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Most entrepreneurs are familiar with diminishing returns: how, when other variables stay constant, at some point putting in additional time and effort results in increasingly smaller results. Since resources are always limited, figuring out where to spend your entrepreneurial time so it delivers the best bang per hour is critical. That same premise extends to health and fitness. If youre like many entrepreneurs, you try to stay reasonably fit not just because its good for you, but because exercise helps you perform better under stress. Can elevate your mood for up to 12 hours. Can even make you a little smarter. Still: how healthy and fit . . . is healthy and fit enough? If you want to run a marathon, your definition of fit will differ from most. But if you want to compare yourself with other people and see where you currently standand, more important, get a sense of where you would like to standhere are three simple tests you can do at home. If you fall in the average range, thats good. If you fall closer to the excellent range, thats greatand may be a sign that doing more in an attempt to increase your score might push you into the land of diminishing returns. So with all that said, here are the three tests. Lower Body Strength To conduct this test, find a chair that, when you sit on it, puts your thighs at a 90-degree angle to your lower legs. Then put your hands on your hips, lower yourself until your bottom grazes the chair, and then straighten back up. Then do as many reps as you can, without resting, until you run out of (leg) gas. Heres a graph so you can see where you stand. (All images are courtesy of research scientist Schalk Cloete; for more, check out his deep dive into the subject.) Want to be able to do more? Like many things, increasing the number of squats you can do is just a matter of time and effort: do four or five sets of squats to failure three times a week, and in three weeks youll definitely be stronger. And with a great outcome: squats can strengthen your lower body and core, improve your flexibility, and reduce your risk of injury. Upper Body Strength The American College of Sports Medicine recommends using a pushup test to assess upper body strength and endurance. To do pushups their way, start at the top, go down to the 90-degree mark, and push back up without locking out at the top. Women can do plank-version pushups or modified (from the knees) pushups. Then just count how many you can do in one set. (A few couple-second rest breaks at the top are okay.) Heres the results graph: Comparing yourself with others provides a reasonable sense-check. But also keep this in mind: a Harvard study shows that men (unsure why they didnt include women) who could do 40 or more pushups were 96% less likely to experience a cardiovascular event than those who could only do 10 or less. In fact, pushup capacity was more strongly associated with reduced cardiovascular disease risk than aerobic capacity. So if you want to increase the number of pushups you can do, heres a simple process you can follow (scroll down to How many pushups do you want to do?). Do that routine three times a week for 10 minutes, and after three weeks youll definitely be stronger. Cardiovascular Fitness Since there are a variety of ways to evaluate cardiovascular fitness, this ones a little trickier. There are stress tests. Exertion/heart rate tests. Whether you can run a mile, and if so how fast you can run it, is a valid test. Another is VO2 max, the maximal volume of oxygen that can be inhaled and absorbed by a body. Generally speaking, the higher your VO2 max, the btter your cardiovascular fitness (within genetic reason, of course.) One way to estimate your VO2 max is to use a fitness calculator like this. Answer a few questions and youll learn your expected VO2 max (based largely on things like age) and your estimated VO2 max (based on activity levels, resting hear rate, and waist size.) Or you do the one-mile walk test as described here. Then see how you stack up: There are a number of ways to improve your cardiovascular fitness. Walking (briskly) is a great start. So is jogging. So is cycling, rowing, elliptical training . . . or if you want to double-dip and get some strength gains at the same time, consider doing HIIT workouts. Research shows that 11 (intense) minutes a day can make a meaningful difference. Which is where diminishing returns come into play. If you want to enjoy the benefits of reasonablenot extreme, just reasonablefitness, you dont have to spend hours on a treadmill. You dont have to spend hours at the gym. You just need to do a few key things that make a big impact . . . and then do them consistently. Which is surely the same approach you take to running your business. Jeff Haden This article originally appeared on Fast Companys sister publication, Inc. Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy.
Category:
E-Commerce
Artificial intelligence is everywhere. It fuels boardroom debates, guides priorities, defines access to information, and nudges consumer experiences. But while AI promises sharper insights and faster action, it also accelerates blind spots leaders already struggle with. The paradox is this: AI can widen vision, but if used without the right insight, it narrows it. And when those blind spots meet the speed of AI adoption, the consequences multiply. Ive seen this play out across industriesthrough my leadership roles at Google, Maersk, and Diageo, and in advising executives shaping some of the worlds largest organizations. The pattern is clear: technology does not pause at blind spots. Instead of alerting us, it often erases tracesuntil the competitive edge quietly slips into commoditization. Here are three ways AI makes blind spots bigger and how to shrink them. 1. Data Without Context is a False Comfort Every AI is shaped by what it has access to. Generative AI is guided by probability. Agentic AI acts on the data it is trained on. Both are only as useful as the context they can see. This is where the first blind spot appears: leaders mistake the outputs of AI for reality itself, forgetting that the system is bounded by its inputs. A dashboard may glow green, or an AI may return precise answersbut precision without context is a false comfort. This may feel like a familiar challenge, where reliance on fixed KPIs can make internal progress look convincing but fail to connect to real shifts in the market. I have seen hardworking teams pull in opposite directions: one rewarded for growing basket size through add-ons, another penalizing customers who adjusted orders, canceling each other out and driving customers away. AI applied to those metrics would only have reinforced the misalignment. If business rules are applied at too low a level in the organization or process, sub-optimization will occur. In an AI context, this compounds at scale, locking inefficiencies into every automated decision. All cases show the same trap: when data is cut off from context, leaders optimize for what can be measured instead of what matters. Availability is mistaken for reliability. How to address the blind spot: Shift from validating what you already track to exploring what you dont yet see. Treat data as a landscape to be tested, not a dashboard to be confirmed. Ask where contradictions appear, where signals conflict, and where the edges of the system reveal something different from the center. Blind spots shrink when leaders are curious enough to explore anomalies instead of explaining them away. 2. Outsourcing Judgment Dilutes Core Value Another growing blind spot comes when too much responsibility is placed on external systems or partners. AI is powerful, but it is not neutral. If leaders outsource judgment without feeding back their own expertise, they risk hollowing out the very value that makes their business distinctive. Think of it this way: you have personal knowledge, collective knowledge within a company or institution, and global knowledge. Businesses naturally try to connect and leverage collective intelligenceso why, when it comes to AI, do so many neglect the need to actively share, contextualize, and update knowledge to keep it valuable? I once debated a leading doctor responsible for defining a regions use of technology. He explained that he relied on his trusted X-ray machine and the same software he had used since the late 1990s. He did not log his evolving insights as structured inputs, nor did he feed edge cases back into the system, assuming vendor updates were enough. His judgment stayed in his head, while the softwareand the sectorfailed to learn from real-world experience. In a field where image recognition is advancing rapidly, that gap leaves value on the table and slows the diffusion of what works. The point is not to develop all AI in-house, but to be clear about what truly differentiates you and ensure that knowledge is not given away. Cost management through outsourcing call centers may deliver quantifiable savings, but it also shifts valuable customer insights outside the business. With AI, those insights compound quickly, and what begins as efficiency can end in commoditization where your uniqueness is absorbed into someone elses model if you are not conscious about how AI is deployed. How to address the blind spot: While AI is essential for efficiency and future operations, strategy must come first. Know your propositionthe value today and in the futureand build your AI approach on that, not the availability of pretrained software, partner rates, or the convenience of what others have packaged. Ask who gains value from the data you hold, and who has access to the data that could help you grow. In many industries, this will become the foundation for new revenue models and deeper partnershipsor the path to eliminate those without strategic clarity. 3. The Cognitive Trap Behind Algorithmic Comfort Even with broad and evolving data and strong strategic clarity, AI can still trap leaders in confirmation loops. Algorithms are designed to learn from patterns, but patterns are not the same as insights. By default they reinforce what is most represented, not what is most revealing. Some models can be tuned to flag anomalies, but in most business settings the gravitational pull is toward the familiar. Of course it isbecause so do we. The danger is that this collides with human blind spots. Neuroscience shows how the brain conserves energy by filtering out complexity, anchoring on what feels certain, and avoiding ambiguity. True neurogenesisthe creation of new thinkingrequires new contexts, yet most leaders default back to the familiar. Behavioral science confirms how leadersespecially experienced onesare prone to confirmation bias, mistaking familiarity for foresight. And the more changeable and unpredictable the world becomes, the harder it is to resist this pull. AI does not correct these tendencies; it magnifies them. It reflects back the certainty leaders crave, accelerating the speed at which untested assumptions harden into strategy. The result is a narrowing of visionmore convincing, faster moving, and harder to detect. Left unchecked, this is how organizations find themselves trapped in the comfort of familiar patterns while competitors redefine the market around them. How to address the blind spot: The way through is to stay grounded enough to notice when certainty becomes comfort rather than truth. That means questioning and stripping out assumptions that no longer serve and allowing the narrative to be retested against todays and tomorrows reality. Vulnerability is the entry pointnot weakness, but a signal of where assumptions have not been updated. Let these surface, acknowledge what it would take for you to change your mind, be curious about what could fit in, and explore new emerging directions to shape a new frame. Leaders who embody this stance expand their field of vision and prevent AI from hardening blind spots into strategy. AI Tests Leadership The thread across all three blind spots is the same: AI does not remove the limits of human judgment, it magnifies them. It amplifies whether a company is aligned or fragmented, insular or in tune, whether leaders are curious or complacent, wheter strategy is active or passive. The real test is not in the speed of adoption but in the awareness leaders bringwhether they can stay open enough to challenge what feels certain, while holding clear to what truly defines their value. That requires building a platform to connect, where diverse perspectives can feed into the systemconnecting both people and dataand ensuring a data access culture where exploration toward a common ambition is not just welcomed but expected. This paves the way not only for using AI, but for growing with it.
Category:
E-Commerce
Entrepreneurs face more stress, fear, and anxiety in a single day than most people experience in a year. When building something in a crowded market, motivation doesn’t just dipit can disappear entirely. What is the difference between those who burn out and those who break through? Theyve mastered the three fundamentals: finding their real why, setting their own scorecard, and playing the long game. New competitors launch monthly in the vertical drama space where I work. At DramaShorts, we’ve maintained our position among the top 15 apps globally by refusing to play someone else’s game. While others chase viral trends, we focus on building sustainable engagement. Heres the three-step strategy I follow when the going gets tough. 1. Find your real why Before sustaining motivation, you need to understand what’s driving you. Skip the generic mission statements. Go straight to honest self-examination. Take inventory: What do you want to accomplish? Why does this matter to you personally? Dig deeper if your answer feels generic or borrowed from someone else’s playbook. You can’t stay motivated working toward something you don’t genuinely care about. We can quickly turn things around when we identify goals that truly excite us. The passion that comes from knowing your why becomes fuel for everything else. Sara Blakely turned $5,000 and a simple idea about pantyhose into Spanx, now worth over a billion dollars. Blakely didnt try to compete on price or marketing budgets. Instead, she carved out her own category by focusing on a problem other companies ignored: how uncomfortable and unflattering existing shapewear felt. While established brands pushed the exact tired solutions, she redesigned the entire experience from fabric to fit. Her why wasn’t fashionit was solving a problem she experienced personally. That personal connection sustained her through two years of rejections before landing her first retailer. 2. Set your own scorecard In competitive industries, it’s tempting to measure yourself against every competitor. This is motivation poison. You’ll always find someone ahead in some metric; comparison kills focus. Instead, define success on your terms. Set specific, measurable goals that align with your vision and values. Track progress against your benchmarks, not your competitors’. Use the SMART frameworkSpecific, Measurable, Achievable, Relevant, and Time-bound goals. These give you clear targets and help you channel energy productively. Jeff Bezos ignored the noise about Amazon’s lack of profits for years because he was measuring different metricscustomer acquisition, long-term market position, and infrastructure building. While critics focused on quarterly earnings, he tracked progress toward his vision of becoming “Earth’s most customer-centric company.” 3. Keep the innovation pipeline flowing My motivation hack? I start each week by writing down three things our users will love that our competitors aren’t even thinking about yet. That forward focus keeps me energized when the market noise gets loud. This isn’t about generating random ideas. I maintain a systematic approach to innovation. First, I schedule weekly user feedback sessions to identify pain points our competitors miss. Second, I study adjacent industries for features that could translate to our space. Third, I track emerging technologies and cultural shifts that might create new user needs. The execution part requires discipline: each idea gets a feasibility score, a timeline, and an owner. I review progress monthly and kill projects that aren’t delivering. The key is maintaining this pipeline consistently and not waiting for inspiration to strike. The long game wins Motivation in competitive industries means building systems that help you recover quickly from inevitable dips and sustain focus on what matters. Stop watching the competition obsessively and start building something unique. Focus on your path, definition of success, and reasons for being in the game. The entrepreneurs who thrive long-term aren’t necessarily the most talented or best-funded. They’re the ones who’ve learned to stay motivated when motivation is most complex to find. The race is long. Pace yourself accordingly. The entrepreneurs who win aren’t the fastest startersthey’re the ones who continue to run when everyone else has stopped.
Category:
E-Commerce
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