I. Executive Summary

“Be the Unicorn” by William Vanderbloemen presents a data-driven manual for achieving unusual success and becoming “mythically valuable, successful, and irreplaceable.” Based on over thirty thousand long-format interviews conducted by Vanderbloemen Search Group, the book identifies twelve “teachable habits” practiced by the most successful individuals, referred to as “Unicorns.” The core premise is that while some aspects of success are innate, there are clear, actionable ingredients that can be learned and cultivated. The author, drawing on his unique background in divinity and executive search, emphasizes the importance of “human skills” over solely technical or algorithmic prowess.

This briefing will focus on several key habits detailed in the provided excerpts: The Fast, The Solver, The Anticipator, The Prepared, The Self-Aware, The Curious, The Connected, The Likable, The Productive, and The Purpose-Driven.

II. Core Concepts and Themes

The overarching theme is that “Unicorns” are individuals who possess a unique combination of teachable human skills that allow them to stand out and achieve exceptional success. These skills are not merely theoretical but are backed by extensive data from real-world observations and interviews.

Key Themes:

• Data-Driven Approach: The book’s insights are derived from “hard data” collected over 30,000+ long-format interviews, identifying commonalities among top-tier talent.
• Teachable Habits: Success is not just about innate talent; it’s about cultivating specific, learnable habits. The foreword states, “William Vanderbloemen has not only studied successful people, he has unlocked the teachable habits they practice that make them successful.”
• Human Skills over Technical Skills: The author argues that “It’s human skills that make the difference, not the formulas and algorithms that can be programmed.” His background as a pastor, rather than an MBA, is presented as an asset in understanding people.
• Irreplaceability: Cultivating these habits allows individuals to become “uniquely valuable” and “irreplaceable.”
• Mindset and Action: Many of the habits require a shift in mindset (e.g., solution-focused, curious, humble) coupled with disciplined action.

III. Detailed Review of Key “Unicorn” Habits

The excerpts detail several of the twelve habits. Here’s a breakdown of the most important ideas and facts for each:

1. The Fast

• Definition: Being able to respond quickly and discern what needs an immediate response versus what does not. It’s about decisiveness, not saying “yes” to everything.
• Key Idea: “Acting fast isn’t always in our nature, especially when we’re afraid.” Our brains are wired for caution and procrastination due to evolutionary reasons (limbic system winning over prefrontal cortex).
• Important Fact: The word “procrastinate” comes from the Latin “crastina,” meaning “tomorrow.”
• Cultivation:Making quick response time a company value and incentivizing it.
• Setting quick, achievable deadlines.
• Discerning between “distractions” and “opportunities” (e.g., an opportunity “gets you closer to your goals” and “Your whole brain agrees on it”).
• Avoiding overthinking: “Overthinking makes you safer, right? You’re more likely to get the right answer or work out all the possible scenarios if you overthink. ‘Thinking’ is valuable. Overthinking is not.”
• Example: Blake Mycoskie (Toms shoes founder) who “let speed guide him, propelling him from one opportunity to the next.” Lin-Manuel Miranda, who “doesn’t appear to overthink things. Rather, he trusts himself to do what’s right or what will work and then he does it.”
• Testimony: Patrice M. states, “Make a decision! Quickly gather the information necessary to make a decision, knowing that we will never have all; we’ll never know everything. Be decisive. Commit and move forward.”

2. The Solver

• Definition: Individuals who focus on finding solutions rather than dwelling on problems or complaining.
• Key Idea: “People are either on the problem side of the equation, or they are on the solution side.” Solving is better when done with a group. “Never use I when you could use we.”
• Important Fact: Dale Carnegie’s first rule of winning friends and influencing people is “Don’t criticize, condemn, or complain.”
• Cultivation:“Come with a solution”: When presenting a problem, also offer a potential solution (even if not perfect or feasible). “The solution doesn’t have to be perfect.”
• Recognize if a problem “really needs to be solved.” Not everything does.
• Encourage humility and lifelong learning.
• Rebrand “problems” as “possibilities.”
• Example: Kevin Plank (Under Armour founder) who “decided to solve the problem” of uncomfortable cotton athletic wear. Jennifer Garner, who “has always projected a cheery, collaborative image” in co-parenting.
• Testimony: Hanna S. says, “Complaining and stressing never help a situation… I try to focus on the next step or the solution to get things done.” Dustin L. adds, “If I see a problem, I need to come up with a solution.”

3. The Anticipator

• Definition: Individuals who can “see around the corner” and predict future outcomes by thinking ahead and studying patterns.
• Key Idea: “If you want to know the future, just study the past. Humans are incredibly cyclical.” Our brains are naturally wired for prediction to ensure survival.
• Cultivation:Practice solving with the end in mind.
• Encourage reading and learning history.
• Coach “thinking things through.”
• Example: Chess grandmasters who think many moves ahead, and Aaron Rodgers, who “doesn’t look for the open player when he makes a pass… He thinks about the desired outcome.”

4. The Prepared

• Definition: Being in a “state of readiness in mind and body to do your duty” by thinking things out beforehand.
• Key Idea: “Better to be overprepared than underprepared.”
• Important Fact: The Scouts’ motto “Be Prepared” emphasizes readiness and foresight.
• Cultivation: Continuously preparing and learning, even from unexpected sources like video games.

5. The Self-Aware

• Definition: Knowing one’s own weaknesses and strengths, understanding one’s position in a conversation, and adjusting accordingly.
• Key Idea: “Knowing your strengths will allow you to position yourself for the win.” Self-awareness also serves to help individuals know what environments or roles are a good fit for them.
• Cultivation:Humility: “When you’re vulnerable and humble, you’re opening yourself up to the possibility that maybe you don’t have it all figured out. This is a good thing.”
• Trust others and ask for feedback about blind spots: “The fastest way to achieve better self-awareness is also the hardest. You have to trust others to tell you your blind spots.”
• Know your limits and “know when to push them.”
• Example: Lynsi Snyder (CEO of In-N-Out Burger), whose self-awareness helped her navigate personal and business challenges. Mariano Rivera, who knew he could “protect the Yankees’ lead” as a closer. Eric, the pastor, who was self-aware enough to define the ideal circumstances for his next role.
• Testimony: Scott W. explains that knowing his tendency to overanalyze helps him “push myself to action long before I feel fully educated on the subject.”

6. The Curious

• Definition: Having an innate desire to learn and understand, asking questions, and listening with genuine interest.
• Key Idea: “A person without curiosity may as well be dead.” Curiosity “breeds empathy and humility.”
• Cultivation:Ask questions: “The important thing is not to stop questioning.”
• Listen actively and empathetically, striving to understand “why they hold it” if someone has a different view.
• “Stay humble”: “You need humility if you’re going to be curious.”
• Example: Bill Rosenzweig (founder of The Republic of Tea), who combined various disciplines driven by his curiosity about “the psychology of experience.” President Bill Clinton, who “insisted on turning the conversation back to me” to show curiosity about the author.
• Testimony: Tim S. views curiosity as “both a choice and a skill that requires practice,” helping him be “less defensive and combative.”

7. The Connected

• Definition: Individuals who build and nurture relationships, give more than they take, and use their influence to help others.
• Key Idea: “A true network of connected people is not a hierarchy; it’s a web.” Trust and respect are foundational to strong connections.
• Cultivation:“Give more than you take, and follow through”: “If you develop a reputation for being a taker, you’ll soon have no connections.”
• “Pay it forward”: Use connections to help others further their goals.
• “Always begin with the end in mind. Develop your vision and work backward.”
• Example: Keith Ferrazzi, a networking expert who transformed relationships into a science. Michael J. Fox, who built a vast network to advance Parkinson’s research.

8. The Likable

• Definition: Being perceived as approachable, trustworthy, and pleasant, stemming from confidence rather than people-pleasing.
• Key Idea: “Likability trumps competency almost every time.” Being likable “builds a goodwill bank that allows you to make mistakes with less risk.”
• Important Distinction: Popularity (“social dominance, influence, and aggression”) is different from likability (“emotionally well-adjusted and less aggressive”).
• Cultivation:“Stop talking. Listening will get you further.”
• “Remember that a person’s name is, to that person, the sweetest and most important sound in any language.”
• Treating everyone with kindness and respect, especially those in service roles (“waiter test”). “I don’t trust anyone who’s nice to me but rude to the waiter. Because they would treat me the same way if I were in that position.” (Muhammad Ali quote)
• “Knowing when not to talk is just as important as knowing when to talk.”
• Using “secondhand compliments” to amplify good feelings.
• “Stay humble”: “When I walk into a room, it’s never about me; it’s about others. It should never be ‘Here I am!’ Instead, it’s ‘There you are!’”
• Ask open-ended questions and show genuine interest.
• “Do the work” by investing time in learning about others and remembering details.
• Avoid appearing desperate to be liked; “be yourself but a little bit better.”
• Example: Jamie Kern Lima (IT Cosmetics founder), whose vulnerability and relatability connected her with viewers. Keanu Reeves, known for his consistent kindness, generosity, and humility.
• Testimony: Kristopher B. states, “If you get results but blow all your goodwill on the way, the second you make a mistake (and we all do!) people will pounce on you. Likability builds a goodwill bank.”

9. The Productive

• Definition: Consistently producing products, services, or businesses, focusing on outputs and leveraging systems for efficiency.
• Key Idea: “It’s not what you do once in a while that changes your life. It’s what you do consistently.”
• Cultivation:Focus on consistency and output.
• Utilize systems and tools (e.g., to-do lists, energy management).
• Example: Sir Richard Branson, who “never stopped being productive, even when he could have,” creating over four hundred companies. Martha Stewart, known for her prolific output across various ventures.

10. The Purpose-Driven

• Definition: Individuals whose actions are guided by a clear “why” or mission, often driven by a desire to help others.
• Key Idea: “If there is not a why or a purpose, all is meaningless. True fulfillment is in the why.” “Purpose comes from within.”
• Cultivation:“Ask the why question over and over again for every decision.”
• “Check in with your purpose regularly” to re-center goals.
• “Let your purpose do the work”: allow purpose to guide decisions and actions, leading to unified teams and thriving organizations.
• Observe others who model purpose-driven lives.
• Example: Reshma Saujani (Girls Who Code founder), driven by a mission to address gender inequality in tech. Leymah Gbowee, who led nonviolent peace movements in Liberia through her deep purpose.
• Testimony: Rudy L. shared that discovering and intentionally living his purpose “magnified” his results. William B. emphasizes: “We need to know why we exist—why we are, why we are here, what our purpose is—and then we need to organize and work together to accomplish our why.”

IV. Conclusion

“Be the Unicorn” provides a compelling argument that exceptional success is attainable through the intentional cultivation of specific “human skills” and habits. By focusing on responsiveness, solution-oriented thinking, foresight, preparedness, self-awareness, curiosity, building genuine connections, likability, consistent productivity, and a strong sense of purpose, individuals can distinguish themselves and achieve remarkable outcomes in their careers and lives. The book positions these habits not as abstract ideals, but as concrete, data-backed pathways to becoming “mythically valuable.”

Be the Unicorn: A Study Guide to Data-Driven Habits

Quiz: Short-Answer Questions

1. What is the core premise of William Vanderbloemen’s “Be the Unicorn” regarding success? The core premise is that while some keys to success are unteachable, there are specific, data-driven habits practiced by unusually successful individuals (Unicorns) that can be learned. This book aims to be a manual for readers to cultivate these teachable habits and become irreplaceable.
2. How did William Vanderbloemen gather the data for this book? William Vanderbloemen gathered data from over thirty thousand long-format interviews conducted during executive talent searches performed by his company, Vanderbloemen. His team analyzed these interviews to identify commonalities among the most successful candidates.
3. What does “The Fast” habit entail, and what is a common challenge to practicing it? “The Fast” habit means being responsive and discerning quickly what needs an immediate response. A common challenge is fear, as acting fast often involves being first, which comes with risks and uncertainty, something our brains are wired to avoid for safety.
4. Explain the distinction between a “distraction” and an “opportunity” as presented in the context of being “The Fast.” A distraction doesn’t get you closer to your goals and takes more time/money/resources than it’s worth, often getting a “heck yes” from the limbic system. An opportunity, conversely, moves you closer to your goals, has the whole brain’s agreement, and yields results worth the sacrifices.
5. What is the essence of “The Solver” habit, and why is collaboration often preferred for it? “The Solver” habit involves focusing on finding solutions to problems rather than dwelling on the problems themselves. Collaboration is preferred because, despite a higher risk of error, solving is generally more effective and comprehensive when done with a group, leveraging diverse perspectives.
6. How does the book suggest cultivating a “Solver mentality” in a team setting? To cultivate a Solver mentality, the book suggests encouraging humility and lifelong learning, celebrating Solver victories, and asking staff to bring solutions (even imperfect ones) to every meeting. It also advises rebranding “problems” as “possibilities” to shift mindset.
7. Describe “The Self-Aware” habit and how it benefits individuals in their careers. “The Self-Aware” habit involves knowing one’s strengths, weaknesses, and how one is perceived by others. This benefits individuals by allowing them to position themselves for success, make better career choices, and understand how to overcome personal tendencies like procrastination.
8. What is the “fastest way to achieve better self-awareness,” according to the text? The fastest, albeit hardest, way to achieve better self-awareness is to trust others to tell you your blind spots. This involves actively seeking feedback and being open to adjusting based on that input, even if it’s not always easy to hear.
9. What is the key difference between “popularity” and “likability” as defined in the book? Popularity is associated with social dominance, influence, and aggression, where popular people “push and shove.” Likability, however, is linked to emotional well-adjustment and less aggression, with likable people tending to “welcome and unify.”
10. Why does the book emphasize the importance of “stopping talking” and “listening” in cultivating likability? Stopping talking and listening are emphasized for likability because genuinely listening makes others feel important and heard, building relational capital. It allows for deeper understanding, fostering trust, loyalty, and grace, and demonstrating respect for the other person’s perspective.

Quiz Answer Key

1. What is the core premise of William Vanderbloemen’s “Be the Unicorn” regarding success? The core premise is that while some keys to success are unteachable, there are specific, data-driven habits practiced by unusually successful individuals (Unicorns) that can be learned. This book aims to be a manual for readers to cultivate these teachable habits and become irreplaceable.
2. How did William Vanderbloemen gather the data for this book? William Vanderbloemen gathered data from over thirty thousand long-format interviews conducted during executive talent searches performed by his company, Vanderbloemen. His team analyzed these interviews to identify commonalities among the most successful candidates.
3. What does “The Fast” habit entail, and what is a common challenge to practicing it? “The Fast” habit means being responsive and discerning quickly what needs an immediate response. A common challenge is fear, as acting fast often involves being first, which comes with risks and uncertainty, something our brains are wired to avoid for safety.
4. Explain the distinction between a “distraction” and an “opportunity” as presented in the context of being “The Fast.” A distraction doesn’t get you closer to your goals and takes more time/money/resources than it’s worth, often getting a “heck yes” from the limbic system. An opportunity, conversely, moves you closer to your goals, has the whole brain’s agreement, and yields results worth the sacrifices.
5. What is the essence of “The Solver” habit, and why is collaboration often preferred for it? “The Solver” habit involves focusing on finding solutions to problems rather than dwelling on the problems themselves. Collaboration is preferred because, despite a higher risk of error, solving is generally more effective and comprehensive when done with a group, leveraging diverse perspectives.
6. How does the book suggest cultivating a “Solver mentality” in a team setting? To cultivate a Solver mentality, the book suggests encouraging humility and lifelong learning, celebrating Solver victories, and asking staff to bring solutions (even imperfect ones) to every meeting. It also advises rebranding “problems” as “possibilities” to shift mindset.
7. Describe “The Self-Aware” habit and how it benefits individuals in their careers. “The Self-Aware” habit involves knowing one’s strengths, weaknesses, and how one is perceived by others. This benefits individuals by allowing them to position themselves for success, make better career choices, and understand how to overcome personal tendencies like procrastination.
8. What is the “fastest way to achieve better self-awareness,” according to the text? The fastest, albeit hardest, way to achieve better self-awareness is to trust others to tell you your blind spots. This involves actively seeking feedback and being open to adjusting based on that input, even if it’s not always easy to hear.
9. What is the key difference between “popularity” and “likability” as defined in the book? Popularity is associated with social dominance, influence, and aggression, where popular people “push and shove.” Likability, however, is linked to emotional well-adjustment and less aggression, with likable people tending to “welcome and unify.”
10. Why does the book emphasize the importance of “stopping talking” and “listening” in cultivating likability? Stopping talking and listening are emphasized for likability because genuinely listening makes others feel important and heard, building relational capital. It allows for deeper understanding, fostering trust, loyalty, and grace, and demonstrating respect for the other person’s perspective.

Essay Format Questions

1. “Be the Unicorn” argues that certain habits are “teachable keys to success.” Discuss how the author uses a combination of real-world case studies (e.g., Blake Mycoskie, Kevin Plank, Jamie Kern Lima) and data-driven observations from his executive searches to support this claim. Analyze the effectiveness of this dual approach in persuading the reader that these habits are indeed cultivable.
2. The concept of “Unicorns” implies individuals who are “mythically valuable” and “irreplaceable.” Select three of the habits discussed in the excerpts (e.g., The Fast, The Solver, The Self-Aware, The Curious, The Likable) and explain how cultivating each of these specific habits contributes to an individual becoming “irreplaceable” in a professional setting. Provide examples from the text for each habit chosen.
3. The book frequently touches upon the interplay between human nature (e.g., brain’s evolution, limbic system) and the cultivation of “Unicorn” habits. Analyze how William Vanderbloemen addresses the psychological barriers to adopting habits like “The Fast” or “The Solver.” What strategies does he suggest to overcome these innate tendencies?
4. “Likability” is presented as a crucial “Unicorn” trait, with the author stating, “likability trumps competency almost every time.” Discuss the various facets of likability as presented in the text, including the distinction between likability and people-pleasing or popularity. How does the book suggest one can authentically cultivate likability, and what are the stated benefits of doing so in both personal and professional contexts?
5. Humility is a recurring theme across several “Unicorn” habits, including Self-Awareness and Curiosity. Discuss the role of humility in developing at least two different Unicorn traits. How does the author illustrate the importance of humility in fostering growth, learning, and stronger relationships, and what are the potential pitfalls of a lack of humility in these areas?

Glossary of Key Terms

• Unicorn: In the context of this book, an unusually successful, mythically valuable, and irreplaceable individual who stands out from their peers. The term refers to people exhibiting specific, data-driven habits.
• The Fast: A Unicorn habit characterized by responsiveness, quick decision-making, and discerning what requires immediate action. It emphasizes speed without sacrificing discernment.
• The Solver: A Unicorn habit focused on identifying and implementing solutions to problems rather than dwelling on complaints or the problems themselves. It often encourages a “we” mentality and collaboration.
• The Anticipator: A Unicorn habit involving the ability to foresee future outcomes by studying patterns, history, and understanding potential consequences. It’s about thinking ahead and planning with the end in mind.
• The Prepared: A Unicorn habit signifying a state of readiness in mind and body, having thought out situations beforehand to know the right thing to do at the right moment. It involves anticipating potential challenges and having plans in place.
• The Self-Aware: A Unicorn habit denoting a deep understanding of one’s own strengths, weaknesses, motivations, and impact on others. It involves humility, seeking feedback, and knowing personal limits.
• The Curious: A Unicorn habit characterized by a thirst for knowledge, asking questions, and listening with genuine interest to understand different perspectives and ideas. It fosters empathy and humility.
• The Connected: A Unicorn habit centered on building and nurturing strong, reciprocal relationships and networks. It emphasizes giving more than taking and leveraging connections to help others and further collective goals.
• The Likable: A Unicorn habit defined by qualities that make an individual appealing, easy to get along with, and trusted by others. It is distinct from popularity or people-pleasing and is built on authenticity, humility, and genuine interest in others.
• The Productive: A Unicorn habit characterized by consistently producing valuable output, managing energy, and effectively prioritizing tasks to achieve significant results. It emphasizes tangible outcomes over mere activity.
• The Purpose-Driven: A Unicorn habit involving a clear understanding of one’s fundamental “why” or mission, which guides decisions, actions, and overall direction. It provides meaning and motivation, often leading to a magnified impact.
• Limbic System: The “pleasure center” of the brain, often referenced in the text as a reason for procrastination, as it tends to win over the prefrontal cortex (the planning part).
• Prefrontal Cortex: The “planning part” of the brain, which often struggles against the limbic system, particularly in the context of instant gratification and procrastination.
• Secondhand Compliments: A powerful tool for cultivating likability, involving telling someone something positive that another person said about them. This amplifies good feelings and builds relational equity.
• “Waiter Test”: A social litmus test, mentioned in the context of likability, where how a person treats service staff (e.g., a waiter) is indicative of their true character and how they might treat others in less powerful positions.

Contact Factoring Specialist, Chris Lehnes