Summary of Kevin Harrington & Daniel Priestley's Key Person of Influence
Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The world has changed, and so have the needs of the people in it. Today, people are brilliant at what they do but don't feel fulfilled. They feel that life is passing them by year by year.
#2 The best way to find your passion is to ask yourself what you would love to be doing, not what you should be doing. As a result, you will attract opportunities, connections, ideas, and resources that will help you do what you love and get paid what you're worth.
#3 Curiosity is one of the keys to success for entrepreneur Kevin Harrington. He loves hearing pitches, reading emails, and thriving at trade shows. He believes in something called curiosity overload, which is one of the principles that helped build his fortune.
#4 People who are in functional jobs see themselves as competent when executing a set of processes. They try to get better at those processes and make marginal improvements. Vital people, on the other hand, see themselves as being the irreplaceable life-force of a project, a business, an industry, or even a cause.
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Sample Book Insights:
#1 The world has changed, and so have the needs of the people in it. Today, people are brilliant at what they do but don't feel fulfilled. They feel that life is passing them by year by year.
#2 The best way to find your passion is to ask yourself what you would love to be doing, not what you should be doing. As a result, you will attract opportunities, connections, ideas, and resources that will help you do what you love and get paid what you're worth.
#3 Curiosity is one of the keys to success for entrepreneur Kevin Harrington. He loves hearing pitches, reading emails, and thriving at trade shows. He believes in something called curiosity overload, which is one of the principles that helped build his fortune.
#4 People who are in functional jobs see themselves as competent when executing a set of processes. They try to get better at those processes and make marginal improvements. Vital people, on the other hand, see themselves as being the irreplaceable life-force of a project, a business, an industry, or even a cause.
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