contributes to the overall goals of the organization. This perspective is contrasted with the "bus driver's" view, which is limited to the immediate tasks and responsibilities of your role. Developing the pilot's view is crucial for progressing beyond middle management and making a significant impact.

Passenger Technique. One way to cultivate the pilot's view is to actively listen and observe during meetings where senior managers articulate the company's priorities. Pay attention to the language they use, the issues they emphasize, and how they frame the challenges facing the organization. Then, ask yourself how your work aligns with these priorities and how you can contribute to the bigger picture.

Thought Experiments. Even without direct access to senior management perspectives, you can develop the pilot's view through thought experiments. Ask yourself questions like "What are the most important drivers for my company's success?" and "What would I do differently if I were in the CEO's position?" These exercises can help you broaden your perspective and identify opportunities to make a greater impact.

5. Leverage Your Boss and Team for Accelerated Growth

The single greatest resource you have in your get-better journey is your boss.

Boss as a Training Program. The book emphasizes the untapped potential of your relationship with your boss as a personalized training program. By shifting your intent from a transactional relationship focused solely on results to a learning-oriented partnership, you can unlock valuable mentorship and guidance. This involves actively seeking your boss's insights, asking about their methods, and being receptive to their feedback.

Team Feedback. In addition to leveraging your boss, the book highlights the importance of seeking feedback from your team. As you progress in your career, your effectiveness with those reporting to you becomes increasingly crucial. Actively soliciting feedback from your team can provide valuable insights into your leadership style and identify areas for improvement.

Method over Answers. When your team seeks your guidance, resist the urge to simply provide answers. Instead, explain the methods you used to arrive at those answers, empowering them to develop their own problem-solving skills. This approach not only helps your team get better but also reinforces your own understanding of the underlying principles.

6. Transform Training and Books into Inflection Points

A training programme or a book is like the practice session for us corporate players.

Beyond Knowledge Acquisition. The book emphasizes that attending training programs or reading books is not enough to drive meaningful change. The key is to go beyond simply acquiring knowledge and actively embedding that knowledge into your behaviors and habits. This requires a deliberate effort to apply what you've learned and translate it into tangible actions.

The Friday/Monday Syndrome. To combat the tendency to revert to old habits after a training program or reading a book, the book introduces the "Friday/Monday syndrome." This highlights the importance of taking immediate action on Monday to implement what you've learned. If your actions on Monday are no different from what they would have been on Friday, the training or book is unlikely to have a lasting impact.

Actionable Steps. To maximize the value of training programs and books, identify the most important get-better opportunities and create a plan for implementing them. Connect the new knowledge to your existing reflections and core capabilities, and start applying it from the very next day. This proactive approach transforms learning from a passive activity into a catalyst for personal growth.

7. Elevate Your Ecosystem: From Vendors to Partners

The successful companies and individuals in the future will be those who can leverage their ecosystems as force multipliers and not as vendors and suppliers.

Beyond Transactions. The book challenges the traditional view of external vendors as mere suppliers and advocates for building true partnerships based on collaboration and mutual benefit. This involves shifting your mindset from a transactional approach focused solely on price negotiation to a relationship-oriented approach focused on co-creation and shared success.

Empowerment through Remuneration. To foster a high-quality external ecosystem, the book suggests empowering your partners by providing them with the resources they need to attract and retain top talent. This may involve adjusting remuneration models to prioritize quality over cost, ensuring that your partners can afford to deploy skilled professionals to your business.

Leadership Sets the Tone. The book emphasizes that the culture of partnership must be driven from the top. Leaders who model collaborative behaviors and treat vendors as valued partners set the tone for the entire organization, fostering an environment where external relationships are viewed as strategic assets rather than mere cost centers.

8. Reinvigorate Stagnant Careers by Prioritizing Growth

The real reason careers get stuck is because we stop getting better.

Beyond External Blame. The book challenges the common tendency to attribute career stagnation to external factors such as office politics or lack of opportunities. Instead, it argues that the primary reason careers get stuck is a failure to continuously improve and adapt. This requires a shift in mindset from blaming external circumstances to taking ownership of your own growth.

Time vs. GBM Stage. The book introduces the concept of "time stage" and "GBM stage" in career development. The "time stage" represents the early years where progress is driven by experience and hard work. However, as you advance, the "GBM stage" requires a focus on continuous learning and adaptation. Those who fail to develop a strong GBM often stagnate at this stage.

Actionable Steps. To reinvigorate a stagnant career, the book recommends prioritizing getting better over simply producing results. This involves actively seeking new challenges, developing new skills, and cultivating a growth mindset. Taking on a new role in a different domain can force you to develop new methods and capabilities, breaking the cycle of stagnation.

9. Non-MBAs: Build a GBM to Transcend Degree Limitations

Improve the pace at which you get better, improve your GBM, and you will make the absence of the degree irrelevant to your career.

Beyond the Rubber Stamp. The book addresses the common frustration of non-MBA graduates who feel disadvantaged in their careers. It argues that the key to overcoming this limitation is not to simply acquire an MBA degree, but to develop the underlying skills and capabilities that a good MBA program cultivates. This involves focusing on building a strong GBM and demonstrating a commitment to continuous learning.

Organizational Stereotypes. The book acknowledges that organizations often stereotype MBAs and non-MBAs, assigning them to different roles and providing them with different development opportunities. To overcome this bias, non-MBAs must take proactive steps to demonstrate their capabilities and challenge these stereotypes.

Mentorship and Initiative. The book recommends seeking out mentors who can provide guidance and support in your get-better journey. It also emphasizes the importance of taking initiative and seeking out challenging assignments that will stretch your skills and demonstrate your potential. By consistently exceeding expectations, you can make the absence of an MBA degree irrelevant to your career progression.

10. Manage Career Life Cycles by Balancing Change Abilities

To be able to drive that positive change we need to get better in our abilities to drive change.

Early vs. Mature Stages. The book introduces the concept of career life cycles, highlighting the distinct challenges and opportunities that arise at different stages. In the early stage of a new role or company, your ability to spot opportunities for change is high, but your ability to execute change is low. In the mature stage, your ability to execute change is high, but your ability to spot new opportunities may diminish.

Leveraging Strengths. To maximize your effectiveness at each stage, the book recommends leveraging your strengths and mitigating your weaknesses. In the early stage, focus on identifying key areas for improvement and building relationships. In the mature stage, focus on executing your vision and bringing in fresh perspectives to challenge the status quo.

Acquisition Pitfalls. The book applies the career life cycle framework to the context of mergers and acquisitions, explaining why many acquisitions fail to create long-term value. By understanding the change abilities at each stage, companies can avoid common pitfalls and maximize the potential of their acquisitions.

11. Meetings: From Time-Wasters to Growth Catalysts

Every meeting would review the result and the drivers holistically.

Beyond Activity Reviews. The book challenges the common practice of conducting meetings that focus solely on reviewing activities without a clear understanding of the desired outcomes. To transform meetings into productive sessions, it recommends adopting a results-driver framework.

The Y = f(X) Framework. This framework involves clearly defining the desired outcome (Y) and identifying the key drivers (Xs) that influence that outcome. Meetings should then focus on analyzing the relationship between the outcome and the drivers, and developing plans for improving the drivers to achieve the desired results.

Pilot's View and Questions. The book also emphasizes the importance of cultivating the pilot's view during meetings, actively listening to senior managers, and asking questions to understand the underlying methods and reasoning behind decisions. This approach transforms meetings from passive listening sessions into opportunities for active learning and strategic thinking.

12. Apply Get-Better Principles Across All Contexts

Getting better is vital for both the start-up company and the people working in the start-up.

Start-Up Imperative. The book emphasizes that the get-better principles are not limited to traditional organizations but are even more crucial in the fast-paced and uncertain environment of start-ups. For start-ups, continuous improvement is essential for survival and scalability. For employees, it's the best insurance for a good future.

Professional Success. The book extends the get-better principles to professionals like doctors and lawyers, highlighting the importance of holistic development beyond technical skills. Success requires continuous improvement in areas such as client management, financial management, and team leadership.

Education's Role. The book concludes by examining the role of education in shaping our GBM. It challenges the rote learning methods prevalent in many education systems and advocates for a focus on developing critical thinking skills and the ability to find answers independently. By prioritizing the method over the answer, we can empower future generations to thrive in a complex and ever-changing world.

Last updated: April 3, 2025