The Business Of Being The Best by Molly Fletcher

I finished this book in June 2026. I recommend this book 3/10.

Why you should read this book:

The book is written by a successful female sports agent and contains personal stories from her own life and from the lives of many of the athletes she has represented. She does a good job describing what it takes to be one of the best, but many of the chapters fall short when it comes to providing actual action items that readers can use to make changes in their own lives.

Get your copy here.

🚀 The book in three sentences

1. You have to develop a hard shell to be the best

2. You should focus on your likability

3. Don't let go of the gas pedal, give 100%

📝 My notes and thoughts

• P1. Ben Sweetland said, "Success is a journey, not a destination."

• P3. In order to redefine your idea of personal greatness, begin considering these questions:

  • Why do you want to be the best?

  • What does "being the best" mean to you in a year? Or in five years?

  • How can you become the best?

• P18. Define your own version of extraordinary.

  • The best kick it up a notch

  • The best adapt and are flexible

  • The best acts as they have been there before

  • The best have a 2 minute memory

  • The best are committed to excellence

  • The best are solution architects

• P28. Always start a negotiation by asking yourself four fundamental questions:

  • Is there a need?

  • What can I offer the other side?

  • What can the other side do for my client or me?

  • What is the benefit of entering into this negotiation?

• P36. "Understanding the big picture" means that you have to know what your ultimate goal is, what their ultimate goal is, and how you will achieve it. It is vital to your success as a negotiator. The best way to start understanding the big picture is to gather all the data that you can. Some general information about your potential client—his or her needs, desires, future goals, strengths, and weaknesses—will help you quickly gain a general understanding as to what this person is looking for from this relationship. In my field, without knowing a potential client's stats, career history, and background, how would I ever be able to effectively represent him or her? Since this information is so vital to the success of a negotiation, count on spending a great deal of time and effort to gather and analyze it to ensure that you are properly prepared and truly do understand the big picture. The good news is that we live in a era where information and data are readily available. When I pitch a new client, I scour the Internet to find as much as I can about that person's past, current situation, and relationships. I also consider what relationships we may have in common. Do we have mutual friends? Are or were they teammates with a client? Business colleagues we have both worked with? Nothing is too minor to be overlooked. Only when you understand the person or group you are dealing with can you sculpt a strong plan that will help you reach your desired end result.

• P41. The Inside Factors: You have control over a significant part of the negotiation. Here are a few examples:

  • You control your preparedness and attention to detail, how you communicate, how you present your ideas, how you react to others and their ideas, and much more.

  • You choose how you value and prioritize what is being negotiated.

  • You can decide to accept deal points during the process or reject them.

• P96. I have separated likability into five basic pieces. I call them mantras because you need to remind yourself of them over and over:

  • Be authentic

  • If you are going to do it, give it 100 percent

  • Be optimistic and energetic

  • Use 360-degree awareness

  • Exceed expectations

• P100. To be a success in life, you have to give it all of your effort and energy. This is the attitude that likable people have toward life. Simply knowing that someone is giving you all he or she can provide comfort. This dedication needs to permeate every facet of your life. When you listen, you must focus; when you act, do so with effort; and when you promise, you must deliver.

• P110. I am a firm believer that when people do not like you, you can do no right, and when people like you, you can do no wrong. What it comes down to is that developing your likability is about forming relationships and investing in people. Bob Burg told me, "In life, you have to make your win about other people's win. And when you do that, they want to see you succeed and they want to be part of your life and are much more about your mission." It is simple yet profound concept. Start with the five mantras:

  • Be authentic, 100 percent, regardless of the situation, and they will value you and your effort.

  • Be optimistic. People will appreciate your positive energy, and it will make you approachable.

  • Be aware. Focus on others, and be aware of their needs and desires. Invest in their lives, and figure out what you can do to help.

  • Exceed expectations. Shoot for the stars, and work hard to not only understand what people need but offer them more.

• P135. Aristotle believed that all leadership is far more than charisma, popularity, or personal charm, and it is certainly more than the exercise of power or might. The great philosopher identified four characteristics necessary for human excellence:

  • Prudence: The intellect and decision-making power

  • Justice: Not playing favorites, no nepotism or cronyism, and creating fair procedure and politics that apply to all.

  • Temperance: The harmony between reason and desire, that is, the ability to manage expectations and provide a work-life balance.

  • Fortitude: Courage and strength of character to overcome disappointment and setbacks.

• P156. Branding yourself start with three questions:

  • What is your passion?

  • What is your purpose and why?

  • What is your motivating force?