Skip to main content

How History’s Awesome Twentysomethings Got It Together

 

Prepare to be enlightened, fascinated and inspired by the stories of some of history’s iconic men and women that show where they were at near the age of 25. And how they overcame obstacles, defied their critics and forged ahead to attain success. 

Author Robert L. Dilenschneider tells these stories of 25 men and women from around the globe who shaped the world in his new book, Nailing It

You’ll learn how these individuals:

  • Came from modest means and went on to help change the world.
  • Went on to do what put them in the history books.
  • Used their unique personal traits to enable them to beat all odds and persevere.

The stories offer some perspective on what young people are experience now. The pandemic has turned young adulthood upside-down. For millions of millennials, what should be a key transformation period, full of adventure, freedom, and self-exploration, has been temporarily halted. Key life events have been put on hold, delayed, or outright cancelled. Now they have even more challenges ahead of them in figuring out their life paths.

Fortunately, history shows, and Nailing It reveals, inspiring examples of successful people who experienced delayed progress in their 20s, forced to take circuitous paths to their life callings, even overcoming tragic starts.

Nailing It includes the stories of:

  • Maya Angelou
  • Albert Einstein
  • Steve Jobs
  • Sally Ride
  • Mary Shelley
  • Jackie Robinson
  • …and 19 more

Robert L. Dilenschneider

Today, Dilenschneider shares these added insights with us: 

Question: How many of the 25 people you profiled in your book were on your original list of landmark figures you planned to profile? If your original list changed, why did it change? 

Dilenschneider: We had well over 100 people on the original list. We whittled it down to get to those who were cited based on what they had to offer to readers.

The idea is to inspire young people and help them recognize that they can make a difference. For the more mature this book offers a snapshot of history in the making. 

Question: Who might have been the few additional people you would have profiled in your book if you had gone beyond 25? 

Dilenschneider: There are dozens of individuals from the world of politics, business and social services that could be profiled, including Nelson Mandela, Tony Blair and Mao Tse Tung. There are many who fit into this category.   

Question: Among the 25 iconic individuals profiled, what were the couple common themes that made them all awesome? 

Dilenschneider: They had a determination and a focus for what they did. And they had a plan, and they worked the plan. They kept their head down and they did not deviate from their plan. 

In almost every case these men and women took prudent risks, were oblivious to criticism, and exercised a laser-like focus on their objectives. 

My hope is that knowing where these people were in their lives at that age—whether their acts were together, or not— will be informative and encouraging. Their stories offer some perspective on what young people are experiencing now. 

Question: Of the 25, which one has impressed you the most and why? 

Dilenschneider: I like Honoré Daumier because he not only offered criticisms of the art establishment in France, but provided on a regular basis serious look into the politics of what was taking place – almost as good as a newspaper. He immediately grasped the implication of combining the relatively new art form of lithography with political satire. 

There was another aspect to Daumiers long career. He eventually developed into a prolific portrait, landscape, and genre painter. He produced around five hundred oils and watercolors that garnered little or no attention from the public during his lifetime, to his disappointment. Posthumously, though, critics saw in this work a foretaste of impressionism, the art movement that had just appeared on the horizon, and appreciation rose. 

Every era in history has needed artists, writers, comedians, graphic designers, commentators, pundits, and others to pull the curtain aside, à la Dorothys dog Toto in The Wizard of Oz, and show us whats really going on. Every era has had such people, and Daumier occupies a notable place in the long line of political and social satirists. 

Dilenschneider is founder of The Dilenschneider Group. Headquartered in New York and Chicago, the Firm provides strategic advice and counsel to Fortune 500 companies and leading families and individuals around the world, with experience in fields ranging from mergers and acquisitions and crisis communications to marketing, government affairs and international media. 

Dilenschneider has authored 14 books, including Decisions: Practical Advice from 23 Men and Women Who Shaped the World; A Briefing for Leaders; On Power, The Critical 14 Years of Your Professional Life; 50 Plus!—Critical Career Decisions for the Rest of Your Life, and Power and Influence: The Rules Have Changed. 

Thank you to the book’s publisher for sending me a copy of the book.

Comments

Popular posts from this blog

What Business Leaders Need To Know About AI

Mastering AI  by  Jeremy Kahn  is absolutely a must-read for every business leader who wants to better understand the history and evolution of AI (Artificial Intelligence), and more important, the promise and perils of AI for businesses and society. Even if you think you have a basic understanding of AI, this book is an essential resource for you.   That is because Kahn delivers not only a timely, thorough and thought-provoking examination of AI’s benefits to humanity as well as its potentially chilling dangers, but also and vitally, a declaration for how we should proceed as AI evolves. Reading  Mastering AI  reminded me of the popular  The Popcorn Report  by Faith Popcorn – where in 1992 she identified and forecasted trends to chart the future's impact on our businesses, our lives, and our world.  Similarly,  Fortune  magazine journalist, Kahn, draws on his expertise and extensive contacts among the companies and scientists at the...

Great Business Quote

Here's a great quote from author and speaker Harvey Mackay : "When a person with money meets a person with experience, the person with the experience ends up with the money, and the person with the money ends up with the experience."

How To Unleash Your Full Potential

To accomplish something great, author   Matt Higgins   says you need to toss your Plan B overboard and   burn the boats . “You have to give yourself no escape route, no chance to ever turn back. You throw away your backup plans and your push forward, no longer bogged down by the infinite ways in which we hedge our own successes.” You’ll learn plenty more about what it means to burn the boats, how to unleash your full potential, and how to tear down your barriers to achieving success in Higgins’ new book,  Burn The Boats  – a business-advice and self-help book. Five of the most powerful takeaways are these according to Higgins: Trust your instincts and reject conventional wisdom : We are the only ones who know the full extent of our gifts, and the paths we are meant to follow. Proprietary insights are the keys to game-changing businesses : you don’t need a unique project to start an empire, just an intuition all your own. Your deepest flaws can be fuel for your g...

Use A Board Of Advisors

David Burkus often provides valuable comments to my various Blog postings, and he's a person who effectively uses a board of advisors, instead of mentors, to help him achieve success. "I've found that in my life, it was easier and more effective to set up a board of advisors," said Burkus, the editor of LeaderLab . "This is a group of people, three to five, that have rotated into my life at various times and that speak into it and help me grow. I benefit from the variety of experience these people have." LeaderLab is an online community of resources dedicated to promoting the practice of leadership theory. Its contributors include consultants and professors who present leadership theory in a practitioner-friendly format that provides easy-to-follow explanations on how to apply the best of leadership theory. Community users can download a variety of research reports and presentations about leadership and leadership versus management. For example, a pr...

How To Improve Your Internal Communication Skills

Here is this week's book recommendation.  It's a quick read, yet power-packed with useful tips for communicating effectively -- tips you can start to use tomorrow.  And, the eBook is free! As author David Grossman says, "good internal communication gets the message out, but great internal communication helps employees connect the dots between overarching business strategy and their role. When it’s good, it informs; when it’s great, it engages employees and moves them to action. Quite simply, it helps people and organizations be even better." I really found this book useful.

Top Five Factors That Drive Employee Loyalty

A 2010 survey by the Society for Human Resource Management shows that job security is what matters most to employees. And, having that job security helps to keep employees loyal.  Okay, that's really not too surprising during these times of high unemployment. Next on the list is benefits . The unstable economy, coupled with rising health care costs, make employer offered benefits more important than ever. Third on the top five list is an employee's opportunity to use his/her skills . When employees feel good about their jobs and their abilities, and clearly know they are contributing to their organization they remain engaged and loyal.  In fourth place is an organization's financial stability . Compensation came in fifth on the top five list. Employee pay often is not the most important driver for employee retention.  Despite study after study that shows pay is not the top reason employees stay with a company, research results like these often surpris...

5 Tips For Generating Ideas From Employees

Your employees have lots of ideas.  So, be sure you provide the forums and mechanisms for your employees to share their ideas with you.  Hold at least a few brainstorming sessions each year, as well. And, when you are brainstorming with your employees, try these five tips: Encourage ALL ideas.  Don't evaluate or criticize ideas when they are first suggested. Ask for wild ideas.  Often, the craziest ideas end up being the most useful. Shoot for quantity not quality during brainstorming. Encourage everyone to offer new combinations and improvements of old ideas.

5 Reasons To Do An Employee Survey

Business leaders who wonder whether they should conduct an employee survey should think about these five good reasons for conducting surveys, as recommended by John Kador and Katherine J. Armstrong in their book, Perfect Phrases for Writing Employee Surveys : 1.  To discover what employees are thinking and doing – in a nonthreatening survey environment. You will learn what motivates employees and what is important to them. 2.  To prioritize the organization’s actions based on objective results – rather than relying on subjective information or your best guesses. 3.  To provide a benchmark – or a snapshot of your employees and their attitudes at a certain point of time that you can then compare to future surveys to spot trends. 4.  To communicate the importance of key topics to employees – by communicating with employees the survey results that shows your organization is listening to employees. 5.  To collect the combined brainpower and ideas of the wor...

Give Positive Feedback. Don't Praise.

There is an important difference between giving your employees positive feedback and giving them praise . Positive feedback focuses on the specifics of job performance. Praise, often one-or two-sentence statements, such as “Keep up the good work,” without positive feedback leaves employees with empty feelings. Worse yet, without positive feedback, employees feel no sense that they are appreciated as individual talents with specific desires to learn and grow on the job and in their careers, reports Nicholas Nigro, author of, The Everything Coaching and Mentoring Book . So, skip the praise and give positive feedback that is more uplifting to your employees because it goes to the heart of their job performance and what they actually do. An example of positive feedback is : “Bob, your communications skills have dramatically improved over the past couple of months. The report that you just prepared for me was thorough and concise. I appreciate all the work you’ve put into it, as...

Critical Questions To Ask New Hires

In  Paul Falcone ’s book,  75 Ways For Managers To Hire, Develop And Keep Great Employees , he recommends asking new employees the following questions 30, 60 and 90 days after they were hired:   30-Day One-on-One Follow-Up Questions Why do you think we selected you as an employee? What do you like about the job and the organization so far? What’s been going well? What are the highlights of your experiences so far? Why? Tell me what you don’t understand about your job and about our organization now that you’ve had a month to roll up your sleeves and get your hands dirty. Have you faced any unforeseen surprises since joining us that you weren’t expecting?   60-Day One-on-One Follow-Up Questions Do you have enough, too much or too little time to do your work? Do you have access to the appropriate tools and resources? Do you feel you have been sufficiently trained in all aspects of your job to perform at a high level? How do you see your job relating to the organization’...