George Washington Carverâs morning rule: run a small experiment you can read by noon, then teach it once. A kinder routine that still makes something real.
Regarding the topic of the article, while I appreciate the wisdom of George Washington Carver's small experiments and steady progress, I wonder if this gentle cadence is always practicall for the demands of a modern CEO though you've certainly highlighted a truly insightful historical figure.
Roxy, I really appreciate this question because it gets to the heart of why Carverâs approach still matters in a modern CEOâs world of speed and complexity.
The cadence *is* gentle.
But the **mechanism underneath it is ruthless**: one small experiment that produces a real signal before noon.
Most CEOs arenât struggling because they lack big plans.
Theyâre struggling because their days get swallowed by demands before anything meaningful becomes *visible*. Thatâs exactly why Carverâs method works, not as a slowdown, but as a stabilizer.
The experiment is deliberately tiny so it can survive interruptions, context-switching, and decision fatigue.
The *output* is what matters: a clearer handoff, a tighter process, a faster explanation⊠something the team can actually use today.
In that sense, the cadence isnât about being slower.
Itâs about being **non-negotiably effective** in the middle of the chaos.
But I love that you raised this because the tension between âgentleâ and âpracticalâ is exactly the tightrope modern leaders walk every day.
Regarding the topic of the article, while I appreciate the wisdom of George Washington Carver's small experiments and steady progress, I wonder if this gentle cadence is always practicall for the demands of a modern CEO though you've certainly highlighted a truly insightful historical figure.
Roxy, I really appreciate this question because it gets to the heart of why Carverâs approach still matters in a modern CEOâs world of speed and complexity.
The cadence *is* gentle.
But the **mechanism underneath it is ruthless**: one small experiment that produces a real signal before noon.
Most CEOs arenât struggling because they lack big plans.
Theyâre struggling because their days get swallowed by demands before anything meaningful becomes *visible*. Thatâs exactly why Carverâs method works, not as a slowdown, but as a stabilizer.
The experiment is deliberately tiny so it can survive interruptions, context-switching, and decision fatigue.
The *output* is what matters: a clearer handoff, a tighter process, a faster explanation⊠something the team can actually use today.
In that sense, the cadence isnât about being slower.
Itâs about being **non-negotiably effective** in the middle of the chaos.
But I love that you raised this because the tension between âgentleâ and âpracticalâ is exactly the tightrope modern leaders walk every day.