Use code DAD23 for 20% off + Free shipping on $45+ Shop Now!
This Is Day One
A Practical Guide to Leadership That Matters
By Drew Dudley
Formats and Prices
- Trade Paperback $18.99 $23.99 CAD
- ebook $2.99 $3.99 CAD
- Hardcover $27.00 $34.00 CAD
- Audiobook Download (Unabridged)
This item is a preorder. Your payment method will be charged immediately, and the product is expected to ship on or around March 17, 2020. This date is subject to change due to shipping delays beyond our control.
Also available from:
If you’re intimidated by the mystique surrounding leadership, this book is for you. Dudley simplifies leadership without denying its complexity, demonstrating that leadership in all its forms begins at the same clear and accessible place for everyone: what he calls “Day One.”
Day One is when you discover, define, and start to consistently deliver on your foundational leadership values. Living that day over and over is what creates leaders, and Dudley provides the key tools necessary to craft and commit to your own personal Day One, including:
Sharing the process that led him through battles with alcohol, obesity, and personal tragedy, Dudley shows you how to develop a relentless commitment to the daily behaviors that will make you a better executive, coach, or teacher, and how you can inspire others to do the same.
Most of the leadership on the planet comes from people who don’t see themselves as leaders. This Is Day One shows you how to start changing that. Through the insights of leaders of all types — CEOs, elite athletes, cab drivers, custodians, and everyone in between — Dudley helps you understand what your Day One needs to look like, reminds you why you’re a leader, and makes clear what you can do about it–starting today, on Day One.
This book examines what a leader should do on Day One. That’s its only focus. It doesn’t really get to day two.
This book is a leadership starter kit, so it’s a book for you. Make no mistake: you’re a leader. I recognize you may not think so—or may be in a leadership position you find overwhelming or wonder if you deserve—but you’re a leader. Most people aren’t comfortable with the title, but don’t beat yourself up about it: you’ve been taught to feel that way. It was an untaught lesson, but untaught lessons are usually the most powerful.
I was one of the people who reinforced that lesson. For years I stood in front of university students and taught leadership theories and insights pulled from CEOs, academics, military leaders, and heads of state. Unintentionally I was building a wall between the concept of leadership and the identities of the people sitting in front of me. I was saying to them: “Leaders do big things. Leaders command lots of people. Leaders change the world.”
Unfortunately, most people don’t think they’re doing big things. Most people don’t command lots of people. Most people don’t think they can change the world. As a result, most people don’t think they’re leaders. That’s not innate—we are unconsciously taught that.
This book is about how you can unlearn that lesson. How you can embrace the idea that there is a form of leadership to which we all can and should aspire. A form of leadership you’re already living without giving yourself credit for it.
Most of the leadership in your life is slipping by unrecognized and uncelebrated. It’s not a character flaw or a weakness, but it’s a reality. I’m going to show you how to change that.
This is the story of how leadership was redefined in my life and how it can be redefined in yours. I’ve filled this book with the leadership insights I’ve shared with hundreds of the world’s most dynamic companies and prestigious schools. The Day One leadership philosophy you’ll learn is the same one I’ve taught to hundreds of thousands of people around the globe. It’s a philosophy that redefines what leadership means and who leaders truly are, and as such, it catches some people off guard.
So full disclosure: this book does not focus on how to become or be an effective manager or CEO, build high-performing teams, or acquire wealth, power, and prominence. At least not directly. It focuses on what must come before that. Acquiring positions and titles takes a number of days. This book is about one day: Day One.
Repeat Day One enough times, and the rewards you seek will come. Treat today as Day One on a march toward something better in your life, then treat tomorrow the same way. Repeat.
Many of the things that we’ve been taught define a leader—respect, prestige, influence, financial and social rewards—become more likely if you follow the process laid out in this book. Respect, prestige, influence, financial and social rewards are the natural by-products that emerge from embodying the type of leadership discussed in this book.
No, this book is not about how to become a CEO, manager, team leader, or world changer. It’s a book about how to be the type of person who is great at those things.
It’s about what you do on Day One, and today is Day One.
Let’s get started.
This Is Day One
This Is Day One
I’ve had a lot of Day Ones in my life.
I’ve had Day One of a life without alcohol. I am powerless over alcohol, and for more than two decades it often turned me into far less than the man I want to be.
I’ve had Day One of being a vocal advocate for mental health awareness. Doing so has meant being open about my bipolar disorder in a world where mental illness is often confused with mental weakness. When your career relies entirely on the perceived credibility of your ideas, that can be terrifying.
I’ve had Day One of my life as an entrepreneur. A friend of mine once told me that “the three most addictive things on the planet are crack, carbohydrates,… and a salary.” I didn’t fully grasp the truth of that statement until it came time to give up a steady paycheck from a prestigious university. I wasn’t sure I’d be able to feed myself, let alone build a thriving business and write a book.
I’ve had Day One on a weight-loss voyage of over 100 pounds. When I delivered the TEDx Talk that truly launched my career, I tipped the scales at over 300 pounds. Today, physical fitness is a huge part of my life and I no longer need to look at the scale to know when I’m healthy.
Each of my journeys—to sobriety, mental and physical health, and business success—began with a Day One. There is nothing you want to achieve “one day” that doesn’t begin with a Day One. Day One is when you begin the consistent behaviors that lead to what you’re hoping for one day: the weight loss, the corner office, your own business, and most importantly, feelings of satisfaction, pride, and peace.
There are going to be a lot of difficult days on your journey to recognizing and applying your leadership, so here’s a fundamental premise of this book: you must treat every single one of those days like it’s Day One of your journey. This idea is not unique to this book: the concept is foundational in most addiction recovery programs, is a mindset adopted by elite athletes, and is a key business philosophy of some of the world’s biggest companies. This book applies the approach in a very specific context: personal leadership development.
Day Ones provide a sense of renewal, commitment, and forgiveness. When I committed to sobriety I learned that I need to treat every day of the rest of my life as if it was the first day of my recovery. My sobriety hinges on a single, nonnegotiable daily behavior: choosing not to have a drink today. When I wake up in the morning, five straight years of making that choice doesn’t matter: I must commit to it again today if I’m to be the person I want to be. All that matters are the actions of today.
If I fail (and yes, I have failed some days), I cannot consider the failure permanent. I treat the next day as another Day One: a renewal of my commitment to the behaviors that make me someone of whom I’m proud.
Living Day One leadership means embracing the same philosophy: if you want to be a leader, choose to be a leader today. Repeat that choice every day. It doesn’t matter if you failed to do it yesterday or if you’ve done it every day for a decade: every new day begins with a recommitment to that choice.
How do you choose to be a leader? You make that choice with your actions—the behaviors you make nonnegotiable each day. This book will help you choose the right behaviors for you: the ones that will make you feel and act like a leader. They will be unique to you because they are intended to narrow the gap between the person you want to be and how you actually behave each day. Only you can truly know the nature of that gap, so there isn’t a one-size-fits-all approach. We’re going to customize it for your needs.
Working to close that gap is leadership: the leadership to which we all can and should aspire. It’s the leadership I want you to acknowledge and to which I want you to commit by implementing the process in this book.
Let go of the connections in your mind between leadership and titles, money, influence, and prestige. Those things come from others and are outside of your control. Only your behaviors are within your control and the biggest determinant of how others feel about you and how you feel about yourself is how you behave on a day-to-day basis. Leadership isn’t in the big things—leadership is in the consistent things. Develop a relentless commitment to specific daily leadership behaviors and you’re living life as a leader.
Live today like a leader would on Day One and you’re a leader today. Live each day this week like a leader would on Day One, you’ve lived a week as a leader. Live each day this month like a leader would on Day One, you’ve lived a month as a leader. Then a year. Then five years. Then a lifetime.
The key is to stop worrying about the weeks and years: your commitment to leadership shouldn’t be over a block of time. Your commitment should be to act as a leader for a single day: Day One. Then treat every day as if it’s Day One: with a renewed commitment to your most important leadership behaviors. What’s possible in your life and career will grow with each subsequent version of Day One, but what’s essential (those key leadership behaviors) will always stay the same.
Let’s get started on exploring what your Day One might look like.
The New Guy
You won’t hear from a lot of CEOs in this book. In fact, you won’t hear from a lot of people who would traditionally be given the title of “leader.”
That’s a conscious decision. Highlighting people in a leadership book creates an implicit indication their leadership should be emulated. However, I wrote this book to show you how to better live your leadership, not someone else’s. You may not be a senior executive, high-profile athlete, or influential politician but you are a leader. If you’re not consciously acknowledging or engaging your leadership each day, I hope to change that.
The leadership you put into the world won’t necessarily be the same as anyone else’s. It may differ greatly from the type you’ve seen celebrated or from the leadership you’ve chased your whole life. That might push you to dismiss or marginalize your personal leadership, and I want to make sure you embrace it.
I don’t know the nature of your leadership, but I do know it’s there. It may be different than the leaders about whom you’ve been taught, but it’s no less essential to the organizations and communities of which you are a part. I want you to hear the ideas of leaders to whom you relate and who represent your leadership reality, so there are a lot of different leadership voices in these pages.
As I chose the leadership examples for this book, I imagined a world where all money, jobs, titles, fame, influence, and our memories of who held them had been stripped away: a Day One where leaders were judged only by what they choose to do each day to positively impact themselves and others. I thought about a world where ideas and insights were validated by how useful they were, not by the title or bank account of the person delivering them. In a world like that, leaders may look a lot different than we’re used to. This book features those leaders and their ideas. It has to—it was one of those leaders who provided the title.
I met Mustafa at dawn on the outskirts of Doha, Qatar. It was my only day off on a speaking tour of the Middle East and I was heading out “dune bashing.” It had been described to me as “flying off sand mountains at 70 miles an hour.” I had to try it.
I walked bleary-eyed through the front doors of my hotel to see an incredible sunrise over the desert. Leaping from a nearby 4×4 was a beaming man who bounded around the front of the vehicle, threw his arms wide and, smiling broadly, bellowed:
“Mr. Dudley! Welcome! Welcome to Mustafa’s grand adventure!”
He brought his arms in to his chest and announced proudly, “I… am Mustafa!”
Everyone should introduce themselves with that kind of enthusiasm: it raises the energy of everyone around you. Unfortunately, my jet lag and lack of sleep led to the delivery of what I understand—in retrospect—was a profoundly inappropriate response. I grinned, threw my own arms wide, and bellowed, from the very bottom of my chest, my personal rendition of the Zulu cry that opens The Lion King:
“Nants ingonyama bagithi Baba!”
Mustafa’s smile disappeared instantly. His brow furrowed. His eyes grew hard.
“That,” he hissed through clenched teeth, “was MUFASA.”
He opened the door to the 4×4 with a violent jerk.
“Get in!” he demanded coldly.
Concerned that I had clearly made it far less likely this man would put his full heart into returning me home in one piece, I began to back toward the hotel entrance.
“Oh… well, perhaps it’s best if I don’t…,” I began.
Mustafa’s face split into a wide smile, and he let loose with a tremendous laugh.
“Mr. Dudley! No! I am just teasing you, my friend!” He said, clearly pleased with how uncomfortable he had made me. “You are very funny! Yes, it is like The Lion King, but not quite! Much like you Canadians are like Americans, but not quite, right?”
He stared at me expectantly.
“Um… well,” I began, not sure how to respond to that analysis. “I wouldn’t put it that way… there are a lot of subtle but important differences.”
I trailed off, thrown completely off balance by my obviously mischievous guide. How did he even know that I was Canadian?
Again, Mustafa laughed uproariously and gestured to the open passenger door.
“Well then,” he said happily, “you must teach me! Let us go, I am very excited!”
I climbed into the passenger seat and we were off. And my friends, he was not kidding about being excited: Mustafa vibrated with energy.
As soon as we pulled out, he began to talk, excitedly chatting about what we were about to “learn from the desert” and firing facts and stats about Canada at me (he had been told the night before I was Canadian and had done a little Internet research ahead of time). Stories about his youth, philosophies on life, the things he liked the most about Qatar, and, of course, jokes, jokes, and more jokes—it was a nonstop stream of exuberant chatter for over an hour.
It was when we started heading for the first dunes—100-foot mountains of sand emerging from the desert—that he took it to a new level. He was quite simply cackling with laughter and excitement as he pushed the accelerator toward the floor. We were absolutely flying toward what appeared to me to be a sheer drop and Mustafa was having the time of his life.
Bracing myself against the dash, I looked over at Mustafa and shouted: “Mustafa! You’re having a better time than I am! You do this every day! How do you stay so excited about it?”
Mustafa looked over at me, and with a smile that showed every one of his teeth, bellowed back:
“Oh! It’s my first day!”
I just about crawled out the back window.
Look, I understand that everyone has to start somewhere, but if your job involves driving me off of sand cliffs (hell, if your job involves driving me off of any cliffs really), I’d really prefer not to be assigned the new guy.
I’m going to assume that thought showed very clearly in my expression because Mustafa let out a laugh and hit the brakes. The 4×4 skidded to a halt maybe twenty feet from the edge of the dune.
At that point I had both feet on the dash and had pushed myself basically up to the roof. Mustafa put the vehicle in park and looked at me with pure amusement.
“Mr. Dudley,” he began, leaning in. “Don’t you realize? You want the new guy!”
My heart still in my throat, I managed a weak, “I’m not so sure, my friend.”
“Think about it, Mr. Dudley,” Mustafa replied. “Think about your first day of work! On your first day of work you show up early; you dress your best; you try everything you can to impress your boss. You are patient with your coworkers, even the ones you know right away you’re not going to like. You ask all the questions you have because there’s no shame in doing that when you’re new. You double-check everything that you do. You stay late. You are never more committed to your job than you are on your first day. You are never more convinced it is going to be the best job you have ever had than you are on your first day.”
He leaned closer and continued, “As soon as your second day of work begins, all of that starts to stop being quite so true, doesn’t it?”
He leaned back with a broad smile.
“The first day that I ever came to work at this job was seventeen years ago, Mr. Dudley. But I had such an incredible experience that I promised myself something. I promised myself that I would NEVER have a second day of work.”
He paused to look me right in the eye.
“Mr. Dudley, it has been my first day of work for seventeen years. Five years ago I bought this company. All I ask of anyone who works for me is that they treat every day they come to work like it is their first day. The customers love it. It’s why we are the best tour company in the country.”
Live every day like it’s Day One. It’s a concept that changed how I view leadership. I hope it will do the same for you.
Are You a Leader?
“How many of you are completely comfortable calling yourself a leader?”
I estimate I’ve asked that question to over a thousand audiences in the past ten years. They’ve represented a wide range of backgrounds and industries: CEOs, doctors, teachers, emergency responders, customer service staff, students, and professors to name just a few. They’ve ranged in size from groups of ten to more than ten thousand. In fact, I estimate I’ve asked over a quarter of a million people on five continents to ponder that question for me.
You want to know how often more than half the people in any given room have raised their hands? Less than 1 percent of the time. Once every hundred audiences or so are there more than a handful of people in a room willing to say: “I am a leader.”
That’s a driving force behind this book. I’ve studied leadership my entire adult life and I honestly believe there is no shortage of leadership on this planet. However, we are systematically ignoring a huge percentage of the leadership that surrounds us each day—in our own lives and the lives of those with whom we interact—because we’ve chosen to define leadership too narrowly. This book will give you a road map for how to start changing that for yourself and the people you care about.
The older we get, the more we treat the term “leader” like it’s something we require permission to use: we hope that one day the money we make and our professional achievements will be enough for some external group or individual to bestow some title, credential, accolade, or degree we believe we need to deserve to call ourselves a “leader.”
We celebrate that permission once we receive it. We want people to know when we’ve “earned” the permission to lead. In fact, we advertise it on email signatures, LinkedIn profiles, and business cards. I’ve learned that until people have been given that external permission to position themselves as a leader, they fear that claiming the title for themselves (especially in front of other people) will demonstrate a level of cockiness and arrogance with which they don’t wish to be associated.
This is part of a society-wide tendency to make leadership into something bigger than us and something beyond us. The perception is that leadership is determined by money, titles, and influence, and therefore reserved for a relatively small subsection of the population. After a couple of decades in the world of higher education, I believe how we teach leadership plays a huge role in that perception.
Think about how you learned what a “leader” was. My guess is you were given examples to illustrate the concept, and I’m betting those examples were giants. They were presidents, scientific groundbreakers, titans of business, and conquerors of nations. I’m betting the vast majority were also white men. Young people today are being given the same sort of examples. We tell them, “Look at Warren Buffett invest! Look at Steve Jobs innovate! Look at Mark Zuckerberg build an online empire!”
As for our daughters and granddaughters—if you want a glimpse into the lessons they’re learning about what leaders look like, do a Google image search of the word “leader.” My first search revealed a penguin, a chicken, and two different types of fish portrayed as a leader before the first image of a woman appeared.
I shared that fact with an audience just a couple of years ago. Afterward a woman approached me to say: “Do me a favor, go home tonight and do a Google image search for the term ‘CEO.’”
The top search result? A photo of the “CEO Barbie” doll, complete with cell phone, laptop, and skirt that only the most generous among us would call “mid-thigh.” That image is problematic in more ways than I can list here, but I will point out three.
1. It is representative of the fundamental, systemic barriers to leadership that exist for most people who don’t look like… well… me.
2. When audiences are presented with that search result, most people laugh. It’s not funny.
3. Barbie is a giant in our culture.
A consequence of using giants (notably straight, white, male giants) as the primary examples of leadership is that most of us begin to devalue the leadership that we demonstrate every day. We start to let moments when we embody leadership pass by without allowing ourselves to take credit for them or feel good about them. The problem is, for better or for worse, the things that make us feel good are the things that we find ourselves driven to do on a daily basis. When people around us demonstrate leadership and we fail to publicly recognize those moments as leadership, we’re making it less likely they’ll be repeated. When we fail to recognize the leadership that surrounds us, we effectively erase it from our organizations, our communities, and our lives. Most of the leadership on the planet is going unnoticed and uncelebrated—yours included.
And we need it. We need more hands to go up. We need janitors making minimum wage to recognize they have as much right to raise their hand and call themselves a leader as the CEO of a Fortune 500 company. We need to teach our kids that money, titles, power, and influence aren’t appropriate criteria for identifying leaders because they exclude the vast majority of the people on the planet. We need them to know now so they don’t take the same thirty years I did to figure it out.
When I graduated high school in the spring of 1996, I thought that I was everything a student was supposed to be because I had done everything I had been told to do: I graduated with an A+ average as the valedictorian, prom king, and one of the captains of the football team. In my “spare time,” I was one of editors of the school paper and president of the Student Union (because only in high school can you control the government and the press at the same time and no one has a problem with it).
Everything I did was about looking good on paper. A very specific piece of paper: my résumé. My entire life was about filling up that double-sided sheet of paper. On it went my grades, my extracurriculars, and all my volunteer work, awards, and accolades. I evaluated everything I did based on how good it would look on that single sheet: the better I looked on paper, the more likely I’d get into a “good” school. The better the school I attended, the better my résumé would look to potential employers. My whole life was about impressing people I hadn’t met yet: admissions counselors I hadn’t met yet, bosses I hadn’t met yet, potential future spouses I hadn’t met yet. It was all aimed at helping me become one of the select few: outperform everyone, collect the highest numbers on the top right-hand corner of my tests and assignments—the most letters after my name—and one day I would earn the right to be in that special, tiny subsection of society who got to call themselves “leaders.”
Getting into that tiny percentage was my mission in life, until a single interaction messed with my perception of what “leadership” was all about, made me realize our lives should not be lived for people we haven’t yet met, and started the shift that led to this book.
The Lollipop Moment
In October of 2002, I was twenty-five years old, a year and a half removed from earning my bachelor’s degree and still living in the same small university town where I’d been for almost six years.
Your mid-twenties is the new puberty—full of big changes, plenty of angst, and more than its fair share of confusion and self-doubt. A few less hormonal changes than the original puberty, a whole lot more debt, and for a lot of people about the same amount of living with your parents.
I wasn’t sure what was next in my life, but faced with moving back in with Mom and Dad, I figured it was a heck of a lot more appealing to stick around a place where I had keys to the bar. I was comfortable, accomplished, and well known around campus—a big fish in a small pond. I’d graduated with first-class honors and figured I’d eventually get around to grad school and more letters after my name, which of course would eventually lead to impressive titles, a big staff, and more dollars in my bank account. That’s how life worked in my mind: if you wanted to be rewarded, you figured out what the person at the front of the room wanted (be it a teacher, professor, or boss) and delivered it to them better than the person next to you.
Then a tornado landed on my parents’ house while they were in it. They survived but my childhood home was flattened. Mom and Dad were homeless, and with my sister on the west coast and me on the east, dealing with it all alone. It was literally an act of God indicating it was time for me to leave the bubble of university and face the real world. A good-bye party was organized at the bar I’d help run and plans for your standard “last night before becoming a grown-up” festivities ensued.
Early in the party, I was approached by a young woman I’d seen around campus but had not to my knowledge ever spoken with.
“Hi, Drew,” she said.
“Hey!” I said with that “so good to see you even though I have no idea who you are” enthusiasm.
“It’s all right. I know you don’t know who I am, but I remember the first time I ever met you.”
"I have a problem with most leadership books. They scream from mountaintops. They quote superstars. And the authors play the role of preacher on a pedestal. But Drew Dudley is different. The pedestal has been kicked away. The superstars replaced by everyday people. And what shines through? The magical wisdom of life-changing stories on how we can be better people and live better lives. This isn't a why book. It's a how book. You already know leadership matters. Now here's how to do it."
—Neil Pasricha, New York Times bestselling author of The Book of Awesome and The Happiness Equation
- "Everything you thought you knew about leadership could be wrong...[This Is Day One] demonstrat[es] that leadership can be found inside all of us."—Forbes.com
"Drew Dudley is one of the greatest leadership experts of our time. If you care about accomplishing your goals and unleashing your fullest potential, this book is written for you. Dudley provides true stories, genuine insights, and clear strategies that will allow you to reach new levels of success and impact. Whether you're a CEO or recent graduate, you'll uncover incredible lessons that could transform your life."
—Shane Feldman, CEO, Count Me In
"If you're looking for a refreshing and new take on leadership, look no further than This Is Day One. It provides the reader with opportunities to implement its systems in everyday situations--from your interactions with a barista at your coffee shop to a meeting with your CEO. Dudley provides the reader with easy-to-understand stories, offering us tools we can adopt immediately. I recommend this book to everyone, from those just starting out their career to those in the C-suite."
—Melody Khodaverdian, VP Partnerships, Forbes
"This book is a game-changer. Drew Dudley cuts through the noise and explains what leadership really should be. This thought-provoking stories and candor will change the way you view your leadership, life, career, and relationships. Whether you're leading an executive team to an IPO or an elementary school class to pursue their dreams, This Is Day One will guide you through a leadership framework you can use to change your life forever."
—Derrick Fung, CEO, Drop Technologies, Inc.
"This Is Day One is a gem a book! Not only does Drew Dudley show us how we are all leaders in our own way, he outlines how to help ourselves and others recognize and operationalize leadership abilities. Most importantly, Dudley shows us how, in a few steps, we can make this world a much better place in which to live. This Is Day One is interesting, profoundly thoughtful, chock full of personal stories, and, above all, a pleasure to read. It will change you forever."
—Major General Erika Steuterman, USAF (retired)
"A deeply personal and inspiring guide for how to live and lead in a whole-hearted way. Drew Dudley offers practical but profound advice on how to live our best lives. He speaks to the emotional courage and honesty required to live in a meaningful way and to bring out the best in others."
—Annie Simpson, assistant director, Institute for Leadership Education in Engineering, University of Toronto
"After three decades spent in the fitness and franchise industry, I've had a courtside seat to personal leadership, and Drew Dudley has provided the blueprint in This Is Day One. Whether it's your business, your family, or your health, you can't lead others until you lead yourself. Start building a better life right now by reading this book on your Day One!"
—Chuck Runyon, CEO, Self-Esteem Brands: Anytime Fitness & Waxing in the City
"Drew has a talent for making leadership accessible to everyone. His writing leaves you feeling empowered to lead in the simple moments by using personal strengths and values to navigate the spaces where you live and work. The relatable stories and insightful leadership lessons throughout This Is Day One make it a pleasure to read. It would be a perfect addition to any personal, educational, or organizational leadership curriculum."
—Dr. Amy C. Barnes, senior lecturer, Higher Education and Student Affairs, College of Education and Human Ecology, The Ohio State University
"This Is Day One focuses on the leaders within each of us and reminds us that each interaction, each accomplishment, and each day is paramount in growing as a leader, both now and in the future. Drew Dudley provides the essential steps to not bask in the virtues of a chosen few elite leaders but rather celebrate the influence and impact each person has as a leader--today! A must-read for those looking for how to lead in a way that inspires hope and change."
—Dr. Matthew Ohlson, Tay,lor Leadership Institute, University of North Florida
"Your leadership journey starts here. Practical, inspiring, and raw, Drew Dudley provides honest stories and concrete mental models that are valuable for everyone. This Is Day One will redefinie how you think about leadership and provide you with the essential tools to feel and act like a better leader--today and every day."
—Satish Kanwar, VP of Product, Shopify
"This Is Day One is for anyone who wants to improve their practice of leadership. Dudley is a wonderful storyteller as he walks you through a process that achieves in a book what I hope my students glean in a semester: how to be a reflective leadership practitioner. I appreciate how Dudley does not confuse leadership (the process) with leader (the person), for when we only focus on the latter we forget the most important part of the former: the others involved. Dudley is constantly reflecting on his impact on others, and I hope this book encourages others to do the same."
—Dr. Tara Widner-Edberg, Lecturer of Leadership Studies, Iowa State University
"The stories in This Is Day One show that leadership is a daily commitment. It's not about extraordinary accomplishments or intimidating job titles, but a consistent reinforcement of what we believe in. We need to choose to be leaders on a daily basis, every day, for the rest of our lives. Drew Dudley's own story illustrates the power of such choices, day in, day out....This Is Day One will help you be principles, consistent, and surprise you with just what you're capable of."
—Wojciech Gryc, CEO, Canopy Labs
- On Sale
- Mar 17, 2020
- Page Count
- 272 pages
- Hachette Go