KF #30. Self-Development Archives - Page 3 of 22 - How to be Awesome at Your Job

Pete Mockaitis
Jim, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Jim Harshaw, Jr.
Pete, thanks for having me. Good to be here.

Pete Mockaitis
Well, I’m delighted to have you here. We’re going to be talking about failure and you’ve got some good failure stories under your belt. I mean that in the nicest way and you probably take it that way.

Jim Harshaw, Jr.
Yeah, I don’t feel insulted by that anymore. Yeah, I used to.

Pete Mockaitis
You were a Grade-A failure, Jim.

Jim Harshaw, Jr.
That’s right.

Pete Mockaitis
And we want to hear some stories and some practical perspectives on that because most of us hate failing. It feels really bad. And you have a different point of view. But could you kick us off with your story? Do you have a favorite failure or two and what do you love about them?

Jim Harshaw, Jr.
Yeah, absolutely. So, it’s funny, I was talking to a group of doctors, actually. They’re finishing up their residency and I was brought in to give a talk about a week ago, and I was like, “Man, you’re here because of your success and I’m actually here because of my failure. I hope that doesn’t put you off of this message today.”

And same for the listeners. Everybody who’s listening right now, knowing the profile of the listener of the show, you’re generally a successful person. You’re looking to get to that next level and be awesome at your job, and failure is part of that. Failure is a necessary step on your path and on my path and on every world-class performer’s, it’s the same for them as well.

I get to interview Olympic Gold medalists and CEOs and New York Times’ bestselling authors and astronauts and Navy Seals on my podcast, and they always tell me about these miserable failures that they’ve had, and so we explore that. And while I’m not at that caliber, I will share with you some of my failures. And, really, I want to make sure everybody gets actionable stuff out of this. Like, how do you actually deal with failure and be resilient and use it for your benefit?

So, I was a college wrestler. I got recruited to a great school, the University of Virginia, but I had so much failure, and fear of failure, and self-doubt, and lack of confidence when I got there because I just really never saw a future for myself, for really much of anything, let alone in my sport or academically or professionally. And I got to the University of Virginia, and I looked around and I realized, “Gosh, everybody here has more money than me. Everybody here is smarter than me. Everybody here is better-looking than me,” so it just reinforced all of these feelings of unworthiness, of that next level, whatever that next level would be for me.

And I began my wrestling career and I had set my goal to be an All-American, and in my freshman year I qualified for the national championships, which is kind of the first step, but I failed. My sophomore year, again I qualified for the national championships but, again, I failed. My junior year, pretty much a repeat of the prior two years, I got to the national championships and my season ended with me in the locker room, my face buried in a towel in tears, wondering, like, “Why can’t I do this? Like, what’s wrong with me? Am I not good enough? Am I not smart enough? Am I not capable enough?”

And then I dedicated that entire off season searching for the answer, like, “What is it about me? Why do I keep failing? Like, what’s wrong with me?” And I searched and I searched, and over the summer I went to the Olympic Training Center to pick the brains of some of the best in the world out there. I worked wrestling camps so I could be around other wrestling coaches all summer long and pick their brains. And the next season started and I realized I never found the answer, I never figured out what it is that I need to fix or do better in order to reach my potential so I finally gave up and I let go.

I let go of that goal and I said, “All I can be is all I can be. All I can do is all I can do.” And I ended up having this great successful season. My senior year ended up on the podium at the national championships in front of 15,000 fans in the arena, and I had reached the pinnacle of my sport. I was one of the best in the country at what I did.

And this kind of set me off on this trajectory of success. I was invited to live and train at the Olympic Training Center as an Olympic hopeful. Shortly after that, I got into coaching and I ended up being the youngest division one head wrestling coach in the country. I coached for about a decade, about 12 years, and I got out of coaching and got into business. I started my first business and now was a success, and I’m like, “Man, this is great. I’m on this trajectory, this winning trajectory.” And all these feelings of self-doubt and failure, etc., all that kind of like fell by the wayside and I was like on this trajectory of success in my life.

And, finally, looked up two years later and realized that everything I was trying to build, I was doing the opposite of. I had a failed business, we had debt up to our eyeballs. I had failing relationship with my wife. I wasn’t spending enough time with my kids and I was in the worst physical shape of my life, and I’m like, “This wasn’t the plan. This wasn’t what was supposed to happen to me.”

So, there was this second crucible moment of failure in my life and I, literally, I mean, Pete, I was shutting down that business, I was scrolling like on Craigslist looking for jobs, scrolling past jobs for paper boys and unpaid internships, and thinking like, “You know, I have two degrees from the number-one rated public university in the country, I have all this success in my background. How did I end up here again? Did I not learn the lesson that I was supposed to learn?”

And I closed down my computer. I remember that night specifically. I laid down next to my wife in bed, I’m staring at the ceiling. She’s already asleep. And I’m like staring at the ceiling, thinking, “What was in place of my life when I was able to turn failure into success? What was in place when I was clear on what was next for me, when I knew how to do the things I needed to do, I was able to be consistent and stay focused, and stay on task and on track, and do really hard things for meaningful goals? Like, how do I get that back in my life?”

And I realized there were like four things in place in my life then when I was competing at the highest level and reached that platform of being an All-American, they were not in place of my life at that moment. And I can share those in a minute here, but I went back and I reconstructed this system in my life and it changed everything for me. I tripled my income, healed my relationship with my wife, and started spending more time with my kids, and got physically fit again. Like, it just transformed my life, and that’s what I get to do now.

That’s my mission in the world, is to help people deal with failure, overcome their own self-doubt, have clear and meaningful goals and a plan to achieve them.

Pete Mockaitis
Okay, certainly. Well, yes, let’s do hear about these four principles. First, I’d like to note, so in between your junior and your senior year, you were studying with all kinds of great potential mentors, coaches, and you said there wasn’t any particular bit of learning or technique or thing that you’ve fixed. So, then what was the difference-maker?

Jim Harshaw, Jr.
Yeah, it was this realization. Well, let me share this with you. I’ll use another wrestling reference. So, it’s a woman who’s the first ever Olympian, an Olympic Gold medalist from the United States. Her name is Helen Maroulis. And she talked about how this overwhelming self-doubt that she had, literally, a month before the Olympics and even through the Olympic games. She made it to the finals. Now she’s got to wrestle the best female wrestler in the world from Japan and she had this mantra of saying, “I am enough. I am enough. I am enough.”

And if you go back and you Google it on YouTube, you can see her lips moving when she’s standing in the tunnel next to her opponent and she’s saying this mantra, “I am enough.” And I realized that this is what I had learned. It was literally the night before the opening event, opening competition of my senior season, I was literally sitting in the hotel room on the edge of the bed, going, “Wait a second. I never figured out the secret. I never figured out the thing that I’m missing.”

And I said, “Well, I give up. All I can do is all I can do. I can follow the plan. I can make sure I go to bed on time, put the right food in my stomach, in my mouth, eat healthy, rehab my injury, show up for practice early, stay late, watch film. I can do all those things and everything else, I can’t control winning and losing. I can control the process. Otherwise, I’m enough. And if I become an All-American, awesome. If I don’t, I can put my head on the pillow at night knowing that I did everything I possibly could that was in my power to achieve that dream.”

And so, at that night I, literally, I gave up on the goal, I gave up on the dream, and just said, “I am enough.” And I went out the next day and I competed, knowing that I’m enough, and it’s not about winning or losing, it’s not about the fear of failure any longer. It’s about showing up as my best self and putting everything I can out there, being fully 100% me, and allowing that to be okay and to be enough, and taking my ego out of it. And it became so much fun.

I mean, wrestling is not a fun sport. It’s pain and suffering and that’s when you win. And I had so much fun that season because this burden of failure I was able to set down. And for the listeners, you have that burden of failure whether it’s at work and you’re trying to look good for your boss, you’re trying to get that promotion or trying to get that raise. It’s not about that. You start with the end in mind, that goal, then you work backwards and go, “Okay, what’s the process? As long as I follow that process, I will have control what I can control because there are other things that are outside of my control that I can’t influence, and for those things I’ll let them go and know that I’m doing everything I possibly can.”

And that allows you to fully show up as yourself, as your authentic genuine self. And guess what? The world needs more of that. The world needs you.

And that’s what I realized and that was this moment where I made this mental shift which freed me up.

Pete Mockaitis
Okay, that’s huge. And so then, when you say, “I am enough,” I guess let’s unpack what specifically we mean by that. I guess I’m interpreting, from all the context, that means, and this is a lot more words, so “I am enough” is a better succinct mantra to use here but it’s sort of this “My intrinsic worth, value, dignity is in no way contingent upon a particular success or outcome. I have no attachment to any of those things. And I am okay and at peace with simply being and doing how I do.”

Jim Harshaw, Jr.
Amen. You said it. Can I write that down and then cite that back?

Pete Mockaitis
Oh, sure. Hey, send me a recording.

Jim Harshaw, Jr.
Can we hit pause on the recording and I’ll say that instead of you?

Pete Mockaitis
Sure.

Jim Harshaw, Jr.
That’s it. But that’s it. So, I interviewed a world champion on the podcast one time, and he said his breakthrough came for him mentally when he realized that failure was an option. People talk about failure is not an option. Yeah, it is an option and it’s okay if you fail. Like, you actually can’t control success or failure. You control the process that puts you in the best position to be successful.

And so, if you can let go of that failure and fear of failure, and know that everybody fails, like I said on my podcast, I interview these world-class performers and they’ve all failed. Like, failing is actually part of their DNA, it’s part of their story, it’s why they’re good at what they do. They’re not good despite those failures. They’re good because of those failures.

John Wooden, he’s a legendary basketball, he said, “You can’t give 110%.”

People talk about 110%. Like, you can’t give 110%. You can only give 100% and that means if you go out and you give 110%, that just means that other times you were giving something less than 100%. That’s what that means. The first time I heard that, I’m like, “Yeah, yeah, that didn’t really resonate with me.” But the more I thought about that, the more I realize, like, all you can do is all you can do, and that’s okay.

You can’t show up and try to be somebody you’re not in something that you’re not. If you’re making a sales proposal or interviewing for a job, you can control the studying that you’re doing and the test and the sample interview questions that you practice and rehearse. You can control all that but, when the day of the interview comes, let all that go. Let all of it go because fear and anxiety decrease performance. I don’t care if it’s in sales, I don’t care if it’s in public speaking, or in sports, or in anything else, but fear and anxiety decrease performance, so let it go. It’s not going to help you. Don’t carry it with you. Let it go and understand that failure is an option.

Pete Mockaitis
Okay, that’s beautiful. Well, I want to talk about the four principles. But, first, you quote Tom, the CEO of IBM, who says, “If you want to…” well, you do it better. What did he say and how do you think about it?

Jim Harshaw, Jr.
He said, “If you want to double your success rate, double your failure rate.”

Pete Mockaitis
Okay.

Jim Harshaw, Jr.
And that’s the crux of all of this, is you have to be willing to fail and to be okay with it. There was a fantastic study out of Northwestern business school, at Kellogg School of Management, and they studied failures who became successes in three different areas. So, it was grants to the National Institutes of Health, they studied investor-backed startups, and they wanted to find something a little bit off topic to really study this and have a breadth of examples, and they studied terrorism attacks.

And what they discovered was all of the successes, if you can call terrorism attacks successful, all of the successes started as failures. All the winners started as losers, but not all the losers became winners. So, what was the difference between the losers and the winners, the failures and the successes, the failures who went to success, or the failures who just kept on failing?

Well, the difference was how soon they tried again. And the ones who succeeded tried again sooner. So, they’re learning, they’re taking what they learned, they’re being resilient, they’re getting up, they’re dusting themselves off, and they’re trying again, and that leads to success.

I interviewed Tim Ferriss on my podcast and he said, “Just because you fail doesn’t inherently mean you’re going to be successful. It’s the learning that comes from failure and then applying that learning to your next iteration, to your next attempt, is what leads you from failure to success.” So, for the listener, when you’re saying, “I applied for all these jobs and I didn’t get them,” or, “I failed at this presentation I tried to make,” or, “this raise I tried to get,” or, “this promotion I tried to get,” like, try again. Learn from that failure and try again.

Pete Mockaitis
All right. And do you have any pro tips or tactics for maximizing the learning and maximizing your emotional ability to get up quickly?

Jim Harshaw, Jr.
Now, in the podcast, I’m interviewing these amazing people, and on the podcast especially, I started asking them, “If there’s one thing, one habit, one thing that you do that you most credit for your success, like what is that thing? What’s the secret? What’s the one thing for you?” And it’s so fascinating, Pete, for the New York Times’ bestselling author, it’s never the writing. For the Olympic God medalist, it’s never the training. It’s never the thing that you think it’s going to be.

The actual thing that they say is they’ll say things like, “I journal every day,” or, “I meditate,” or, “I work with a coach,” or, “I plan my day in advance,” or, “I spend half an hour at the end of the week reviewing my week prior and planning my week ahead,” or, “I take a retreat once a year with my spouse and myself and we look back on the year behind, and we look forward to the year ahead, and we create plans and goals and action plans, etc.”

And I put this all under one umbrella and I’ve coined this term productive pause. And if there’s such a thing as a secret to success it’s a productive pause. And the productive pause is this, this is the definition. It’s a short period of focused reflection around specific questions that leads to clarity of action and peace of mind. Like, who doesn’t want that? Clarity of action and peace of mind.

So, this is like in the military they call it an after-action report. When I look back at my career as a wrestler, and if I could pick one hour that was the most valuable one hour spent the entire season, it was not in the weight room, it was not in the practice room, it was not watching film. It was sitting on the couch in my coach’s office setting my goals, setting my goals for the year, setting the goal and creating the plan to achieve that goal. That’s the most important, most valuable one hour, and this is a productive pause.

When you hit the pause button, for example, after a failure and you say, “Okay, what went right? Well, I did this and this and this and this. This went right. All these things went right. Okay, what went wrong? Well, this and this and this went wrong. What would I do again? What would I do next time if I could do it again differently? What would I tell myself if I could back to prior to that failure? What would I tell myself?”

If you simply ask yourself those three questions, “What went well? What didn’t go well? What would I do differently?” those three productive pause questions will bring you tremendous insights, and now you can get back up sooner and try again.

Pete Mockaitis
All right, I love it. Well, so that might be one of your four things, but I want to make sure we hit these four principles. What are they?

Jim Harshaw, Jr.
Yeah, so there’s sort of four pieces to this framework. And number one, it’s this. When I was competing, I knew what I valued. Like, I probably couldn’t have stated as core values like I can today, but I knew what I value. Like, I wanted to be tough, I wanted to live my life a disciplined life, I wanted to be respected, I wanted to go on to success after the sport. Like, these are all the things that I value just because this is what my mentors and my coaches, this is how they lived their lives and these are the things that they did. I’m like, “Man, that’s who I want to be.”

And so, number one is get very clear on your core values. Number two is this, when I was competing, I had goals that aligned with my values, not goals that aligned with my mom and dad’s values, or my teammates’ values, or anybody else’s. Like, these were the things that I valued. And in the real world, what happens is people set their goals based upon what’s parked in their neighbor’s driveway. They set their goals based upon what they see on social media or what the mass media is forcing down our throats and telling us that we should want. You have to set your goals and align it with what you value because failure doesn’t change what you value. Like, if you fail at something, it doesn’t change what’s important to you so you become more resilient when you have aligned goals.

And in my program, not to get into the weeds too far, but we set goals in every area of our lives: relationships, self, health, and wealth. And relationships, pretty self-explanatory. Self is sort of three subcategories: growth, impact, fun. Health is health and wellbeing. Health and wellness is going to be physical health, mental health, spiritual health. And then, the last one, wealth is wealth/work/career goals. Those are the four areas and so we set goals in all of these areas. Goals that are aligned. They’re tethered to the values.

And so, those are the first two steps. The third is this. Like, when I was competing, I had a coach who kicked me in the rear end if I needed it or picked me up and dusted me off when I needed that. I had teammates with similar goals, we’re like-minded people pursuing similar goals. I was accountable to them; they were accountable to me. I had nutritionists and sports psychologists and strength and conditioning coaches, on and on. I had the support system in this environment, and I call it the environment of excellence.

In this environment of excellence, it’s not just people. It’s actually four things. So, there are four things under the umbrella of the environment of excellence, which is the third step. And these four things are this: M-A-P-S. Just like you need a map to get from point A to point B, you need to know your maps to get from where you’re at to where you want to go in your life.

So, M stands for media. Like, what’s the media that I’m allowing into my life? Like, when I was competing, I didn’t watch much television, but when I did, I was watching the national championships or breaking down film of myself or my opponents. I used to fall asleep with a mindset audio in my ears with my Walkman, if you remember those Walkmans, back in the day. I used to listen to these mindset audios. And so, the same now.

So, for the listener, you’re doing the right thing, you’re listening to How to be Awesome at Your Job podcast. This is the kind of stuff you need to be bringing into your life and then blocking out things like the news. There’s a minimum effective dose of it but are you consuming it constantly, or social media? So, the first one is media.

A is for area, like your physical space around you. When I was competing, I had a poster on the wall with my hero, this Olympic champion. I had my goals written down in front of me. I had a training journal. I had healthy food and snacks. Like, I had an optimized physical space. Right now, I’m talking to you, Pete, I’m standing at my standing desk. Like, this is part of my environment of excellence. So, that’s A for area.

P is for people, we already talked about that, who are the people you’re surrounding yourself with. And then S, and this is really, really important, S if for speech. That’s your self-talk and your out-loud talk. There’s a great quote that says, “If our mind is a super computer, our self-talk is the program that’s running it.” Like, what are you saying to yourself? Like, are you saying, “I’m not good enough, I’m not smart enough, I’m not capable enough because of that failure”? Or are you saying, “I’m smarter, wiser, and stronger because of that failure”?

Those two stories are there, they’re going to take you down different paths. So, that’s the environment of excellence. And then let me give you the last and fourth and final sort of phase or module in these four steps to this framework, it’s this. It’s nice to have core values, like really clear core values and aligned goals in this environment of excellence but if you stop there, what happens when you show up at work the next day and the boss puts a big project on your plate, or you get sick, or the car breaks down, or a global pandemic happens? You can’t put your goals up on a shelf. You have to have the fourth and final piece in place, and that’s a plan for following through.

Like, if I lost a wrestling match on Saturday, coaches are like, “Hey, Jim, I’ll see you tomorrow morning at the team lift 8:00 a.m. Be there.” It’s like, “Oh, man.” Like, this is a plan for following through even when I didn’t feel like it. And you have to have that system, that structure, that framework in place to make sure you follow through, you come back and you check in on your goals, you have a monthly goal check-in, you write those, I call them micro goals, like these smaller goals that are part of the larger goal, you write those down.

Every single month, actually, I’ve got mine right here in front of me, they’re here, these are my micro goals, and I write them on the back of my business card, and I keep these in my wallet. So, these are the type of things you have to do to ensure follow through. So, those are the four steps or four phases: core values, aligned goals, environment of excellence, follow through.

Pete Mockaitis
All right. Beautiful. Well, now, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Jim Harshaw, Jr.
Well, it’s this. It’s nice to sit here and talk about failure in like, “Oh, yeah, you can learn from failure and it’s valuable and it’ll help you grow, etc.” Like, failure sucks. Failure hurts. It’s not something you’re seeking. You’re not trying to go out and fail but you’re just becoming understanding of it, you’re becoming aware that this is a normal thing for very high-performing people, for the best people in the world, it is a normal thing.

And understand, like, “Yes, it’s going to be painful.” I know it’s painful. I know. I’ve cried the tears both when I was in college and as a grown man of the pain and suffering that comes from failure. You are enough. Get up and try again. Build this framework into your life and keep going.

Pete Mockaitis
All right. Beautiful. Well, now could you share with us a favorite quote, something you find inspiring?

Jim Harshaw, Jr.
Yeah, the quote that I’ve always lived by was “There’s two pains in life: “The pain of discipline and the pain of regret.” The pain of discipline, do it now; or the pain of regret, “I wish I had done that thing.” So, that’s a quote that’s just always stuck with me.

Pete Mockaitis
And how about a favorite study or experiment or bit of research?

Jim Harshaw, Jr.
Most recently it’s been that one that I just shared with the study that came out of the Kellogg School of Management at Northwestern. It’s just fascinating to understand that winners were losers, and winners were the ones who got up faster when they were a loser. So, get up and try again.

Pete Mockaitis
All right. And a favorite book?

Jim Harshaw, Jr.
How to Win Friends & Influence People. This is such a game-changer and I’m probably not the first person to recommend this, but this is such an important book on human relationships and how to deal with people. You mentioned favorite study, and another one of my favorite studies is the grant study out of Harvard which is the longest longitudinal study on human happiness ever.

And what they’ve come to realize, proven, is that happiness comes from connection and relationships. And this book will help you strengthen your relationships and just be more emotionally intelligent. It’s like the original book from an influencer, Dale Carnegie, written back in the 1940s, I think it was. So, How to Win Friends & Influence People.

Pete Mockaitis
All right. And a favorite tool, something you use to be awesome at your job?

Jim Harshaw, Jr.
For me, it is The Five-Minute Journal. The Five-Minute Journal is a productive pause. There are three questions in the morning, two in the evening. In the morning, it asks you, “What are you grateful for?” And then three things you’re grateful for, and, “How will you make today great?” Three things and then an affirmation.

And then in the evening, it asks you, “What are three amazing things that happened today?” And then the last one is, “What could you have done to make today even better?” And when you ask those simple five questions, super short productive pause, takes than less combined five minutes, it helps you be grateful, it helps you reflect on your day as opposed to just kind of moving onto the next thing. It’s about mindfulness and bringing you into the moment.

Pete Mockaitis
Okay. And is there a particular nugget you share that really seems to connect and resonate with folks; they quote it back to you repeatedly?

Jim Harshaw, Jr.
Yeah, it’s, “We all need someone in our lives who holds us to a higher standard than we believe that we can attain.” There’s a lot of fear of hiring somebody like me who’s a coach, and people think like, “Oh, I should be able to do this on my own.” Well, no, you shouldn’t. Yeah, certainly, you’re listening to this podcast, you’re successful at some level, but there’s another gear inside of you. And whether it’s me or somebody else, like find somebody else who can hold you to a higher standard than you believe that you can attain because that will push you, that will drive you, that will help bring the best out of you.

We see this, again, going back to athletics as sort of the public example. I love watching the opening ceremonies of the Olympics. You look at all these Olympians down there, they all have one thing in common. They’re doing different sports, they’re from different countries, but they all have one thing in common. They’re the best in the world at what they do and they all have a coach. And so, what about you?

Pete Mockaitis
All right. Well, if folks want to learn more or get in touch, where would you point them?

Jim Harshaw, Jr.
JimHarshawJr.com. You can find everything there. You can sign up for a free one-time coaching call with me. It’s just JimHarshawJr.com/apply. My podcast is on all your favorite podcast platforms, so it’s called Success Through Failure. And if you just go to any social media outlet, just search for Jim Harshaw, you’ll find me.

Pete Mockaitis
Okay. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Jim Harshaw, Jr.
I challenge you to hit the pause button. Take a productive pause, whether it’s using The Five-Minute Journal, whether it’s reflecting on your day, reflecting on your most recent failure, setting goals and creating a plan to achieve them. Hit the pause button in the next 24 hours and evaluate where you’re at and where you want to go.

Pete Mockaitis
All right. Jim, this has been a treat. I wish you much luck and success and even fun in your future failures.

Jim Harshaw, Jr.
Thank you, Pete. It was great to be on here.

Pete Mockaitis
Vishen, thanks for joining us here on the How to be Awesome at Your Job podcast.

Vishen Lakhiani
Pete, thank you for having me.

Pete Mockaitis
Well, I’m so excited to dig into your wisdom. And, first, tell us about A-Fest. It seems like the coolest thing and I want to hear the story as to how it came about and what goes down there.

Vishen Lakhiani
Well, first, for those of you listening, A-Fest, it’s kind of hard to wrap your mind around that word. It’s A-F-E-S-T, it’s a festival I created 10 years ago because I wanted to be able to meet fascinating people, hang out in paradise locations, and grow my network. Back then I was just starting out my career, I was a kid in Malaysia, and I had bigger dreams in my tiny little country. Now, obviously, there’s no point talking about A-Fest because, like any other festival, it shut down for two years because of COVID. It’s devastating. I miss it but it’ll be back next year in 2022.

Pete Mockaitis
And what’s the A stand for?

Vishen Lakhiani
I’m laughing because I’m embarrassed to say so. So, the very first A-Fest started because I was fascinated by surfing. I sucked as a surfer. And in surf lingo, there’s that word, “Awesome, dude,’ so it stood for Awesomeness Fest because the very first happened at Witch’s Rock in Costa Rica, which is a famous surfing site. And I didn’t know there’d be 15 more of them all around the world but the word awesome stuck to it. Everyone got free surfing lessons when they showed up. And then when we realized that you couldn’t build a festival around the concept of surfing, we’d be awesome and it just became A-Fest.

Pete Mockaitis
Well, we love awesome here at How to be Awesome at Your Job so that’s kind of why I zeroed in on this one, and I think awesomeness is a great thing that needs to be celebrated via festivals. And so, I look forward to the day that that and other awesome events return to the world.

And I want to dig into more about feeling awesome versus miserable at work. You’ve got some perspectives here. Can you kick us off by maybe setting some foundational principles? Like, what’s missing from our work lives?

Vishen Lakhiani
Rather than what’s missing from our work life, let’s talk about a different concept and then it becomes evident what is missing, okay? So, this whole podcast is about how to be awesome. Now, I gave a speech once in Calgary and the speech was called “The Theory of Awesomeness.” I love that word.

Now, “The Theory of Awesomeness” suggested this. It suggested that there is a state, back then I called it the state of awesomeness. The word awesome in 2008 meant this for me. It meant being in a state of mind where there were two ingredients in your life. Now, the first ingredient is awe. It’s awe towards a future vision. That means there is something that excites you, that tickles you, that gnaws at you, that makes you want to build, to create, to produce, and you cannot wait to get this out to the world. So, that’s the first lever.

But there’s a second lever, and that second lever is, as you’re building, as you’re creating, you are not pushing forward your happiness. In other words, your happiness, your bliss, your feelings of magic and being in the flow do not come from you hitting your goal. They come from you moving towards your goal. In short, the awe is not towards the end goal but the awe is the journey.

Now, when you combine both of these together, what happens is you have a really wonderful state of human existence. You have a vision calling you forward but you also have bliss in the present. This is the ultimate state of human existence. It is to have visions that pull us forward but to be blissful in the now. It is the merger of your future and your present. It is why so many great men and women across history spoke about life in these esoteric terms.

For example, Bruce Lee said, “The point of a goal is often not to hit the goal. The goal is simply a force of direction.”

And then there’s this poem by this historical figure. So, I’d like to read this out to you, guys, because it illustrates this point of the dance between vision and bliss. This man wrote in his 82nd year, he wrote this down:

“I was early taught to work as well as play;
My life has been one long, happy holiday–
Full of work, and full of play–
I dropped the worry on the way–
And God was good to me every day.”

Now, when you listen to that, it sounds like some beautiful farmer like plowing his field, enjoying the sunshine, but that was actually written by John D. Rockefeller in his 80s. John D. Rockefeller created Standard Oil. He was the richest man of his era, potentially the richest man who ever lived if you count for the value of money back then. That was written a hundred years ago. But, again, John D. Rockefeller doesn’t talk about chasing goals. He talks about a life which was one long, happy holiday, full of work, full of play. His worry dropped along the way.

And this is just further evidence that people who are crushing it at work are not stressed out. They are not facing extreme anxiety. They are dancing this delicate dance between visions pulling them forward and bliss in the present. The dance between the future and the now, this is what I call the theory of awesomeness. And this is the state of awe that I think all of us need to be in. Now, this is what is missing from work. Because if you look at work, we see work as separate from play. We see work as separate from living.

And I remember once hearing Richard Branson say this, he was asked, “How do you balance life between work and play?” And he said, “Work? Play? To me, it’s all the same thing. I just call it living.” So, this is what I believe is missing from the way we’ve been trained to show up at our jobs.

Pete Mockaitis
Okay. Well, yeah, I’d love some more of that for sure. Tell us, what is the path by which we land there? Because I imagine if you’re Richard Branson or John D. Rockefeller or any professional, that they had some issues. I’m sure there’s some lawyers saying, “Hey, we’re suing you,” there are some acquisition targets they wanted to get but then the price was higher than they wanted to pay, whatever. So, like, they’re playing the business game at a higher level and they have disappointments, things that they want to happen but don’t happen, and things they don’t want to happen that do happen. So, how do we get into this rocket mindset where it’s all good?

Vishen Lakhiani
Beautiful question. So, to answer that question, particularly what you said, “I’m sure they have things that they want to happen that happens, I’m sure they have things that they don’t want to happen that happens.” I want to share with you a conversation I had with a famous business school professor. His name is Professor Srikumar Rao. And Professor Rao used to teach classes at Columbia, at Kellogg, at other famous business schools like London Business School, and there was something really unique about Rao. His classes were not on business. I mean, they were on business. This was an MBA program. But his classes, rather, explored the art of living. They were called classes on personal mastery.

And what Rao did was he would bring in wisdom from ancient sages like Confucius or ancient sages and saints from India, and he would implant this wisdom in the minds of his MBA students. Now, his classes were so popular, there was a line to get in through the door. Students who graduated from his classes would form alumni groups because they would bond so firmly with other students. I sought out Rao as a mentor after I saw a video of him giving a talk on Google, and that video blew my mind.

And so, I sought him out as a mentor, and as we became friends, I remember one day he came to me and he said, “You know, Vishen, all of this stuff that American business schools are teaching are bull.” Now, he didn’t actually say bull. He’s a very polite man. He used a far more polite word, I think, but I’m not a polite man so I think my brain changed it.

So, I said, “Rao, what do you mean?” And he goes, “What they need to teach is consciousness.” And I said, “But they do teach consciousness.” And he goes, “No, no, no, no, no. You’re confusing consciousness and ethics. Since Enron, all business schools teach business ethics. Consciousness is beyond ethics.”

And I said, “Well, do explain. What do you mean by the need to teach consciousness?” He said, “To be truly conscious, you have to understand one thing.” And I said, “Well, tell me, what is this one thing?” Rao went on, he said…Now, Rao, he’s a man of Indian origin. He’s American. He lives in New York but he speaks in his Indian accent so you can picture this in his Indian accent.

He said, “Business schools need to teach that the most important thing is not your business. If your business hits a billion dollars, it doesn’t matter. If your business fails, it doesn’t matter. The most important thing is, ‘Did you grow?’ If you become a billionaire, I don’t care. Did you grow? If you go bankrupt, you shouldn’t care. Did you grow?”

And he said, “The point of life is growth. When you make growth the number one thing, and you measure everything in, ‘Am I better today than I was yesterday?’ in some way, your life takes on a whole new meaning. Growth has to be the number one goal but we don’t teach that, do we? We teach chase the money, chase the career, and that is the problem with how we are training today’s business folks.”

So, that’s a very important lesson. Growth should be the number one thing. Now, back to the theory of awesomeness: vision and bliss. A core concept of growth is to make yourself better and better at being you. Now, when you make yourself better and better at being you, what happens is that all the bold things that you’re seeking to do, they come to you faster. As you grow, your business grows. You’ve read that from countless books on personal growth.

But the other aspect of growth is mastery of yourself. It’s not just becoming better; it’s becoming more comfortable in your own head. Now, what mastery of self means is being able to navigate the complex ebbs and tides of being human, being able to navigate extreme emotion, being able to deal with anger but not have anger consume you, go through failure but not have failure define you, see everything as “Is this helping me grow?”

Now, when you do that self-mastery plus constantly seeking to become better and better, That is how to be in a state of perpetual awe.

Pete Mockaitis
Okay. That’s awesome in terms of the mindset there in terms of, “Is this helping me grow? It’s all about the growth whether I hit the goal or I don’t hit the goal. It’s all good.” Well, so then let’s talk about some of this emotion self-mastery stuff. So, we’re just going to have to duck some of the naughty words and just say them freely so we can do this. So, for example, in your book The Buddha and the Badass, you talk about how we can master the art of unf-withability, which sounds like something I want for myself.

So, we’ve established some of the foundational ingredients for that. How do we move forward in terms of really developing, I don’t know if you want to call it a skill or a set of skills in the realm of emotional regulation self-mastery so that we get there? Because I imagine, Vishen, right now, if listeners say, “Okay, that’s my thing. I’m going to say, ‘Hey, is this helping me to grow? Am I making growth my number one thing? Okay, I’ve got that decision made internally and, yet, if a curveball gets thrown my way, I’m probably, the first time or two or many perhaps dozens of times, going to be feeling some of the stuff.” So, how do we take our first steps here?

Vishen Lakhiani
So, first, let’s set a vision. Remember what I said, right? You must have a vision. You must have a direction pulling you forward. Let me paint a vision of what I mean by self-mastery. And to understand this vision, I want to read you a poem from the Rumi, it’s called “The Guest House.” Now, the poem says this:

“This being human is a guest house.
Every morning a new arrival.
A joy, a depression, a meanness,
some momentary awareness comes
as an unexpected visitor.

Welcome and entertain them all!
Even if they’re a crowd of sorrows,
who violently sweep your house empty of its furniture,
still, treat each guest honorably.
He may be clearing you out
for some new delight.

The dark thought, the shame, the malice,
meet them at the door laughing,
and invite them in.

Be grateful for whoever comes,
because each has been sent
as a guide from beyond.”

This is the epitome of truly being able to have mastery over your emotional states. Our natural state should always be bliss. But this doesn’t mean that we push away sadness. This doesn’t mean that we don’t get annoyed by failure. It means we embrace these emotions. We open our doors to them, we welcome them as guests, we feel them, and then we move beyond them.

When you cultivate that, what happens is that you develop what, in psychology, they sometimes refer as resilience or grit. And this is one of the most incredible things you can have. Even if you look at people like Elon Musk, I once actually asked Elon Musk, like, “If I could put you in a blender and distill your essence, what makes you Elon?” And he said, “You know, I think what makes me who I am…” and so he answered this in 2013, he said, “…was my ability to endure extreme pain. I have high tolerance for pain.”

Now, high tolerance for pain simply means that if you go into the darkness, you embrace it and you move beyond it. Elon can accept his pain and then bounce back. But not everybody can. Many people, they sit in that pain. They make that pain define them, “I’m a failure. I suck. Why does this happen to me?” But that is not in the criteria of truly being able to become awesome at your job or at work. You must see pain as your friend.

And if you go through pain, what you want to ask yourself is, “Is this pain helping me grow?” Now, it turns out that one of the most powerful ways we grow is through pain.

In Zen Buddhism, they call this Kensho moments. Most of us go through Kensho or growth through pain. If you’re listening, ask yourself how many times has someone broken your heart. But because of that act of your heart breaking, you gained a better understanding of what you want in a relationship.

How many times have you been fired from a job – I’ve been fired twice – or been near bankruptcy? I’ve been there nearly three times. But it led you to greater fiscal responsibility or to finding a job that was even better for you. How many times have you ended up sick or in a hospital and it made you realize, through growth, that you go to take better care of your health?

So, you see, when you understand, when you make growth your number one goal, that’s the first rule, you start to see suffering and pain as Kensho, as a lever for growth, as the great educator, as the wakeup call. And that mindset shift is one of the key ingredients of people who are really doing awesome at work.

Pete Mockaitis
Yes. So, I’d love to get your view then, when it comes to growth “Am I better today than I was yesterday in some area?” do you have any particular ways that you love to capture, measure, gauge, quantify that growth? We talked about the business metrics not mattering so much, but they’re so easy to measure. We can see in the bank account, we can see in the income statement, the revenue growth. What is trickier to graph or measure or see or appreciate can be some of the internal growth things. How do you recommend we get our arms around that?

Vishen Lakhiani
So, firstly, if your audience is on MindValley, they would already know the answer. Now, on MindValley, there’s a free tool that you can use. It’s Life.MindValley.com. It’s a 22-minute assessment that has you measure your life from 12 aspects of personal growth.

Emotions, for example, is one, “What are your persistent emotional states?” That’s like what the Rumi poem spoke about. Finance and career are two common ones that are very much spoken about in the American education system. But then there’s also relationships, there’s character, “How are you with your habits, with your routines, with your values?” There is your physical fitness, your spiritual states. There are 12 different things or dimensions of life. And by taking this survey, Life.MindValley.com, you get a score and you also see where you stand among the hundreds of thousands of people who have also taken the survey.

Now, what the survey tells you is where you might be crushing it and where you might be lagging behind. And when you see where you’re lagging behind, that is what you want to start exploring further.

Vishen Lakhiani
Now, the thing about your career is that you want to specialize. If you’re a designer and you want to increase your hourly rate, you go deeper and deeper and deeper into design. You become the best designer you can be. You don’t jump from design to, say, copywriting. But in your personal life, you don’t specialize. You have to be balanced.

You cannot be crushing it at work, be making millions of dollars but have a messed-up relationship with your family, nor can you be the ultimate mom or dad, the ultimate family person but be completely broke. You need balance. There’s a certain wheel of life that has to be balanced out. And this is why this assessment that we made free helps you identify where you might be off kilter.

Pete Mockaitis
Well, so then we talked about different areas of life. And when we used some of the words like crushing it versus lagging behind in a performance-achievement-y world, kind of bring me up to another point of yours I wanted to discuss. And you say that hustle as the path to success is a myth. And we get some things wrong about hustle. Can you set us straight?

Vishen Lakhiani
Absolutely. So, there’s this prevailing theory out there that hard work is what makes you successful. There are many people like Gary Vaynerchuk who speak about hard work. But hard work only applies if you’re a lazy bum and you’re just hooked on computer games. Then get off your butt and hustle and put in some work. But most of us are not like that. The typical person listening to this podcast isn’t some guy hooked on computer games.

In that scenario, hard work is actually dangerous. You see, we have to move in life in a balance, and all the most remarkable people who are really successful do not work hard. Jeff Bezos just gave an interview, and he said, “You know, I sleep eight hours a day.” That’s a lot more than the average American. The average American sleeps 6 hours 52 minutes a day. Jeff Bezos, eight hours.

I’ve spent significant time on Necker Island with Richard Branson and I observed how Branson works. He has this beautiful balance between work and then play. He will be on his mobile phone on a hammock. He doesn’t have a laptop, everything is on his mobile phone, and then he’ll go swim in the ocean and kite surf for an hour, then go back to his mobile phone. It’s a beautiful balance. Now, I call that dance the dance of acceleration and navigation.

You got to accelerate at your work but you got to step back. People like Steven Kotler who wrote a book on high performance says that after about three and a half hours, you got to go from acceleration to navigation. And navigation is where you sit back and you think. In my case, I like to relax with a cup of tea and just think, or even take a nap, or meditate, or read a book on poetry or personal growth, then you go back to work. That dance, acceleration and navigation, happens in the day but it also happens in the month.

For example, I’m going to be working a 60-hour week this week but following that, I’m flying to the Maldives to spend eight days in a paradise island in navigation. Now, in navigation, I’m not doing what we think of personal work. I’m writing, I’m journaling, I’m reading books on personal growth. I’m working on new manuscripts. This is how, it turns out, the top performers work. When they work, they are protective of their physical state. And now, science is starting to back this up.

For example, Shawn Achor who wrote the book The Happiness Advantage cites study after study after study that shows that happiness, or positive states, directly correlates with work performance. Examples, doctors who are happy are 19% better at diagnoses. Salespeople who are optimistic, 55% better at closing sales.

Now, Shawn Achor’s work has been developed further by another researcher called Shirzad Chamaine. He wrote a book called Positivity Quotient, and what he did in his studies is he found that the number one factor of high-performing teams is they are positive states. The more often the team is in a positive state, the better the performance of the team. And it turns out that to create these positive states, you don’t overwork yourself. You got to play that dance.

Now, in America, we’ve created this awful rule that hard work is a path to success. You know who created those rules? The robber baron, the titans, the factory owners who want people slogging away at a factory.

It is a lie that hard work results in success. It is an awful lie. It breaks lives. It destroys relationships. It messes up with your health. Work and productivity is the dance between focus, between acceleration, moving towards your goals, and watching your emotional states, and putting yourself in the optimal states where you can think, you can create, you can ideate.

Pete Mockaitis
You used rule, which is one of the main things I associate with you – brules. And one them is that, hey, hard work is the key to success. And you say, nope. In fact, adapting that mindset is problematic. So, can you define for us brules, and give us some other examples, and make sure how we conquer them?

Vishen Lakhiani
So, a brule is what I coined in my first book The Code of the Extraordinary Mind in 2016. Brules are a simplification of a complex world. When we look at the world, we create rules to help us navigate this complex world of human dynamics. These rules come from culture, from beliefs, from religion, from a country’s government, from our teachers, our preachers, the media, and these rules have a purpose. They help us navigate.

We know that when someone greets us, to say, “Good morning.” We know to say “Thank you” to a waitress. Easy rules. We learn these as kids. But then there are brules that serve not much of a purpose but are just blindly carried forward from generation to generation to generation. What are brules? Well, hard work makes you successful is a brule.

Another example of a brule might be, in terms of how we define relationships, how we think about our health, how we think about money. The question is what may be a brule to one person, may not be a brule to another. The way to understand is to look at your life. And Alan Watts, the great philosopher, suggested this exercise. Ask yourself, “What do I believe? Because I learn through my own experience is true,” versus, “What are my beliefs that I were told is true?”

Now, when you start putting this together, it’s a disruptive exercise. Let me ask you this question. What is it that you came to understand as true because you discovered it to be true?

Pete Mockaitis
Oh, well, there are so many things. I mean, it is disruptive in that it is so all encompassing. We could talk about it small and big in terms of like the nature of reality and human existence, or productivity strategies. So, yeah, I’m just looking at a glass of water right now, and so one thing that I believe to be true, from a lived experience, is that drinking plenty of water feels great in terms of making me feel alive and vital and healthy and smart and sharp, and it’s also very easy to forget to do, and then wonder, “Why do I feel so crappy?”

Vishen Lakhiani
Right.

Pete Mockaitis
So, that’s just like a visual stimulus, there’s a cup of water there, so that’s one thing.

Vishen Lakhiani
Yeah, exactly. That’s great, right? Now, what is it that you took to be true because you were indoctrinated into it?

Pete Mockaitis
Yeah. Well, I guess, this is so small stakes but while we’re on the topic of hydration, like someone said, “Oh, you need to have eight glasses of water a day.” And that’s just something that’s just repeated and I’ve sort of dug into the science behind it. It’s not really founded anything, it’s like, “How big is the glass? Who says eight? What if you’re like a tiny 80-pound woman or a Mr. Olympia hulking bodybuilding man, like, one size does not fit all? That’s silliness.”

Vishen Lakhiani
Well, here’s a bunch of other brules that most people believe not because it’s real but because they were told to believe it. One is, “A woman’s place is in the home.” Another one might be, “You need a college degree to get a job.” And so, there are so many brules that we blindly take on without evidence simply because that’s the way it’s always been.

Remember that great quote from Steve Jobs? He said, “At a certain point in life, you come to realize that everything we think about life is made up by people no smarter than you. And you can change things, you can poke things, you can make things happen. And once you understand that, your life will never be the same again.”

Pete Mockaitis
Yeah, that’s powerful. And so, let’s just take, “Well, hey, you’ve got to get a college degree to get a good job.” I think that that’s something that, yeah, that’s just sort of in the air, and there are some truths to it in terms of we could look at some stats to show that, on the whole, people with college degrees earn more than those who don’t, or we could look at many individual job posts that claim “Must have a bachelor’s degree in these or related fields.” So, there’s a smidge of evidence that can point you in one direction, although I know of truckloads of evidence that say that that’s not true at all.

So, yeah, what’s the next step? We take some time to say, “Okay, hey, what are some beliefs that I’ve come to understand in my own experience?”

Vishen Lakhiani
Well, what you’re asking me to do is to simplify life, is get the great secret of life in the tiniest soundbite as possible, and you can’t do that because everybody has to discover their own secret.

Pete Mockaitis
All right. Well, that’s probably a fine transition point, can you share with us a favorite quote, something you find inspiring?

Vishen Lakhiani
“The most extraordinary people in the world do not have a career or a business. What they have is a mission.” And what I mean by this is that you would do the work that you do even if you didn’t get paid. It is your mission. It is your art of living. It is your contribution to the world, and this sums up that idea I said earlier.

Pete Mockaitis
All right. And how about a favorite study or experiment or bit of research?

Vishen Lakhiani
One of my favorite experiments, and this actually has to do with what we were talking about earlier, that positive states, that positive emotions, amplify your productivity at work. So, Shawn Achor did an experiment, I believe it was at the company First National. The CEO Gary Baker, he said was not a numbers guy, and Shawn wanted to suggest to Gary Baker that if he wanted to transform his company, he needed to do a simple 2-minute exercise with all his managers every day.

So, Gary Baker thought it was a joke but he decided to try it. Now, this was the 2-minute exercise. The managers, when they started their day, would set a timer for two minutes, and in no less and no more than two minutes, they would open up their email and write an email of appreciation to someone else in their company. Shawn Achor said anything beyond two minutes is too much of an obligation, less than two minutes is ideally too short.

So, Shelly might write an email to Tom and say, “Hey, Tom, just wanted to appreciate you for the wonderful idea you gave me last night and helping me improve my keynote presentation.” That’s it. Now, what they found is that in one year the company started to go through like a radical transformation. They went from 650 million in revenue to 950 million in revenue with no new headcount.

The number of job applications went up 237%. All of this because employees were spending two minutes a day appreciating each other. And it goes to show that emotions and our states of bliss really have a massive impact on our job. Shawn Achor said, “What was going on is that as you appreciated someone, you were actually practicing a form of gratitude. You were recognizing elegance, beauty, like great work. And then when they replied, you were getting another dose of happiness because you are being recognized for appreciating someone. It’s a beautiful cycle.” But that surge in positivity that it caused within an organization was transformative for Gary Baker’s company.

And this is probably one of the most interesting studies I’ve come across. I wrote about it extensively in my book The Buddha and the Badass.

Pete Mockaitis
And how about a favorite book?

Vishen Lakhiani
I’m holding it up right now, The Poetry of Rumi.

Pete Mockaitis
All right. Thank you. And a favorite tool, something you use to be awesome at your job?

Vishen Lakhiani
Airtable. You got to love Airtable. It’s a no-code coding software. It allows me to build any application I want to make myself more efficient in any way.

Pete Mockaitis
And a favorite habit?

Vishen Lakhiani
Well, taking supplements every morning, but also meditating to “The 6 Phase Meditation” which is a meditation process I pioneered. There’s going to be a book coming out on it. It’s a meditation process used by super performers in just about every field. And it’s about retraining your brain to operate in that state, that dance between vision and bliss. It’s called “The 6 Phase Meditation.” You can find it on MindValley or you can Google it.

Pete Mockaitis
Oh, cool. Thank you. And not to go too deep down this one, I’m sure we have a full episode on supplements, but give us the hitlist, top daily supplements that Vishen swears by.

Vishen Lakhiani
Magnesium to help you go to bed. I believe in healthy sleep. 5HDP, wonderful in the morning.

Pete Mockaitis
All right. Thank you. And is there a particular nugget you share that you’re known for, people quote back to you frequently and ascribe to you?

Vishen Lakhiani
People love some of the words I created to help us navigate the world, words like brules. Conscious engineering. All of these you’ll probably find in my book.

Pete Mockaitis
Okay. And if folks want to learn more or get in touch, where would you point them?

Vishen Lakhiani
Follow me on Instagram @vishen or go to MindValley.com.

Pete Mockaitis
Okay. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Vishen Lakhiani
The most important thing you can do, which will transform your life, transform your job, is to get a MindValley membership. It will just freaking change your life. Go check it out.
Pete Mockaitis
All right. Vishen, this has been a treat. Thanks so much and I wish you lots of luck in your growth adventures.

Vishen Lakhiani
Thank you. Thank you for having me.

Pete Mockaitis
Jen, thanks for joining us here on the How to be Awesome at Your Job podcast.

Jennifer Colosimo
Appreciate you having me, Pete. Thank you so much.

Pete Mockaitis
Well, I’m really looking forward to digging into your wisdom. In a way, this is sort of like a stroll down memory lane. The 7 Habits was one of the first books that got me in to think, “Wow, there’s books about how to just live life better. I want more of these in my life as a teenager.” And you actually had the honor of co-authoring a book with Stephen Covey himself. Tell me a little bit about that.

Jennifer Colosimo
I did. Stephen passed eight years ago so this was a few years before that. We co-authored a book on building a great career, it’s called Great Work, Great Career and many of the principles in there are based on The 7 Habits. So, my voice was primarily different stage in my career, obviously, than Stephen was, and how I applied them at that different stage.

Pete Mockaitis
We’ve had a couple FranklinCovey folks on the show. Can you share any fun stories or anecdotes that give us a bit of a feel for who that man was and the impact he’s leaving?

Jennifer Colosimo
In the years that I worked with him, the one thing that I think really stands out, that I don’t know that you can say about everyone, is that person was an authentic, same person, work, home, he did his best to live what he was writing about. He believed it completely and with total passion. And it didn’t matter if you saw him at a grocery store, or were at a board meeting, or were working on a book. He believed in the principles and put them into practice in his life.

Now, I probably had it easier because he was a mentor and advice-giver. I worked and have worked in the past with some of his actual family members. I think as teenagers, they sort of got a little bit tired of some of the principles and have all come back to living them. But I think they would finally be like, “Dad, could you just be like a dad?” And he was but he lived his principles.

Pete Mockaitis
Yeah, that’s funny. I think my family feels that way about me sometimes a little bit on not-so grand a scale. And I understand he can also be a bit of a goofball at times.

Jennifer Colosimo
Oh, he was a joker. He said funny things. He would take you off guard because you would wonder, “Is that serious? Are you being serious?” until you really got used to some of his jokes. I mean, one of my favorite things, long, long time ago, is he kept his speaker microphone on while he ran out to use the restroom. And we were chasing him, basically being like, “Turn it off. Turn it off before you get in there. We can still hear you talking in the hall in the big room.” And he just joked it off.

Pete Mockaitis
That’s good. That’s good. Well, so I think this is going to be a fun one. I think many of our listeners have probably read or listened to or, at least, heard about The 7 Habits, but many of us have probably forgotten some of them. So, maybe before we dig into the nitty-gritty, like, “What are those seven habits?” could you maybe give us an overview of what impact have they had over the last 30 years? And why do you think this book, this message, has really just lived on and on and on?

Jennifer Colosimo
Well, a couple of things. Number one, when Dr. Covey said effective, he meant the ability to get results now and maintain your ability to get those results in the future. That’s a more complex skillset than, “Can I just get a result right now?” And those principles, in order to be effective, are, frankly, timeless. I mean, when I say words to you like the ability to make choice, having empathy, collaboration, personal management, which is often geared now into social and emotional intelligence, social management. Those principles of effectiveness of how you would get results now and in the future are timeless.

What changes is the practices of how you put that into place. And when we came out with the 38th edition, while we didn’t change any of the original texts, there are pieces added in by Sean Covey, Stephen’s son, kind of updating some of the practices and adding some detail to each of those but they’re timeless principles. I mean, how can you not say, “You’ll be more effective if you make choices that will get your result now and in the future.”

Pete Mockaitis
Yeah. I mean, it totally is just true. And, you know, it’s funny, I was listening to the audiobook just a few months ago, and I hear him in my voice now, P/PC balance and the golden goose, production and production capability. So, let’s dig into it a little bit. Could you give us maybe the one minute each version of what are the seven habits of highly effective people?

Jennifer Colosimo
So, the seven habits were not original thinking. Dr. Covey would say they’re aren’t original thinking. What they are is organized in a way that actually builds effectiveness. So, they all start with a verb, and the first three are focused on what is called private victory, “Are you self-aware? Are you confident in who you are and what you’re trying to accomplish?” So, they focus on, number one, being proactive, which is the habit of choice. In summary, things happen. We know a lot that’s happening right now in the world. Things happen and how you choose to behave defines who you are and making that choice.

Habit two is “Begin with the end in mind,” which is the habit of purpose and vision. So, “Do I let life just take me and I’m in a wave across the ocean, and I react to what comes my way? Or, have I set out, ‘This is who I want to be, what I want to achieve. This is my life’s mission to take it to the most detail big picture’?”

Third, “Put first things first.” So, you can make choice and you can have a purpose and a vision, but if you don’t make choices day to day and managing yourself, then that will never come true, right? You have to manage yourself, and not every little thing, but you have to manage yourself in order to make that vision come true. With that private victory, you have a level of confidence that allows you to be more effective in relationships. It may be counterintuitive but it takes a lot of confidence to have humility.

And the next three habits, focused on relationship, are requiring you to look at how you better collaborate, how you have an approach to an abundance. Think win-win, notice it says, “Are you looking for mutual benefit?” You don’t always get to it but are you trying? Habit five, “Seek first to understand, then to be understood,” I would say has an immense amount of skill-building built into it in how to practice empathy, how to actually understand someone. Most people don’t listen with the intent to understand. They listen with the intent to reply, “When will her lips stop flapping and I can reply?” And so, that’s a big skillset because empathy is so critical in the workplace in order to build connection.

And to get to the sixth habit, which is synergize as a verb. Really, this is the habit in our terminology now of innovation, of building inclusive environments, “How do I think win-win, build understanding, express myself with I-messages in a way that we can create something better, whether that’s a result at work or in a relationship?”

And the seventh habit circles all of those, the private victory and the public victory habits, called “Sharpen the saw.” And the basis of that is balance, “I can’t be as effective as I possibly could be if I’m not physically, socially, emotionally, mentally, and spiritually defined as something that gives you a greater sense of meaning unless I’m sharp.”

I mean, think about it. If you’re really sick, it’s hard to be effective. You can do your best but it’s hard. If you’re struggling with a relationship at work, you know the person that you now are meeting all the time on Zoom but used to sit several cubicles over, if you are constantly just always upset at them, how effective can you be?

Pete Mockaitis
Yeah, okay. That’s a nice rundown there. I love it. Well, you are an expert. You have the title of the seven habits expert because I think a lot of us are like, “Oh, yeah, I kind of know the habits. It’s like be proactive and, you know, win-win.” So, I like that. That’s excellent.

Jennifer Colosimo
Well, thank you. Again, an expert just means you now know what you don’t know.

Pete Mockaitis
Right.

Jennifer Colosimo
But it leaves a lot of holes of you thinking, “I don’t know that well enough.” But thank you for that.

Pete Mockaitis
Well, before we put you on the spot here as we dig into a little bit more details, so I was struck by…I love numbers. And so, in The 7 Habits, it says under “Be proactive,” that the difference in being proactive versus not being proactive makes for a 5,000 plus percent difference in effectiveness. Now, that’s a big number, 50X. Can you sort of lay that out, how that is true and even possible for anyone who says, “That seems too big”?

Jennifer Colosimo
That seems too big, that being proactive would make that much more effectiveness.

Pete Mockaitis
Right.

Jennifer Colosimo
And, actually, this has worked behind it in terms of neuroscience, in terms of data that says researchers that will say the level of effectiveness you can get in different jobs has different quantum leaps. So, let me just talk about maybe different categories.

I worked fast food as a teenager, if I am the very, very best at flipping hamburgers then what’s the percentage difference in effectiveness you’re going to get? And we’re only on the line and we’re not working that much with other folks in the restaurant, we’re not client-facing, “Oh, you’ll get a different percentage. They’ll be cooked different, it’ll be faster.”

Pete Mockaitis
Or maybe doubling if you’re a chief burger sensation.

Jennifer Colosimo
Maybe doubling, maybe doubling, if you’re just…yeah, you’re a savant at it. But when you go to a more complex job, let’s say nursing, and you think of patient care, talking, speaking with relatives, making very quick decisions based on all of your background, how much effectiveness seems reasonable there?

Pete Mockaitis
More. I don’t know the number.

Jennifer Colosimo
More, right? We don’t know if we’re at four to five thousand percent. Actually, and some of this work comes from, you can see it. There’s a newer book from Netflix, I’ll think of the author, where they basically said their approach to hiring was they believed there was 5,000% in software developers.

Pete Mockaitis
Oh, yes. Yes, that is ringing right now…

Jennifer Colosimo
Do you remember the book?

Pete Mockaitis
…in terms of, I think I was looking at their culture deck which maybe made reference to this or some Netflix document. So, yeah, understood. And so then, different domains, that’s a great point right there. So, different domains have a different ceiling or capacity to be differentially effective and, I guess, hey, the more responsibility you have, the more that’s going to be more variability there. So, how is it specifically that being proactive can unleash that 5,000 plus percent difference?

Jennifer Colosimo
So, obviously, a lot of it is based on the technical domains we were talking about, right, the technicalities of that job. But, and when you think about the communication pieces, regardless of, let’s use the one that we’re saying has a huge differential, software developers, they still need to communicate with those on their team, to sell their ideas. Some may aspire to higher-level leadership roles. They may aspire. And as you think about being proactive and making choices, the really direct link is we’re talking about social-emotional intelligence, “How well do I communicate? What choices do I make?”

So, let’s just give an example. “I’m the most talented software developer and I can’t sell my ideas because I can’t communicate in the form that the finance person understands or that my sales manager understands. In addition, everybody on the development team seriously just wishes I wasn’t there. I’m not viewing my results as both the results as a developer, a very talented developer, but the results I’ve obtained in relationship.” And that’s a bit of a mindset shift, “Do I make choices to get to the end in mind I’m looking for even if it’s just, ‘get my new game on the market’? Am I making the choices that help me get to that end in mind? Or, am I, basically, sabotaging myself because I’m not being proactive and taking a space between things that happen and my response?”

Pete Mockaitis
And I buy that in terms of if you’re proactive versus reactive, think of software developers, that’s sort of like, “Hey, I’ve got a really cool idea.” Proactivity would be to sell that idea, to package that idea, to get stakeholders, collaborators rallied around it to test that out, to see if it’s even a good idea that people can care about this or it’s just kind of my thing.

And that very well can make all the difference in terms of, “Yeah, that’s the breakout feature that makes this program or game like the coolest thing that everybody has to have,” and then you can have huge sales flowing from that, maybe 50 times of sales, as oppose to you’re just like, “Ah, well, you know, no one really cares and I guess I got to just sort of finish my to-do list.”

Jennifer Colosimo
Right, “I’ve just got to finish my to-do list. People don’t listen to me.” I think one of the deepest…well, this is actually something that Stephen would say, I’m paraphrasing, that one of the deepest needs of the human heart is to feel understood. And so, you may be a very talented, and we could go to any role of any of your listeners, but if you want to build your influence, are you influenceable? Are you working on your self-management, your social management, in addition to that technical skillset?

You know, LinkedIn, and I’ll miss some of them, but said the skills that people are really looking for that are soft – so I’ve got to assume you’ve got the technical skills, you’re the best in this whatever – are empathy, collaboration, self-management, communication skills, all things that are in The 7 Habits.

Pete Mockaitis
So, that makes sense. All right. I’m convinced, 5,000% is real. No hyperbole there. Let’s talk about being understood. That’s a deep need and I think there’s not a lot of that going around. How does one do a great job at understanding others and having them feel understood?

Jennifer Colosimo
So, a lot of the seven habits is really based on, first, who you are, building character, second, how you think, and I’m going to start there, and then how you behave to get the result, right?

Pete Mockaitis
Okay.

Jennifer Colosimo
So, with mindset as the starting place, this is the mindset that I would challenge if you’re really trying to truly, in your intent, you’re thinking, “I do want to understand. I really do. This isn’t fake. I really do,” can you stop the chatter in your mind, literally, stop thinking, “Do I agree or disagree? Do I have another example of that that I want to either judge or assess? What’s my response?” Stopping, “Do I want to have a comeback?” Simply, can you stop?

So, let’s assume I’m listening to you and I’ve decided, and I might even be angry, I might even totally disagree so this is an incredible discipline, so I get hit with this amygdala hit of like, “I’m totally ticked off.” Can I stop and say, “Okay, I’m going to stop all that chatter, I’m going to listen for…” and if I’m lucky I can see you. Hard in social media days but if I can see you, I’ve also got nonverbal cues, I’ve got your face, I’ve got your tone of voice in addition to the words, “How does Pete think and feel about this? How does he think and feel? And can I accurately summarize it?”

Probably not parroting back because that might make you crazy, like I’m just parroting, so, “Pete, you’re upset about X.” “Well, yeah, that’s what I just said.” But what I found is as long as you don’t put that response out, as long as you’re waiting to actually get to understanding, “So, let me summarize if I heard you correctly. What I’m hearing is you,” this is the most basic, “feel blank about blank.” And often you’ll say, “Well, that’s not totally it. You missed this small piece.” “Okay, so I missed this piece. So, in summary, you feel blank about blank,” putting in different words, “Your assessment is, your thinking is. No emotion. I’m truly trying to get to understanding.”

If you have that discipline, you will, at a minimum, develop an understanding. And the purpose is not to get necessarily to an agreement. You don’t have to agree but you can get to understanding as long as you can control the chatter in your mind and truly focus on what the other person is thinking and feeling.

Pete Mockaitis
Yeah. You know, it’s funny, what comes to mind here is I was chatting with…this was a real rock star over at the Northwestern Mutual financial network, so life insurance, sales. I wasn’t super interested in having this meeting but he was a friend of a friend, so I said, “All right,” and he was so good because we had one meeting where that’s all that he was doing was understanding, seeking to understand my stuff.

And then so we met again like a week or two later, he’s like, “You know, Pete, I heard you say this and this and this. And you mentioned this and it what was really important to you is this.” And it was like it was the weirdest experience because it was like he was some kind of a prophet or like a psychic, and it’s like, “I know I said all these things to him, but it is a unique experience to have someone have really absorb all of that and kind of gotten to the heart of things,” which is why he’s leading the practice, he’s really excellent and has a big team, I don’t know.

So, yeah, it is wild how powerful that is. And so, you just mentioned the most basic level is, “You feel blank about blank,” so I’d say, “Jen, you feel frustrated that there’s a family member in your life who needs an XBOX.”

Jennifer Colosimo
We talked about this, yeah.

Pete Mockaitis
“You feel frustrated that there’s a family member in your life who needs an XBOX, and it is very hard to come by, and you sort of feel like they’re putting you in an impossible situation and that’s really uncomfortable.” I don’t know if you actually feel that way.

Jennifer Colosimo
I do.

Pete Mockaitis
Well, you may have mentioned it.

Jennifer Colosimo
I want one. But, see, the difference between that conversation, number one, I mean, the question back to you, you mentioned it was weird. Whether you decided to purchase or not, because that’s in a sales environment, was it weird because you actually felt, “Wow, yeah, I am understood. That’s what I want”?

Pete Mockaitis
Well, yeah, it was weird because, well, one, I guess he was talking for like 10 minutes, about 10 straight minutes of him talking of understanding me, and it’s like, “I don’t know that that’s happened before.” So, it’s weird just because it’s novel.

Jennifer Colosimo
It’s novel.

Pete Mockaitis
And that it was so dead-on. I did not end up…I kind of wanted, I didn’t need it but I wanted to support this guy, it’s like, “Man, he’s just so great. I want to help him out.” It’s like, “But I really don’t have any kids, I don’t have…”

Jennifer Colosimo
Yeah, I don’t need it at all.

Pete Mockaitis
“I don’t need an insurance right now. Maybe later.” So, yeah, that’s why it was so weird for me.

Jennifer Colosimo
So, if you think about it, one of the big hints of you…and I don’t mean it to mean used, but to really say, “I am going to try to understand.” And, again, intent is big. I said who you are. You don’t want to use this to be a manipulative person. You’re using it because you actually do care, really. I think people know when they’re being manipulated, right? They know.

If you are truly trying to care, it’s less about technique than it is caring. And the hardest time to do it is when there is – but it’s also your best signal – high emotion or some level of conflict, right? I mean, think about how hard that is especially if…you summarize well. I am frustrated and I would like to find an XBOX. But if you and I were truly arguing and you just said…

Pete Mockaitis
“Mom, you won’t give me anything cool.”

Jennifer Colosimo
“Mom,” or work, right? You know, “Jen, what you did in that meeting completely…I mean, I can’t believe that’s what you did. It’s ruined this project,” and I’m thinking, “Oh, I’m being attacked.” That’s why those first three habits are so important because if I can’t feel confident enough in myself that I don’t need to win this argument, I’m truly thinking about how you and I are going to work together in the future and I, all of a sudden, become very curious, “Wow, I must’ve really done something. Pete is mad.”

I’m not responsible for you being mad. That’s not what I’m saying. I may be based on actions but I’m not taking the responsibility. I’m taking the responsibility to understand because I would like you and I to maintain our work relationship. Possibly, I’ll apologize. Possibly, I’ll get to the point of where I understand and I’ll say, “So, Pete, do I understand?” “Yes, you do.” “I see it differently. Could I share how I see it?” We may not come to agreement but it’s part of thinking about, “How do you gain influence in an organization? How do you get to your potential? How do you get sponsors and allies that will support you?” And a big part of it isn’t just your technical skillset.

Pete Mockaitis
Yeah, that’s powerful. And so then, let’s talk about the different levels there. So, we arrive there via curiosity, via being very kind of solid and firm in your character and foundations, and genuinely caring about the person and their perspective, and having that curiosity to dig in. And then the basic level is, “You feel this about that.” What’s the advanced level? What’s the master of understanding vibe?

Jennifer Colosimo
Well, again, I think intent counts much more than technique here. In fact, I would totally assert intent counts more than technique because if you’re truly trying to get to it, people will give you a lot of leeway than if they think you’re using a special technique. And if I can see you, I could nod because you might have some emotion that keeps you going for a minute, and I’m processing, okay, like, “Okay, wait it was that? Is it that? Is he mad at me for that or was it this?” I’m processing, I could not, I could say, “Mm-hmm, go on. So, when that happened, it caused this? Right, I’m summarizing back some of the things you said, paraphrasing,” or it might be just staying silent, but you know I’m not using empathic listening if I say, “Pete, I totally agree.”

Now, I might get to that but that’s not me getting to understanding. That’s me totally agreeing with you. Or, “I disagree,” or, “You know what, my sister kind of thinks the same way,” or, “You know what, this work group that we worked on, they agree with me.” It’s the, “I’ve taken everything away and I’m just trying to understand you.” Does that get to more advanced?

Pete Mockaitis
It does, yes. And I’m thinking sometimes when I’ve done this well, which is rarer than I’d like to admit, I guess I almost think about it like…we had Chris Voss, the FBI hostage negotiator, on the show, and in his book he talked about sort of like identifying sort of what is the religion of the person you’re working with. Not really like Catholic or Mormon or Muslim, but like the worldview and ultimate beliefs that are kind of underneath this. And I think that’s a good lens as well as sometimes I think about it in terms of like if I were an actor who needed to convincingly portray this person, it’s sort of like a Sprite commercial, “Excuse me, what’s my motivation?”

Jennifer Colosimo
Exactly, “What’s my motivation?”

Pete Mockaitis
It’s sort of like, “What is the motivation?” Like, if you were a director, or a screenplay writer, or an actor trying to imbue that character with a life and a motivation and a backstory and a belief or religion, it’s sort of like that’s kind of what I think, for me, is how I kind of try to see if I’ve really nailed it. And it’s been kind of rare but it’s been awesome when it happens, you’re like, “Yes, that’s exactly how I feel.”

Jennifer Colosimo
“Yes, you get me. Yes, you get me,” which is huge when we’re talking about effectiveness whether it’s in work, in your family, in relationships. You don’t have to agree with me, although I would love it if the whole world agreed with me but that’s probably unrealistic. But that felt need of you understand me, especially in times that are a bit turbulent, to use, a bit turbulent where there doesn’t seem to be much understanding, I think that’s a nice way to say it.

Frankly, have you ever been at work and you’ve solved a problem that wasn’t even the problem? Because, you know this, and people bring this up to you all the time and you just hear two words, you’re like, “No, no, no, no. I got this. Here’s what you do,” and they walk away and then you find out later that was not even the problem at all. It can be that tactical of, “What is really the problem here that we’re looking at? Have we defined it and are we working at that? Or am I so impatient, I just hear two words, and I’m like, ‘No, no, no, no. I know this problem. Solve it this way’?”

Pete Mockaitis
Yeah, that’s good. Well, boy, so many directions we can take off from here. Maybe could you share, in your experience, what is the habit that has the – it’s kind of like consultants, right, we could put everything on 2×2 matrix – the habit that is the most lacking amongst professionals and the most costly in terms of, “Boy, this is really hurting your career and if you nailed it, your career would soar”? Maybe that’s one habit that nails both of them or maybe it’s two separate ones, but lay it on us.

Jennifer Colosimo
Well, I think the one we just discussed is the one where you’re going to really kind of get the exponential. It’s quite an emotional intelligence but intent skillset and it requires self-awareness. It’s like a hard one and it really accelerates. The one I would say, truly, that is foundational to being effective, so getting the results now and in the future, is, and that’s why it is habit one, as I mentioned, they’re progressive, is choice. And let me give you an example.

Some of what the company I worked through has done has worked with inmates in the correctional system using the seven habits. And habit one, while if you and I are discussing it, or you read it in a book, and you see some great hints, you may be able to integrate so much more of it into your life. Habit one takes months in the correction facility because it’s basically saying, “Regardless of what has happened to you or does happen, you have the ability to make a choice in how you think and behave.” And just think about that for a second.

In The 7 Habits, there’s four gifts that are human-based, so you have to have the self-awareness to be able to say, “Okay, this is how I feel.” You have to be able to have the mental, like be able to look out into the future and say, “What I do now matters and this is probably the best to fulfill my vision.” You have to be able to tap into conscience, “And here’s what I value and here’s who I am.” And then you have to have the independent will to act in the face of things that may not have been natural to you.

And it’s even as much as using language that is proactive. There’s neurotransmitters when you use positive language. This used to make me crazy. I used to say, “That’s to woo-woo for me,” even though I’ve been around this forever. But when you think about me saying to you, “I’m going to the grocery store. I’m flying to LA. I’m going to work out,” the difference between that and, “I have to work out. I have to go to the grocery store. I have to fly to LA,” truly serotonin differences in the way you use your language, which is part of habit one.

So, honestly, where I think for many professionals who are good at it, that’s where we have the most opportunity to be solution-focused, to ensure we’re making those choices, and to use those gifts. And then, probably, the biggest career advancer when it comes to building credibility, connection, collaborators is habit five, the “Seeking first to understand then to be understood,” because you also have the skillset to be able to convey your ideas with respect.

Pete Mockaitis
Well, that just makes me feel great as the interviewer because the two I zeroed in on, and I was like, “You tell me what are the two?” It’s okay, we got synergy.

Jennifer Colosimo
And you knew. Was that a leading question?

Pete Mockaitis
No, I thought, I was like, “Hey, I’m going to pick two that I think are important and I’m going to throw it to you and say, ‘What are the two…’” Okay, cool. Well, we’re on the same page. Hey, how about that?

Jennifer Colosimo
We are.

Pete Mockaitis
So, then let’s talk about how one develops these or any habits? How does one embark upon change, personal transformation in general? Like, what are your top do’s and don’ts here?

Jennifer Colosimo
Well, one is basic and I bet you’ve had other guests even say it, is that it takes at least three weeks to form a habit. It does. Really conscious effort, you know this if you’ve tried something new like physical, “I’m going to go running.” The first week you’re all, “Yay, yay, I’m running.” The second week, you’re kind of achy, maybe you can miss Wednesday or Friday and by the third week, you’re like, “Ahh, as long as I can get out one day,” right? It takes three weeks to be able to form it in any kind of…and then, obviously, it gets easier after that. That’s why trainers are literally saying, “You got to commit to three weeks.” Most diets, three weeks.

But when you think about it, you have to have a commitment. And, frankly, books, including The 7 Habits have actual things in the back saying, “If you want to improve this, watch your language for four days and see how many times, ‘You have to,’ ‘You have no choice,’ you use victim language, and how many times you use proactive language,” right? Each of these has a practice you can put into place.

One that I’ve been challenged, I’ve done a significant amount of executive coaching, is to say, “You need to have a sticky note that says, “The first time I feel a strong emotion, I’m going to stop and pause, examine what the feeling is, think before I speak, and try to put these practices, whatever they may be, into practice.” Like a reminder as soon as you feel emotion. Because how can you predict when you’re going to feel a strong emotion while you’re working? But most of them have practices you can put into place.

One of the most details, habit two “Begin with the end in mind,” actually encourages you to write a mission statement. And you can Google mission statement builder. There’s an app, free, but something that we have at FranklinCovey, and then there’s others. Write a mission statement. “Put first things first,” has many tactical hints and tips – managing your technology, managing distractions. So, it really depends on the habit that’s yours, “Is this more of a think than do? Is this, ‘Okay, I’ve got the think down. I just need to do’?” Which one is it and which practice will help you the best?

Pete Mockaitis
Okay, thank you. And maybe the last question before we hear about your favorite things. In a world where everything seems urgent, how do we escape and really do those important but not urgent things?

Jennifer Colosimo
Well, of course, there’s a lot in The 7 Habits and I recently read a book that I think inspired me, and I don’t know if I say his name correctly. It’s a book called Indistractable, Nir…

Pete Mockaitis
Nir Eyal.

Jennifer Colosimo
Yeah, Indistractable. Have you read that book?

Pete Mockaitis
He’s been on the show.

Jennifer Colosimo
Oh, I didn’t see that when I looked through the other podcasts that I was listening to. I honestly think his practices, well, the principles of personal management, and the mindset pieces we do a quadrant model of how to think about urgent versus urgent versus important versus aligned to your values and managing your technology. I think some of his practices…did he talk about the tree app that he has in his book? Do you remember?

Pete Mockaitis
The tree app? I don’t have a picture in my head of a tree, so.

Jennifer Colosimo
It’s an app that you pull up a tree and you say, “This tree will be built on my app as long as I focus on this task for this amount of time. And if I take my mind off that task, and I have to click it and it kills the tree.” There’s all these great hints, obviously so many. So many will say, “Establish your rules. Here’s where you turn it off. Here’s how much time you say that you’ll respond to your email. This is when you’ll respond to texts. This is when you’ll do social media,” and some of that is even in The 7 Habits even though some of those tools weren’t there. I think the mindset of urgent versus important and tying it to your values, but there are a lot of practices to put that into place. I was really inspired by his.

Pete Mockaitis
Well, so that’s great. So, there’s a lot of practices, but if we go ever deeper to the foundational root, you’re suggesting it’s more of about having kind of like a total clarity on what’s important based upon an understanding of your values.

Jennifer Colosimo
Yeah, and I’ll say imagine there’s kind of a beam, since people can’t see me. If on one end of the beam are the things that you profess to value, and some of the work that is proposed in The 7 Habits of Highly Effective People is to write down statements that you would want people who know you in that role to say about you. So, maybe it’s my retirement party and I wish people would say this about me at my party. Maybe it’s a partner or spouse, here’s what I would want them to say. What would they all say? My ideal is this, and this is what I’m trying to do in my life.

And on the other side of the beam is how I actually act every day, and no way would I get any of those tribute statements based on my actions. Well, then you philosophically know, no matter what tools you’re using, you aren’t aligning your important things with your actions each day, so how do you get closer to that? And one of the strategies that’s in The 7 Habits that’s worked for me is, of course, you can’t align your whole life to that, but do you choose one thing for each of your roles that you will do – It might be relationship-focused or it might be result – that would get you closer to that tribute statement each week? And on a weekly basis, do you do at least one thing that moves you closer to that vision?

And if you’re not doing anything in alignment with who you say you want to be and what you want, frankly, you’re not going to have a very credible claim to feeling peaceful let alone effective.

Pete Mockaitis
Yup, I buy that. Thank you. Well, now can you share with us a favorite quote, something you find inspiring?

Jennifer Colosimo
You know, one of my favorite quotes, and it gets attributed to a lot of different people. Albert Schweitzer, I think, said part of it. Stephen Covey used to say it but I love this quote, “In everyone’s life, at some time, an inner fire goes out. It is then burst into flame by an encounter with another human being.” And then sometimes people add, “Let’s be thankful for those who rekindle the inner spirit.” Because I think about times my own flame has gone out where I’m kind of like, “Okay, I’m completely depleted.” The people that will burst you into flame and bring back you and what you can contribute, I mean, what an amazing contribution.

Pete Mockaitis
And how about a favorite study or experiment or bit of research?

Jennifer Colosimo
My favorite research, and I realized this by thinking about how many times I read it or look at profiles, is really Martin Seligman’s and positive psychology. His books on Flourish, Learned Optimism, the positive psychology assessments that have been built, I just find that work so fascinating, and it goes so deep in thinking about how your mind drives, truly, positive psychology which is different than happiness but more of that sense of fulfillment.

Pete Mockaitis
And how about a favorite book?

Jennifer Colosimo
My favorite business book most recently, and, of course, it’s not the newest book, but I love Ray Dalio’s Principles book. Love. And my favorite author doesn’t write enough, I have two. Donna Tart, and she’s only written a few books. And then I love Tana French. She’s an Irish author who writes mysteries.

Pete Mockaitis
Oh, thank you. And a favorite tool, something you use to be awesome at your job?

Jennifer Colosimo
Honestly, I would say it’s less tool-based, although I am, especially I work from home right now, working at home, I really love IM chats. So, you could use a variety of tools. Sometimes it’s been Slack, sometimes it’s been Zoom chats, sometimes it’s been Teams chat, but with my close workers, I think it feels more like that we’re in the same environment because people can pop in.

Pete Mockaitis
And a favorite habit?

Jennifer Colosimo
My absolute favorite habit, and as you might expect, I get asked for career advice a lot, of course, it comes from The 7 Habits, Pete. You would’ve had to have expected that. But my favorite habit is proactive. I say the number one thing you can do in your career is say, “Based on the situation I’m in, what’s the best thing for me to do or say right now?”

Pete Mockaitis
And is there a particular nugget you share with folks that really seems to connect and resonate with them, they quote it back to you frequently?

Jennifer Colosimo
What gets quoted back to me a lot as an original quote is, “You have to have curiosity. If your curiosity dies, you’re dead.” Especially at work.

Pete Mockaitis
Okay. And if folks want to learn more or get in touch, where would you point them?

Jennifer Colosimo
I would point them to FranklinCovey.com. That’s where you’ll learn more about what we’re doing and all of our books and all of the works that we have for individuals. Me, personally, I’m at @jencolosimo on Twitter. I have tweeted very little over the past several months because I had to do a bit of a calming myself. My be proactive was not to be Twitter but that’s where I am on Twitter. Also on LinkedIn at Jennifer Colosimo.

Pete Mockaitis
And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Jennifer Colosimo
My final challenge is to take up the challenge we invested the most time in this conversation on. Bring empathy into the workplace. Although you can’t force others to bring empathy into the workplace, you will release more potential, you’ll be more fulfilled if you bring empathy into the workplace yourself.

Pete Mockaitis
Jen, this has been a treat. Thank you and I wish you all the best as you’re practicing the seven habits.

Jennifer Colosimo
Thank you, Pete. I appreciate the time.