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.

 

CNBC interview with Bill Belichick

The greatest coach of all time doesn’t spend a lot of time giving interviews, so this is definitely worth a watch.

Quotes from the Interview:

  • “Every battle is won before it is fought.” – Sun Tzu
  • “A battle plan is great until you go into battle, then it doesn’t mean anything.” – General Dwight Eisenhower
  • “Don’t be afraid to use a good idea.”
  • “Good players can’t overcome bad coaching. It’s impossible”

 

Piercing Conversations and Conversational Capacity

I had the privilege to attend a local Vistage meeting as a guest this morning.  The speaker was Craig Weber and the topic was about piercing conversations and conversational capacity.  Weber is an engaging speaker and did an excellent job of educating the group on the concept of conversational capacity.

The idea behind conversational capacity is that for any given group of people, there is a list of topics and / or issues that we could rank from most difficult at the top to the easiest at the bottom.  If we started at the bottom of the list the group could have productive conversations and proactively solve issues.  But as we work our way to the top of the list, the group will eventually stall out and become unproductive.  The higher up the list a given group can productively converse is a measure of its conversational capacity.

Weber states that when conversations get difficult most people tend to begin either “minimize” the conflict or trying to “win” the conflict.  The problem is that these two behaviors are unlikely to lead to the best possible outcomes.  And the most effective teams will find a way to operate in the “sweet spot” which is the middle ground between minimizing and winning.

After explaining the concept, Weber went on to provide some tips on how to build the conversational capacity in our given groups.

Tips for Maintaining the Correct Mindset in Meetings:

  • Ask yourself, “What am I seeing that others are missing?”
  • Ask yourself, “What are we all missing?  What are our blind-spots?”
  • Ask yourself, “What do others see on this issue that I don’t?”

Actions for effective decision making:

  • State your Position.
  • Explain your thinking.
  • Test your hypothesis:  “What am I missing?”
  • Inquiry

Common behaviors of Minimizers:

  • Passive body language.
  • Withholding their concerns.
  • Asking leading questions in an effort to backdoor their positions.
  • Feigning agreement.
  • Emailing opposing ideas as opposed to face-to-face conversations.

Common behaviors of Winners:

  • Aggressive body language.
  • No inquiry into opposing ideas or positions.
  • Dismissive of others ideas.
  • Stating opinions as fact.
  • Use of hyperbole.
  • Asking leading questions in order to sabotage other persons position.

Other interesting ideas and quotes from the presentation

  • Management’s business is building an organization that works!
  • Authority figures should generally weigh in last.
  • Your ego is the biggest enemy to your conversational capacity.
  • “Be that as it may,” is a very sophisticated way of saying “Whatever!”
  • A drowning person might know that they are drowning, but that is no substitute for knowing how to swim.
  • Most often in life, in order to actually get smarter, we have to feel dumber first.
  • The job of the executive is to to be right at the end of the meeting, not at the beginning of the meeting.

Harley Davidson Decision Levels:

  1. Top Down – No input required.
  2. Consultative – My Decision, but I want input.
  3. Consensus – Group Decision, and group input needed.

Reading Notes: The One Minute Manager

One Minute Manager Management Philosophy
One Minute Management Philosophy

Authors:  Kenneth Blanchard and Spencer Johnson

Format: Audible

Subject:  Management

Rating: 9/10

Summary:

It took me far to long to get around to reading this gem of a book.  Its written in a narrative format and does an excellent job of both telling and showing the “Minute Manager” philosophy.  The focus of the book is coaching the team to grow and perform at their best.  The philosophy consists of three key parts:  One Minute Goal Setting, One Minute Praisings, and One Minute Reprimands.

One Minute Goal Setting serves as the foundation for One Minute Management and the authors rely heavily on the Pareto Principle, that 80% of the results come from 20% of your goals.  The One Minute Goal Setting Process is outlined below:

  1.  Agree on the specifics of the goal.
  2. Define what success looks like.
  3. Write out the goals on a single sheet of paper.
  4. Re-read each goal regularly, which should only take a minute per goal.
  5. Set aside a minute several times per day to review your actions and verify they align with your goal.
  6. Tell people that you will provide feedback about how they are doing.

One Minute Praisings This is the second tool in the One Minute Manager’s toolkit.  The idea is to build positive reinforcement when somebody is caught doing something right.  When people feel good about themselves, they produce good results.  Here are the steps for a One Minute Praising:

  1. Praise people immediately, be specific about what they are doing right, how good it makes you feel about what they did right, and how its helps the organization.
  2. Pause for a moment to allow them to reflect.
  3. Encourage them to continue the behavior, and give them a pat on the back.

One Minute Reprimands  This is the final piece in the One Minute Manager’s arsenal.  The purpose of the reprimand is to keep the person and lose the behavior.  It is the counterpart of the One Minute Praising, and it consists of two parts:

Part 1

  1. Reprimand people immediately.
  2. Be specific about the behaviors they did wrong, tell them how it makes you feel.  Focus the reprimand on their behaviors, not the individual.
  3. Pause for a few seconds and let them fell how you feel.

Part 2

  1. Shake hands and re-ensure them that you are on their side.
  2. Remind them how much you value them, but not their performance in this situation.

Aha Moment:

When it comes to getting the most of their team, companies have three options:

1) Hire All-Stars (very expensive and difficult)

2) Hire somebody with potential and then train them up

3) pray.

Favorite One Minute Manager Quotes:

I care about people and results. They go hand in hand.

“if you can’t tell me what you’d like to be happening, you don’t have a problem yet. You’re just complaining.”

“A problem only exists if there is a difference between what is actually happening and what you desire to be happening.

“Take A Minute: Look At Your Goals, Look At Your Performance. See If Your Behavior Matches Your Goals.”

“If you are first tough on the behavior, then then supportive of the person, it works.”