Reading Notes: The Power of Habit

Author: Charles Duhigg

Format: Audible

Subject: Human Behaivor

Rating: 10/10

Summary:

This book explains why we habitually do things that are bad for us, and why we often struggle to introduce habits that are good for us.  Most of what we do everyday are actually habits.  Habits are in effect, short cuts, that eliminate the need to make decisions, and to save mental energy.  Our brains establish habits for pretty much everything.   and they do so without regard of whether the habit is good or bad for us.   What our brains do know, is that if they perform the habit, they will get a shot of dopamine.

A habit loop consists of four parts and three steps.  The three steps are: a cue, a routine, and a reward.  The three steps perform a habit loop.  We experience a trigger, we perform a routine, and then we get a reward.  Performing the habit loop delivers a powerful shot of dopamine to our brains.  But at the heart of a habit is the craving.  The reward we receive from the habit satisfies one of our cravings.  Cravings are what makes habits so difficult to eliminate.

We could try to simply resist the craving, but trying to change habits through sheer willpower is very difficult.   Willpower is finite.  If we try to introduce a habit through sheer willpower, then we will need to conserve our willpower for the moment(s) that we expect to perform the new activity.

However, if we can introduce the new behavior by re-engineering one of our existing habit loops, then we are much more likely to succeed.  The easiest way to re-engineer a habit is to keep the old cue, deliver the old reward, and change the routine.

In order to change a routine, we need to understand what cue triggers the routine.  Cues almost always fit into one of 5 categories:  Location, Time, Emotional State, Actions of Others, Preceding Last Action.   We also need to identify the reward and underlying cravings the habit is trying to satisfy.  We can find an appropriate substitute reward by recognizing the cue, changing the reward, and then waiting 15 minutes to see if the craving has been satisfied.   If it has, we have just found a new routine that we can begin executing the next time the cue is triggered.  Otherwise, we substitute a different reward, until we do satisfy the craving.

Habit Loop

Favorite Quotes:

  • The Golden Rule of Habit Change: You can’t extinguish a bad habit, you can only change it.
  • Champions don’t do extraordinary things.  They do ordinary things, but they do them without thinking, too fast for the other team to react. They follow the habits they’ve learned.  – Tony Dungy
  • We are what we repeatably do.  Excellence is not an act, but a habit.
  • But to change an old habit, you must address an old craving. You have to keep the same cues and rewards as before, and feed the craving by inserting a new routine.
  • Good leaders seize crises to remake organizational habits.
  • Studies have documented that families who habitually eat dinner together seem to raise children with better homework skills, higher grades, greater emotional control, and more confidence.  (As a side note, my wife considers family meals as sacred.  And by doing so, she has introduced an excellent keystone habit into our family’s routines.)
  •  Exercise is a keystone habit that triggers widespread change.
  • When a habit emerges, the brain stops fully participating in decision making.
  • Willpower isn’t just a skill. It’s a muscle, like the muscles in your arms or legs, and it gets tired as it works harder, so there’s less power left over for other things.

 

Reading Notes: Creativity Inc: Understanding the Unseen Forces That Stand in the Way of True Inspiration

Author: Ed Catmull

Format: Audible

Subject: Culture

Rating: 10/10

Summary:

This book is very much the story of Pixar.  Which is a story that I found very enjoyable in itself.  But, the book also contains a lot of ingredients that make the company such a success.  Catmull, who is one Pixar’s co-founders, does an excellent job sharing his experiences over the decades long time frame the book covers.

Catmull believes that creative problem solving is critical for businesses is any industry.  The book outlines the process of making creativity a part of an organizations daily culture.

A hallmark of a healthy and creative culture is that people feel free to express ideas, opinions, and criticisms.  The word honesty carries baggage that can hold people back. So, encourage candor over honesty.  Pixar puts smart people in a room together to solve problems, and encourages them to use candor in their conversations with one another.  They refer to these meetings as a Brain Trust.

An Effective Feedback system is built on empathy; an idea, that we are in this together.  The purpose of feedback is to move the process forward.  Effective feedback requires candor, trust, and empathy.  A note is a good way to give feedback.  A good note is timely and specific, it should inspire,  it clarifies what is wrong or missing, it doesn’t have to include a fix to the problem, and it makes no demands.

Catmull also stresses the importance of “Getting the Team Right.”  He believes that great teams are far more important than great ideas.  He also encourages managers to hire people that are smarter than they are and have a lot of potential. (“hire for potential, not the past.”)  Find, develop, and support good people.    A good team is made up of people who complement each other.   Understand the mix of talent in the group, match the right people with the right task.

 

What I like most about the book:  

I really enjoyed listening to the many challenges that were overcome while making Pixar hits such as  Toy Story, Up, Monsters Inc.

Favorite Quotes:

  • The best way to predict the future is to invent it.
  • Quality is the best business plan.
  • If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better.
  • You are not your idea, and if you identify too closely with your ideas, you will take offense when they are challenged.
  • Failure isn’t a necessary evil. In fact, it isn’t evil at all. It is a necessary consequence of doing something new.
  • Don’t wait for things to be perfect before you share them with others. Show early and show often. It’ll be pretty when we get there, but it won’t be pretty along the way.
  • Getting the right people and the right chemistry is more important than getting the right idea.
  • If you aren’t experiencing failure, then you are making a far worse mistake: You are being driven by the desire to avoid it.
  • What is the point of hiring smart people, we asked, if you don’t empower them to fix what’s broken?
  • You don’t have to ask permission to take responsibility.
  • Be patient. Be authentic. And be consistent. The trust will come.
  • It is not the manager’s job to prevent risks. It is the manager’s job to make it safe to take them.
  • If there are people in your organization who feel they are not free to suggest ideas, you lose.
  • Societal conditioning discourages telling the truth to those perceived to be in higher positions.
  • There is nothing quite as effective, when it comes to shutting down alternative viewpoints, as being convicted you are right.
  • Measure what you can, evaluate what you measure, and appreciate that you cannot measure the vast majority of what you do.

Reading Notes: Zero to One

Author:  Peter Thiel / Blake Masters

Format: Audible

Subject:  Entrepreneurship

Rating: 10/10

Summary:

Zero to One is easily the most interesting book that I have read in the past several years.  And, that is saying a lot since I was initially very skeptical about including it on my reading list.  The book held my attention from beginning to end.  Thiel’s covers a variety of topics that are designed to get the reader thinking.  At its core, Zero to One, is essentially a book of ideas.  And many of those ideas challenge the status quo.

Blake Masters narrated the Audible version of the book.  His dictation style has a nice flow to it.  Other narrators could learn a thing or two from him.

Zero to One vs Zero to N:

  • Zero to One: is vertical progress. New technologies. It creates something where nothing existed before.
  • Zero to N: is horizontal progress. It is the act of iterating over existing technology.

Thiel’s Core Beliefs:

  • Globalization is doomed without technological innovation
  • Capitalism is the opposite of competition
  • We can shape our core future

Lessons Learned from Dot.com Bubble vs Thiel’s Viewpoint:

Lessons Learned?

Creating a Monopoly:

  • Must be a order of magnitude better than the next option (10x)
  • Target a small group of particular people concentrated together and served by few or no competitors
  • Once you dominate the niche market then expand to adjacent markets
  • Don’t disrupt
  • Avoid first mover advantage; target making the last great development in a specific market and reap the rewards of a mature ecosystem.
  • Founders should know each other very well before starting the company.
  • Everyone should work in the same physical space. (No telecommuting.)
  • Everyone should be a full-time employee.
  • Lower CEO pay increases the chances for the start-up to succeed.
  • Advertising Works

Maintaining a Monopoly:

  • Create Network Effects: the more people using your product, the greater the network effects are.
  • Economy of Scale: Lowers production and distribution costs
  • Branding: Increases awareness.

Theil’s Seven Questions All Businesses Should Answer:

  1. Engineering – Can you create a breakthrough technology instead of incremental improvements?
  2. Timing – is now the right time to start your particular business?
  3. Monopoly – are you starting with a big share of a small market?
  4. People – Do you have the right team?
  5. Distribution – Do you have a way to not just create but deliver your product?
  6. Durability – Will your market position be defensible ten or twenty years into the future?
  7. Secret – have you identified a unique opportunity that others don’t see?

Sales people compared to their products:

  • Advertising -> Account Executive
  • Customers -> Business Developer
  • Companies -> Investment Bankers
  • Yourself -> Politicians.

Theil’s Favorite Interview Question:

“What important truth do very few people agree with you on?”

  • Causes people to reflect on self-created knowledge.
  • To become socially unpopular by taking a different stance.
  • Rationale: brilliant thinking is rare but courage is in even shorter supply than genius.

Other Ideas:

  • Entrepreneurs should create monopolies
  • Competition lowers price and eliminates profit.
  • Capitalism generates profit.
  • Even a bad plan is better than no plan.
  • School and College prepares you to be average at a lot of things.       And an expert at nothing.
  • Success is not a matter of luck.
  • If you cannot beat your rival it may be better to merge with them (Paypal: Thiel and x.com: Musk)