Learn to Make Dollars/Money online

Thursday, 12 March 2026

Unreasonable commitment is unreasonable. It happens before there’s a guarantee it will work. It’s out of proportion to what others think is standard. Unreasonable commitment is dedication, persistence, care, energy, connection and investment that doesn’t seem to make sense.

You can’t do this in everything, and you probably can’t do it all the time. That’s why it’s unreasonable to expect.

I’ve been fortunate enough to do hundreds of podcasts. The hosts are even kinder and more professional than you’d imagine, showing up for months or years with virtually no listeners. They do it because they care.

But only one podcast host had me in tears before we began recording.

Last September, I spent the day with Mel Robbins and her team of more than a dozen professionals. We recorded for four hours, two episodes worth, and then they quietly spent six months editing the work.

Mel’s even more Mel-like in person. She’s fully present, committed and yes, over the top. Our conversation led to my new book and course, and it also reminded me that better is possible. Not just for the person in front of the camera, but for everyone on the team, for the guests and for the people listening.

Neil Pasricha wrote about Mel a decade ago. Before last year’s bestseller or the Golden Globe nomination or the podcast hit its stride. It’s a choice.

Unreasonable commitment doesn’t seem like a good plan until after it works.

• Email to a friend •

You're getting this note because you subscribed to Seth Godin's blog. Don't want to get this email anymore? Click the link below to unsubscribe.

Safely Unsubscribe • Archives • Preferences • Contact • Subscribe • Privacy

Email subscriptions powered by FeedBlitz® • 650 E. Palisade Avenue Ste 2, PO Box 173 • Englewood Cliffs, NJ 07632

Seth's Blog : Henry Ford knew how to drive

View Online

Henry Ford knew how to drive

He also understood the process of organizing a plant to build a car.

Scott Belsky knows how to use Photoshop and remembers what it was like to run a small business.

And Sarah Jones knows exactly what is required to be on stage, alone, in a crowded theater.

The world keeps changing (faster than ever) and leading our team (and our career) requires us to do things we didn’t used to know how to do.

In essence, the CEO of every organization, of every size, is more incompetent than ever before. It’s not enough to know how to use the product and have empathy for your customers.

Are you making decisions about AI, supply chains, vendor management, the sales pipeline or employee health?

It’s hard to wing it if you haven’t flown before, and now most of what CEOs do (even for companies of one or two people) has little to do with the actual product or service on offer.

One alternative is to freak out, bury your head and hope for the best.

The other is to use the system to learn about the system. Instead of winging it, find the time to learn enough to make good decisions and to understand the tools well enough to benefit from hiring people to use them.

Because that’s what CEOs make. They make decisions.