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by Rick Baker
On Jun 29, 2011
Habits are like rivers.
If your leave them alone they more or less follow the path of least resistance.
Indeed, if you look close enough at habits they are very consistent and if they meander at all then that meandering takes time. That’s similar to what rivers do when the terrain is flat and gently sloped. No surprises. No sudden obstacles. So, a continuous flow of water.
Most of the terrain around our habits is flat and gently sloped. No surprises. No obstacles. So, a continuous flow of habit.
That’s the nature of habits.
Once they flow…they flow...and they stay the course.
A habit stays the course, be it good or be it bad.
When we compare habits to rivers, each has its ‘pros’ and ‘cons’.
The main ‘pro’ enjoyed by a river is: it is governed by an amazing force we call gravity. Gravity makes rivers flow downhill…always toward a larger body of water, either a larger river or a lake or an ocean…always downhill…with feeding a larger body of water being the ultimate purpose/goal.
The main ‘con’ suffered by a river is: it has no ability to choose. Gravity grips and controls it…always.
The main ‘pro’ enjoyed by a habit is: the owner of the habit has choices so the owner can influence the course of the habit. When the course feeds into a positive purpose/goal the habit is a Good Habit.
The main ‘con’ suffered by a habit is: somehow, ‘somewhy’ habits have a tendency to favour the negative. Bad Habits take hold easier than Good Habits. Bad Habits are tougher to break than Good Habits.
The easiest way to adjust habits, if that’s what you want to do, is accept you only do 3 things: Good Habits, Bad Habits, & New Things.
To correct Bad Habits, do New Things…that’s the way to reduce the time available for Bad Habits.
New Things are the bridges to Good Habits.
Footnote:
When in grade 12 I spent some time thinking about becoming a geographer. I was grabbed by the relationship between earth topography and simple mathematics….maps and contour maps…and, of course, treasure maps [but, that’s a different story].
This week, while listening to a new Napoleon Hill audio book I heard something close to “Habits are like rivers…it takes force to change course”. That triggered this Thought Post.
by Rick Baker
On Jun 14, 2011
A dozen things you better know
1. You better know your Chief Desire
Whether you have a vivid lifelong Vision or a keen interest in accomplishing something important during the next few months, know what you want. Write down what you want in as simple and clear terms as possible. Napoleon Hill used the terms ‘Definite Purpose’ and ‘Definite Chief Aim’ to describe ‘what you want’. He stressed the importance of definiteness of purpose. To get through the toughest times, which you will no doubt encounter…you must make a habit of stoking the flame of your Chief Desire.
Key Resources:
- Napoleon Hill, ‘Think and Grow Rich’
- Spirited Leaders Academy Workshops #1 & #2
2. You better know how to apply your Strengths to work
Some activities invigorate you so much you shine and time flies when you perform them. You perform at your best when you do these activities. These signal your strengths and your personal strengths are your key to business development success.
Key Resources:
- Tom Rath – ‘StrengthsFinder 2.0’
- Spirited Leaders Workshop on Strengths
3. You better know how to manage your Weaknesses for work
You find some activities grating. They drain your enthusiasm. Even if you perform them well you will never excel at them and they will never cause business development excellence. Learn how to manage your work so your weaknesses have minimal impact.
Key Resources:
- Marcus Buckingham, ‘GO Put Your Strengths To Work’
- Spirited Leaders Workshop on Strengths
4. You better know how to make Connections With People
Business is about PEOPLE. To do business you must connect with people. Your good reputation is an essential ingredient. If you are a natural connector then you have a tremendous advantage. If you are not a natural connector then you will need help from ‘matchmakers’ who illustrate strength in making valuable, timely business connections.
Key Resources:
- Malcolm Gladwell, ‘The Tipping Point’
- Spirited Leaders Workshop on Connecting
5. You better know how to Click With People
You must learn how to obtain what you desire while satisfying the needs of other people or, at the very least, not violating the needs of other people. Excellence happens under an environment of aligned, harmonious effort. Work on expanding your pleasing personality. Ask great questions. That’s so important it must be repeated: Ask great questions!
Key Resources:
- Ori Brafman and Rom Brafman, ‘Click’
- Spirited Leaders Workshop on Connecting
6. You better know how to Lead Change
People only do 3 things: Good Habits, Bad Habits, & New Things. And, ‘Constructive Criticism’ is an oxymoron. Remember those two simple facts when you work to cause Clients to feel good about having a long term relationship with you…and remember those two simple facts when you want to help other people to become your Clients.
Key Resources:
- Dr. Jonathan Haidt, ‘Happiness Hypothesis’
- Chip Heath and Dan Heath, ‘Made to Stick’ & ‘Switch’
- Spirited Leaders Academy Workshop #2
7. You better know your business development Hedgehog & More*
* Hedgehog, Differential Advantage or Unique Selling Proposition, & Value Propositions
Stand out! Work at a business that can provide simple clear answers to tough questions like:
- What do you excel at doing?
- How are you different from your competitors?
- How are your products & services different from your competitors’?
- Why should I buy from you?
8. You better know your business Target Markets
Do not limit your target market thinking to demographics. That just scratches the surface. Always remember people place the orders. Always remember people’s buying habits are heavily influenced by emotions and justified [later] with logic. Watch what they do. Observe with a clear and open mind. Seek the roots of behaviour patterns.
Key Resources:
- Jeffrey Gitomer, ‘Sales Bible’
- Guy Kawasaki, ‘Reality Check’
- Spirited Leaders Academy Workshop #3
9. You better know your Business Development Pillars
Today, your business development must be supported by several marketing & sales pillars. You need a pillar of social media presence. You need at least one pillar of promotion. You need a pillar of cold calling. You need more than that. And, all your pillars must be pointed in the same direction…your marketing & sales actions must be integrated…your marketing & sales pillars must complement and enhance each other.
10. You better know your business ‘Master Rules’
4 strategic things set the stage for your ‘Master Rules’. Those 4 things are your business’ shared Values, Vivid Vision, key success factors, and key failure factors. ‘Master Rules’ are the link that bonds your strategic thoughts to your practical actions. So, ‘Master Rules’ must be clear and simple. And, ‘Master Rules’ must be repeated. ‘Master Rules’ must also be few in number…this ensures boundaries are set on actions without stifling creativity.
11. You better know your business Goals
S.M.A.R.T. Goals worked well in prior generations ago and they worked well a decade or two ago. Now, Goals must be more textured. When you set goals, it is essential to anticipate people reactions…specifically, you must understand in advance the emotional reactions your goals are likely trigger. This applies to the emotional reactions of your people, your clients, your suppliers, etc. You can do this by adding an ACRE of considerations when you set SMART goals:
A Action
C Conversion
R Repercussion
E Emotions
12. You better know what you must Measure and Measure what you must know
Performance Tracking & Key Performance Indicators: these are pure gold when you have the discipline to establish them and make them Good Habits. This is one area in business where zero tolerance is the best policy: if it’s worth doing then it’s worth measuring. Conversely, if it isn’t worth measuring then why would you bother doing it?
Key Resources:
- Douglas W. Hubbard, ‘How To Measure Anything’
- Brent Peterson and Gaylan Nielson, ‘Fake Work’
- https://rickbaker.ca/post/2010/01/19/CHANGING-FOR-THE-BETTER-Good-Habits-Bad-Habits-New-Things.aspx
- Spirited Leaders Academy Workshop #6
13. You better know exactly how Your Role contributes to your business
There are 3 Steps:
- Ensure role clarity…role descriptions, etc
- Ensure reward clarity…goals, performance, & rewards
- Perform an iterative process: test Your Role against every one of the first 12 Things You Better Know. Do this step now. And do this step at least once per year.
by Rick Baker
On Jun 8, 2011
When you boil it down, people only do 3 things!
There is an easy way to improve how you deal with people.
In fact there are several easy ways to improve how you deal with people.
Sure. People are complicated.
Sure. People are unpredictable.
In fact, other people can baffle us at every turn.
And…it does not have to be that way.
Here is a simple way to start simplifying and improving your dealing with other people. This applies whether you are trying to persuade someone to accept your opinions or you are trying to understand where your boss is coming from. It also helps you understand why people make curious hand signs at you when you are driving or honk their horn at you when you lose track of time while looking at your BlackBerry in a coffee drive thru.
When you boil it down, people only do 3 things!
People only do:
- Good Habits,
- Bad Habits &
- New Things.
Good Habits are things that increase the likelihood they will achieve their goals.
Bad Habits are things that reduce the likelihood they will achieve their goals.
New Things are things they have not done before or haven’t done in a while.
Goals come in 2 forms: Conscious goals and Unconscious goals.
Samples of Conscious Goals:
- To be healthy
- To sell $X of stuff by the end of the month
- To complete a training course
- To relax for an hour by the trees
Samples of Unconscious Goals:
- To maintain life by an intake of oxygen [breathing]
- To protect body safety [that fight-or-flight adrenalin surge]
- To make sense of incoming stimuli [neuron systems, etc.]
- To protect one’s ego [emotions, etc.]
When we recognize people only do 3 things, the drivers behind those things is something we can and often should set aside…at least, we can make sure we do not waste a bunch of time trying to figure out the drivers. The reality is: it is extremely difficult to deduce other people’s motivations/goals/driving forces.
In general, we are better off not trying to deduce the motivations/goals/driving forces behind other people’s actions.
In order to make sense of other people’s actions, we can save a lot of time by sorting out those things into the 3 categories:
- Good Habits,
- Bad Habits &
- New Things
Sure, it requires judgement.
But, really, it isn’t very hard to do.
People rarely do New Things.
So, most times the choice is either a Good Habit or a Bad Habit.
More to follow in future Thought Posts…but…in the interim, a few thoughts:
- When people do Good Habits they want you to notice or compliment them
- When people do Bad Habits they want you to ignore or help them
- When people do New Things they want you to encourage or support them
When people do Good Habits, Bad Habits, or New Things they do not want you to criticize them.
by Rick Baker
On May 27, 2011
I think we should focus on strengths.
We should spend time working on our strengths rather than our weaknesses.
So, I have been captured by the good work the people at the Gallup organization have done to create STRENGTHSFINDER.
I own copies of all the books written by Marcus Buckingham and by Tom Rath…and I am re-reading all of them.
While doing this re-reading, I was slowed down by one section of Marcus Buckingham’s book ‘Now, Discover Your Strengths’. Marcus talked about brain neuroplasticity and he had a strong view that brain neuroplasticity is overrated. His words made it clear he knew the facts – ie, the 2001 facts – about brain neuroplasticity. He knew about neurons and lost-limb work [I immediately thought about Ramachandran], etc.
Marcus made it clear he thought people were overestimating the value of using ‘brain plasticity’ activities/exercises to create better results at work. He stressed, at the very least, this is an inefficient way to go about self-improvement.
Rather, he recommended [I am using my own words here]:
- Focus on Strengths…that’s the best place to improve one’s performance
- When the job/role requires it, patch up Weaknesses…or work around them if that is possible.
Also, Marcus talked about:
- Talent Themes…how they are innate and cannot be changed
- Values…how we can choose to adjust them [and adjust our character]
Marcus Buckingham got me thinking.
First
I believe people only do 3 things.
I believe if we boil things down then people only do 3 things:
- Good Habits
- Bad Habits
- New Things
That’s it. Whether I do things voluntarily or in reaction to some unknown drivers in my involuntary back-up systems, whether I do things in reaction to subconsciously-driven emotions, or whether I logically plan out things and do them…every single thing I do can be sorted into one of 3 categories:
- Good Habits
- Bad Habits
- New Things
Not to get too bogged down in detail [assuming it isn’t already too late], some examples:
- I breathe whether I want to or not…that’s a Good Habit because it tends to keep me alive
- I look both ways before I cross the street…that’s a Good Habit my Dear Mom taught me
- I eat too much ice cream…that’s a Bad Habit because it removes my ability to buy smaller belts
- I have trouble getting to sleep…that’s a Bad Habit because it wastes time, annoys me, etc
- I read books…depending on the book that’s a Good Habit [re-reading Napoleon Hill’s ‘Think and Grow Rich’] or that’s a New Thing [when it is my first reading of the book]
- I took the STRENGTHSFINDER test…that was a New Thing that led to some Good Habits
- I read plenty of books about the brain: de Bono, Ramachandran, Doidge, Schwartz, Amen, Glynn, Lynch, Maltz, Ratey, Robbins, Calvin, Begley…etc, etc
Here’s the point
Yes - I read plenty of books about the brain and I am specifically interested in reading about brain neuroplasticity.
Putting Marcus Buckingham’s thought together with my philosophy about Good Habits, Bad Habits, & New Things…
Is that a Good Habit or a Bad Habit?
What if I asked Marcus Buckingham, “Marcus, is that a Good Habit or a Bad Habit?”
I wonder if Marcus would say, “Rick, that’s a Bad Habit”.
I wonder if Marcus would say, “Rick, that’s definitely a Bad Habit because you are not focusing on one of your Strengths!”
Ouch!
Footnotes
by Rick Baker
On May 26, 2011
A LinkedIn friend asked that question.
Here is my answer.
If people recognize they fear failure then they may be motivated to overcome that fear.
If their motivation to overcome the fear results in ACTION that creates GOOD HABITS [success-oriented ACTION] then...that could be considered “effective motivation”.
On the other hand, if we [Sales/Marketing Leaders] try to press fear buttons to motivate our fearful followers then it is highly unlikely we will generate “effective motivation”. While Leaders may win some battles by pressing fear buttons, they will not win wars. Followers will/may comply in the short term, however, value, if any, will be fleeting. The fear will remain...and it may grow.
Fear is a powerful driving force. But – it does not have the ability to drive toward “effective outcomes’.
Fear drives in the opposite direction. Fearful people need a lot of help to change themselves so they can achieve effective outcomes.
Conscious THOUGHT and repeated ACTION are required.
And, the process of “effective motivation” takes TIME.
We have a philosophy…when you boil it all down
People Only Do 3 Things: Good Habits, Bad Habits, & New Things.
When people fear failure they need to:
- Understand they possess that fear
- Want to do something to reduce/remove that fear
- recognize that fear has created Bad Habits [whether they can identify them or not]
- want to make changes to remove those Bad Habits
- want to make changes to create Good Habits
- understand those changes must be specific ACTIONS…which we call New Things
- take baby steps…baby ACTION steps
- celebrate the little successes
I hope this helps.
by Rick Baker
On May 5, 2011
Experts tell us people change when they are exposed to crime for extended periods of time. Their tolerance for the crime escalates this way:
- At first they abhor or object to the crime
- Then they become tolerant of or unbothered by the crime
- Then they embrace and participate in the crime
- Then they gain an appetite for escalated crimes
We know real-life situations…for example, the way violence by captors can escalate as unfair treatment of prisoners of war.
Psychology experiments have shown the crime situations do not even have to be real to have a major impact on behaviour. For example, consider the shocking results of the Stanford Prison Experiment [conducted in 1971].
In the Stanford Prison Experiment, students were placed in two groups: prisoners and guards. In a very short period of time the ‘guards’ became very abusive and the ‘prisoners’ became passive. The organizers had to stop the experiment before it resulted in serious damage.
Real-life experiences confirm crime has other surprising effects on people’s behaviour.
Stockholm Syndrome [in summary]: sometimes prisoners develop positive feelings for their captors and sometimes prisoners emulate the attitudes and actions of their captors.
Crime can change deep and well-rooted thoughts and habits….replacing Good Habits with Bad Habits.
If crime can change habits then it isn’t too much of a leap to accept more positive and constructive endeavours such as the pursuit of financial success can also change habits…wealth and success orientations and situations can change habits for the better.
This has been known for millennia:
We are what we repeatedly do. Excellence then is not an act, but a habit.
Aristotle…student of Plato…tutor to Alexander The Great
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