A young apprentice visited a master calligrapher, eager to learn the art of the brush.
For months, he practiced the same single stroke, a simple line, over and over.
One day, frustrated, he asked the master, “Why must I repeat this stroke endlessly? I’ve already learned it.”
The master smiled and poured two cups of tea.
He handed one to the apprentice, who drank quickly.
The master then poured more tea, but the apprentice’s cup overflowed.
“You didn’t leave space for more,” the master said. “Just like your stroke. You’ve learned it once, but not yet learned it deeply.”
The apprentice returned to his practice, slower now, curious rather than impatient.
Years later, his stroke still looked like a line to others.
But to him, it carried weight, flow, and presence.
He had improved—not through grand leaps, but through intentional and quiet repetition.
In business—and in life—we often chase novelty or breakthroughs, looking for the next “big thing” to deliver amazing results for our relationships and business results. But excellence hides in the subtle art of continuous improvement: refining how we listen, lead, decide, and deliver.
When we commit to continuous learning, the question isn’t “Have I done this before?”; the question becomes “How can I do it better today?”
Enjoy your June issue of news2use, and thanks for your comments, ideas, and feedback – they are helpful and inspiring!
Regards,
Dan
“Relevant & pragmatic ideas, tools and insights to play at your best.”
For You
Over the past four years, I have downsized from a large, energizing office – think people, exchanging ideas, meeting corners, and an ample supply of pin boards and flip charts – to a solo room built for focus. It’s been great for thinking. Less great for letting go.
I still have boxes of highlighters, file folders, and “important” papers that haven’t been important since the London Summer Olympics. Some days, it feels like the stationery aisle at a sad pop-up museum of my professional past.
Why is it so hard to toss this stuff? It’s not about the paper. It’s about the part of me that still thinks, “Maybe I’ll need this… just in case.” The reality is, I won’t.
Letting go sounds simple. But whether it’s old roles, outdated habits, or ten pounds of unused binder clips, it takes a surprising amount of honesty to say, “This doesn’t serve me anymore.”
Sometimes growth isn’t about adding more – it’s about clearing out. When we let go of what’s no longer essential, we create space for what truly matters to arrive, breathe, and take root.
Here’s an idea – Take ten minutes to scan your workspace, physical or digital. Find one thing you’ve been holding onto “just in case”. Ask yourself honestly, “Is this helping me move forward – or just holding space?”
If it’s the latter, let it go. Small releases create big room.
For You & Your Team
We often talk about teams as the engines of organizational performance, and they are. They drive execution, deliver results, and turn strategies into action.
But if we stop there, we miss something essential.
Teams aren’t just delivery mechanisms. They’re the most powerful setting for learning and growth in any organization. Why? Because teams are where patterns show up. They’re where feedback is visible, collaboration gets tested, and habits—good and bad—become contagious.
When teams make space to share best practices, reflect on what’s working (and what’s not), and build trust through real dialogue, they don’t just perform better—they evolve. Individually and collectively.
If you want a learning culture, start with your teams. Not with a new system, not with another all-hands training, but with the rhythm of everyday conversations where growth is safe, valued, and shared.
At your next team meeting, set aside ten minutes to discuss, “What’s one thing we’ve learned lately that’s made us better—and how can we make it a habit?”
Teams grow when learning is shared, not siloed. Make your team a place where progress gets noticed—and multiplied.
For You, Your Team & Your Business
There are few things more powerful in business – or in life – than witnessing someone who takes full ownership of their growth. It’s inspiring. It creates momentum. And it sets a tone others want to follow.
Yet in many executive team discussions, I hear thoughtful conversations about the development of others: building talent pipelines, crafting succession plans, and identifying high potentials. What’s often missing? A development plan for themselves.
Leadership isn’t a finished state. It’s a practice. And if we want others to keep learning, stretching, and improving, we need to model that ourselves– not just in words, but in action.
Ask yourself, “If someone looked at how I invest in my own growth, would it inspire them to do the same?”
If the answer is no—or even “not sure” – then that’s a signal worth paying attention to.
Because in the end, the most credible development plan you can advocate for… is your own.
People, Places & Technology
Lunch is one of the few times in the day when people pause – so why not use that pause to grow stronger as a team?
I’m offering Lunch & Learn sessions based on my book, “Executive Ownershift, Creating Highly Effective Leadership Teams.” These sessions are packed with real insights from my work with over 150 executive teams across three continents—what helps leadership teams thrive, and what quietly holds them back.
It’s a focused, thought-provoking conversation designed to fit into your lunch hour, whether you gather face-to-face or virtually.
If you’re looking to bring fresh thinking into your team without adding another meeting to the calendar, let’s talk.
If you’ll bring your appetite, I’ll bring the shift.
Thought for the Day
Learning is the best of all wealth;
It is easy to carry,
Thieves cannot steal it,
Tyrannts cannot seize it;
Neither water nor fire can destroy it;
And far from decreasing,
it increases by giving. -Naladiyar