KF #33. Strategic Mindset Archives - How to be Awesome at Your Job

Pete Mockaitis

Rich, welcome.

 

Rich Horwath

Pete, thanks. Great to be with you today.

 

Pete Mockaitis

Well, I’m excited to dig into your wisdom that you put forth in your book Strategic, but first I need to hear a little bit about you and the Second City improv club in Chicago. I did a little bit of training there myself. Tell us the tale and how that relates to you and strategy.

 

Rich Horwath

Well, strategy, for many people, can be quite boring, and realizing that early on, I said, “Well, how can we differentiate ourselves? We know strategy is important to have differentiation.” So, I said, “One way to potentially not be as boring is to do some improv training.” So, I joined Second City because I lived in the old town area at the time so it was very close, and spent a year there training, doing weekly classes, and it was a great opportunity to really push myself outside of my comfort zone.

Anyone who can tell you that’s heard me sing, singing is not a strength of mine, and some of the improvisation required making up songs as we went. So, being able to put yourself out there and do something completely terrible, and make it through mentally and emotionally, was a good way to build some mental fortitude.

 

Pete Mockaitis

I like that a lot. I remember I did an intensive over, I guess, five-ish days, just before Thanksgiving, and I remember I came back from it, I said, “Oh, this is fun. I think it really loosened me up.” And my friends said, “Pete, I don’t think you needed to be any looser.” But, nonetheless, I got looser and I appreciated the impact.

 

Rich Horwath

I love it. I love it.

 

Pete Mockaitis

Well, tell us, you’ve been talking about coaching, studying, consulting, strategy stuff for a couple decades, any particularly surprising or counterintuitive discoveries you’ve made about this stuff as you’ve delved into it?

 

Rich Horwath

Well, one of the things that’s a little counterintuitive is we hear the mantra “fail fast” a lot, and it’s come out of Silicon Valley, and a lot of people apply it across the board, “Fail fast. Try something. Fail.” And my experience, Pete, has been that that’s not really a great recipe for leaders to follow, especially ones that are in more established industries.

Because, yes, in a startup environment in Silicon Valley, a tech company, you’re going try things, see if they work because you’re really pioneering new markets. But if you’re in a more experienced industry with maturity, the ability to succeed, to think, and to plan is something, I think, it’s going to be more important to people’s long-term career success.

So, that’s one thing that would be a bit counterintuitive is, I’d like to say, let’s replace fail fast with think first and then succeed. So, that would be one thing I’d mention off the top of my head.

 

Pete Mockaitis

Yeah, I like that a lot in terms, yeah, fail fast has a time and a place in terms of, “Okay, don’t spin your wheels forever. Sometimes the best way to learn is just by trying it out, see what happens.” But other times, the cost of failure is pretty significant, and the benefit of getting it right the first, or second, or third time, instead of failing dozens of times, is massive. So, I’m right with there. I love my 80/20 Rule, my the-one-thing kind of stuff. It’s a beautiful thing.

For those who are not yet converts into strategy is awesome, can you share with us what’s sort of at stake or the benefits for professionals who master this stuff versus kind of limp along, doing okay with the whole strategy thing?

 

Rich Horwath

Well, when we think about the average person out there, and their ability to be led, to be a follower, to have set direction for them, one of the things that we see from a research standpoint is that 22% of people in the workforce, and this is a study of 30 million workers by Gallup, found that only 22% said, “Hey, our senior leadership has set great strategic direction.”

And so, one of the things we want to think about is if you’re in an organization that doesn’t have good strategic direction, all of a sudden, you’ve got people spending time on this thing, time on this thing, they’re spreading their resources too thin in lots of different areas, and it’s not all gelling together. So, being able to be strategic, to set direction for your business, whether you’re the CEO, whether you’re a first line manager, whether you’re an individual contributor, is going to be really important because strategy isn’t just what’s written in the PowerPoint deck.

It’s how each and every one of us spend our time, day in and day out. That’s the real strategy because strategy is about resource allocation. And the most important resource is time. So, all of us out there are strategists. The key is to have an understanding of what that means, and then really understand, “Are we putting our time into the priorities that are really going to drive value for our company and for our customers?”

 

Pete Mockaitis

Okay. And I think that most of us think that we probably do an okay job of this, “Sure, I got a to-do list, and I think about what might be most important, and I put an asterisk or a box around that item on my to-do list.” So, is that adequate? Or just what sort of benefits might I unlock if I were operating at a Jedi-level of being awesomely strategic?

 

Rich Horwath

Well, Pete, I’m going to borrow one of the phrases you’ve used because I really like it. You call yourself pathologically curious.

 

Rich Horwath

And I think when we consider the ability to be strategic, a lot of involves that level of curiosity, that explorer’s mindset, that we’re trying to discover new ways, new solutions, new approaches to bring value to people. Because what happens is, too often, if we’re just following a to-do list, and we’re on that activity treadmill, then we can lose sight of, “Are we really providing new and differentiated value to the people that we’re serving, either internally or externally as well?”

And so, I think being strategic is, “How are we accumulating or generating insights?” and I define an insight as a learning that leads to new value. So, the best leaders, the best managers are the ones that are continually accumulating these insights, these new learnings that are helping them bring value to their company.

 

Pete Mockaitis

Well, I like insights. Maybe, Rich, can you make it all the more real for us by sharing a cool story of a professional who upgraded their strategic game and saw some cool benefits from it?

 

Rich Horwath

So, I was working with a mid-level manager at a medical device company, and this is about 10 years ago, and we were in a session, and we were doing some brainstorming using a tool called a value-mining matrix, which, in simple terms, is looking at customers and needs, and trying to determine, “How can we bring new value to meet some new needs that people have?”

And this company was in the cardiovascular space, so the heart space. And, typically, when they had these brainstorming sessions, all the ideas were in the heart space, but this one leader said, “You know, I was in an operating room not too long ago with one of my customers, and one of the main problems, the challenges that the surgeons and the nurses had was really being able to get rid of a lot of different materials, liquids, things that were no longer usable in the operating room right after the surgery, and they didn’t really have a good, clear, clean way to do that.”

And so, she said, “Maybe we should think about some type of disposal service for general surgery.” And it was interesting, Pete, because people in the session were kind of rolling their eyes, and looking around, and somebody even said, “You know, we don’t do that. That’s not what we do.” But she said, “Well, we need to think. We’ve heard the term outside the box, but we need to think about what are other ways that we can solve challenges that our customers have?”

And so, they wound up doing a pilot program in coming up with a prototype service to work in general surgery to remove the different types of waste materials, and it was successful at a regional hospital. They rolled it out across the State, and then they rolled it out nationally, and a couple of years later, that was a hundred-million-dollar piece of their business, which was a fairly significant part of the company.

So, again, it was this idea of not just being locked into doing the same things and the same ways we always do them, which tends to be our operational effectiveness, but strategy is really about, “How can we pick a different path that’s going to help us be successful?”

 

Pete Mockaitis

All right. I love that. Well, it’s so funny, when you said that idea, it seems so perfect because, yeah, that’s probably how it would land, like, “Aargh, this is annoying. Let’s get back on track. This meeting is already too long. We don’t really do that.” But then I’m thinking from my perspective, “Man, if you solve a problem that surgeons are having, there’s probably a lot of money there.”

 

Rich Horwath

Exactly.

 

Pete Mockaitis

And, sure enough, there was. And money not just for the company but, I imagine, for that clever professional, as well as people on their teams, some promotions and raises are probably dolled out along the path of making that happen.

 

Rich Horwath

Yeah, absolutely, there were. And, again, what it did was it forced everyone in the organization to rethink what their sandbox was. And, again, it typically was the heart space, and they said, “We need to look at other ways that we can take our capabilities, our skill sets, and our knowledge, and apply them across all the needs that surgeons might have.” So, you’re right, there was a big seismic shift in the way people were thinking about the business.

 

Pete Mockaitis

Okay. So, in your book Strategic, it sounds like is that kind of like the main point you’re bringing there, it’s like, “If you take the time to get these insights, great things happen”? Or, how would you articulate the main message or the big idea here?

 

Rich Horwath

Yeah, I think that’s a great way to capture it. The reality is if we think about physical fitness, so if we think about running, jogging, lifting some weights, doing Pilates, if we do any of those things once a year, one day out of the year, we’re probably not going to be very physically fit. If we played the guitar once a year, we’re probably not going to be a great guitar player.

But when it comes to strategy, and planning, and thinking strategically, a lot of people do it a couple days out of the year, in November or creating their plan, and then it goes away for about 11 and a half months. So, a lot of people treat strategy like a birthday where it happens once a year, there’s a lot of signage and funfair, and then it goes away.

So, the premise of the book, to your point, is really about, “How do you take the importance of generating insights on a yearly basis, and make that everyone’s daily job? How do we create that accountability for learnings that lead to new value?” because that’s the way that you really take knowledge workers and create a true learning organization, versus people doing their own things in silos, which happens quite a bit.

 

Pete Mockaitis

Okay. I like that notion, the fitness, strategic fitness once a year, once a quarter isn’t going to cut the mustard on the body, nor will it with your strategic skills. Well, Rich, could you give us a quick overview of you lay out four disciplines of strategic fitness? What are those?

 

Rich Horwath

So, there’s strategy, leadership, organization, and communication. And so, in my work over the last 20 years, I found that the executives that are truly successful in the long run, they’re good in all of those areas. They’re not just one or the other. For instance, Forbes magazine found two years ago that the most CEOs that were fired in the Fortune 500 were fired because of emotional intelligence issues, not financial performance.

So, just being good at strategy, as a leader, is not good enough if you’re not good with people, if you’re not a true leader, if you don’t create purpose for other people. So, one of the keys is you’ve got to be well-rounded in the fat that you have to be a good communicator, you’ve got to be able to set the structure for the organization and the processes, you have to be a leader, meaning you have to be able to set direction and serve others to achieve goals, and then you’ve got to be able to set strategy, meaning, “We’ve got to allocate our resources in order to get where we want to go.”

 

Pete Mockaitis

Well, now that is a fascinating little tidbit you shared there, and I didn’t think we’d talked much about emotional intelligence in a conversation about strategy but let’s go ahead and do it. 

 

Rich Horwath

Well, when we think about emotional intelligence, there’s two main areas. There’s self-awareness and then there’s the situation awareness. And the situation awareness is really about your interaction and relationships with other people, and that’s the one that seems to trip up most of the CEOs, is it relates to their teams, as well as the board of directors.

So, oftentimes, they’re surprising the board of directors with news about different things. From a culture perspective, they’re not creating the integrity of having a culture where they’re talking and doing things that match up. So, oftentimes, they say, “Well, honesty is one of our key values,” and, all of a sudden, they’re asking their people to do things that may not be quite honest as far as customer reporting, customer sales and things like that.

So, to your point, they don’t tend to be the big scandalous things, but a lot of it is just their awareness of how they’re interacting with other people. And are they doing it in a way that’s empathetic, meaning they’re putting themselves in other person’s shoes to understand, “How does this person want to be treated? What do they need to know? And am I being transparent with the things that they would want to know?”

 

Pete Mockaitis

That’s beautiful. And not to dehumanize this at all, but it is actually quite strategic, in my experience, to have a wide network of good relationships that you can work with again and again and again. I’m just thinking about John, this guy I’ve collaborated with from time to time on some big audio projects, and I was like, “Ooh, I’ve got a short deadline.” And so, I was like, “Oh, I’ll call up John. Oh, he has some availability. Well, that’s great news.”

And so, it’s like if I had been a jerk in previous times I had big audio projects with short deadlines, and yelling at John to do more faster, well, then you wouldn’t have that resource available. And so, it is with all sorts of things, strategically thinking, it’s, like, we have our strengths, our gifts, what we can do way more efficiently than others, and to the extent that you are filling in your gaps with other people over a lifelong network of collaboration, that is just a huge enabler of strategic goodness.

 

Rich Horwath

And, Pete, what you just said there is such a good point, you said the word lifelong. And I think that’s a great reminder for everybody out there because, too often, we look at relationships as transactional and short term, instead of lifelong, like you talk about. And if we think about that relationship from a lifelong perspective, one of the things I encourage people to do at all levels is to pick the top ten people that you work with on a regular basis, and then map out, “What are the intentional things that you want to do to develop that relationship even further or deeper over the next year?”

And so, that’s one thing I’ve seen people do to be successful, whether it’s with your board of directors, colleagues to your point, other people that you work with outside your company, but pick 10, 15, 20 people, and just jot down a couple bullet points for this year, “What do you want to do to build or develop that relationship to another level?”

 

Pete Mockaitis

Oh, I love that. Well, so now you highlight a number of time traps that impede our ability to be strategic and effective. Can you share what are some of those? And how do we deal with them effectively?

 

Rich Horwath

So, when we look at being strategic, time, the ability to marshal, to use your time effectively is so critical. So, there’s a few things that trip people up when it comes to time. One of them being just not carving time out to think. Sometimes we’re on that activity treadmill, we’re going and going and going, but we don’t really stop to think about, “What are we doing? How are we doing it? Why are we doing it? And are there ways to do it differently or better?”

And the best executives I’ve worked with are the ones that really carve out some times, 30 minutes, 60 minutes a week to step back and think about changes that they would like to make and the ways that they’re using their time. The other really interesting learning I’ve had in studying CEOs is a lot of the good ones batch their time.

So, instead of bouncing from one thing this minute to another thing this minute, to email, to a report, to a one-on-one meeting, to a staff meeting, they really batch their time in chunks of two, to three, to four hours. So, they might say, “Well, I’m going to do all of my one-on-one direct report meetings on Monday from 8:00 a.m. to 1:00 p.m.”

And the big benefit of that, Pete, is they reduce the number of mental transitions that they have to make during the day. Because if you have 70 or 80 different mental transitions during the day, that’s what causes burnout, that’s what causes people to be really tired at the end of the day. But if you group all of your one-on-ones for three to four hours, then you do 45 minutes of email, and then you do a couple reports, now you’ve got three or four transitions versus 60 transitions.

 

Pete Mockaitis

Yeah, I think that makes all the difference because it takes a while to get into the groove of a thing, and then I think the time in which you’re not in that groove, there’s friction. And so, yeah, less time in the friction zone would probably result in less burnout, more energetic goodness, so that’s awesome. Now, I need to hear about the particulars for the how-to’s of strategic thinking, like the key questions you ask, how you identify what really, really, really is important and worthwhile versus not so important and worthwhile. How do you go about thinking through and approaching these?

 

Rich Horwath

Yeah, so, in general, I think we could start with three A’s. There’s a three A strategic framework, which is acumen, allocation, and action. So, acumen is, “What’s the insight? What’s my learning here?” So, one thing I’d recommend is try for a week, every interaction that you have, if it’s a one-on-one meeting, your daily staff meeting or huddle, a report that you’re doing, after you have that interaction, sit down for just a minute or two, and ask yourself, “What did I learn in that session? What was the key takeaway for me?”

Because what we see, Pete, in the last couple of years is we’re stacking meetings on top of each other, especially if we’re in a hybrid or remote format and we’re doing a lot of things on video. We tend to stack those meetings and we go from one to the other, and we don’t really take the time to identify, “What are the action steps out of this interaction? What were my learnings? And what would I do differently with that next interaction with these same people?” I also recommend this idea of scoring your interactions, especially meetings.

So, as you go throughout your week, one thing I have executives I work with do is I have them use a scale of one to three. So, one was low value in the interaction, two is mid-value, and three was high value. And what’s interesting then is that if you categorize those results at the end of the week, so you say, “My operating meeting, my IT meeting, my HR meeting,” if you rate all of those throughout the week, if some of them are coming as a one, a one and a half, or a two, then you need to ask yourself, “Is that a meeting that we should keep doing? And if so, how do we improve the value of that meeting?” for yourself, for the other people involved with it.

So, that first A, acumen, is really about thinking, “How do we create more value in what we’re doing every interaction?”

 

Pete Mockaitis

And if I may, when it comes to scoring the value of the interaction, how do we think about measuring value and making that assessment? And what are typical sorts of improvements that you’ve seen upgrade the value?

 

Rich Horwath

So, the main thing I would say is you have to have your goals clearly identified, not just your goals, but you have to understand the goals of the other people, the other groups that you’re meeting with. Too often, people go in with their own agenda to these interactions, and they’re not really empathetic as to what the other person is trying to achieve as well. So, to me, the first step in understanding or ascertaining value is, “How well did that interaction help us progress toward our goals, not just my goal, not just your goal, but our goals collectively?”

Once we understand what the goals are, then we need to ask ourselves, “Did we have the right questions and preparation going into that interaction?” I’m a big believer that if you have a one-on-one meeting, a group meeting, you’ve got to have preparation.

Forty-eight, 72 hours beforehand, send out one or two key questions, and have people think about that. So, when you get into that meeting, that conversation, it can start at a much more accelerated pace because people are really ready to engage. So, I would say those are a couple of the key things that can turn up the volume on value.

 

Pete Mockaitis

And I suppose as you go through this exercise regularly, you might discover fairly quickly, “Oh, actually, the goals that we’re pursuing in these meetings aren’t actually worth pursuing at all.”

 

Rich Horwath

Great insight. Yup, exactly.

 

Pete Mockaitis

“Let’s skip the meeting and it’s all good.”

 

Rich Horwath

And that’s a good point, Pete. I would recommend folks out there to think about taking a meeting audit. So, jot down on a piece of paper, on a Word doc, what are all of the meetings that you currently attend, and think about what’s the goal, or what’s the purpose of those meetings. And a lot of times, when people do an audit or an inventory of their meetings, to your point, Pete, there are some of them, they say, “You know, this is not adding any value. I’ve done this meeting for three years and it’s the same old conversation.” And it could be better served if somebody just sent out an email, or, even these days, did a quick one- or two-minute video overview of the topic and information that they wanted to share.

 

Pete Mockaitis

I like that a lot. I am a huge proponent of Loom. I guess there are many software pieces that do this kind of thing. But, oh, yeah, that screen recording, so quick and easy and simple. Don’t have to coordinate everyone’s calendar, and it’s just like, “Here’s what you need to know. Here’s the process. Here’s the software and the documents and the things that we’re doing, or an update on what I’ve discovered, and what I might recommend we look at next,” and then that’s that.

 

Rich Horwath
Yeah, absolutely. There’s a lot of software and things to do that. And, again, I think the key point, and you touched on it as well, is we just need to think about, “How are we using our time in ways that are getting us to our goals?” because, too often, time is driven by activity for activity’s sake alone.

 

Pete Mockaitis

All right. Let’s hear about allocation.

 

Rich Horwath

So, allocation then, that second A, is really about, “How are you using your resources, your time, your energy, your mindset, your talent, and any budget that you have to achieve the goals that you have?” And, again, the key for allocation, and you know this as well as anybody, great strategy is as much about what we choose not to do as it is about what we choose to do.

So, the best managers, the best leaders I’ve seen are really crystal clear for themselves and their team on, “Here are the areas and things that we’re not going to spend our time on. So, we’re not going to generate these reports. We’re not going to work with these types of customers. We’re not going to fulfill these types of requests because they’re not the sweet spots where we can bring the most value.” So, a lot of allocation is, yes, you have to have a to-do list but, as we’ve heard before, you want to have that not to-do list as well so people are really clear and not wasting time.

 

Pete Mockaitis
You know, I love the not to-do list. And I remember I was having a chat years ago with a friend. We were talking… totally different context; we were talking about dating. He’s like, “You got to get really clear on your must-haves and you-can’t-stands.” I was like, “Okay, I guess that makes sense.” And, also, I said, “I think it also is really helpful to get clear on your doesn’t-matters.” And he’s like, “Why? Why did you say that?” I was like, “Because I think it’s easy to get sidetracked.” Like, “Ooh, that’s impressive that he’s rich.” It’s like, “Oh, but actually that doesn’t matter because of…” well, whatever reason. He’s like, “Financially, it’s all good over here.”

Because it’s easy to get sucked into something that’s attractive and interesting, romantically or from a business career professional perspective, because it just sort of triggers something in you, like, “Ooh, that’s really cool and nifty fresh opportunity.” Like, “Oh, we got to do AI because everyone is doing AI, and AI is the thing to do, right?” It’s like, “Okay. Well, maybe, but that’s actually not at all a good reason to go do AI because it’s hot and everyone else is doing it.”

Maybe it’s like, “Oh, there is an opportunity here to do substantial savings. Maybe,” or maybe it’s not. So, I like that notion a lot, getting clear on the not to do. And while we’re talking allocation, I got to hear your take on the 80/20 Rule. Is it real, Rich?

 

Rich Horwath

Absolutely. I believe it’s real, both from a business and a personal perspective. When you think about the organizations that have really been successful, and obviously the ones that come to mind, the Apples, the Googles, the Nordstroms, the Metas, what you find is that they’ve really driven tremendous value through one or two things that they’ve done for the most part.

And then once they’ve gotten 5, 10, 15, 20 years in, they start to add other things. But really, my experience working with leaders is that if you can identify that 20% of things that’s going to drive 80% of the value, that’s going to be a great ticket to being as effective as possible. And I do recommend everybody out there, at least once a quarter, jot down how you’re spending your time in 30-minute increments throughout the week. Add those things up at the end of the week, and I’d even recommend graph it out.

So, on the X-axis, put the different categories where you spend your time, on the Y-axis the hours, and map that out, draw that out. And what you’ll find is there’s going to be a couple things that take up the majority of your time. The question is, “Do those things actually matter to your goals and priorities?” And if they don’t, then we need to make some changes. So, that’s my perspective, Pete. What’s been your observations on the 80/20?

 

Pete Mockaitis

Oh, it really has been, and there are times when I have actually made a spreadsheet of, “What is the expected profit generated per hour of Pete required of all these different initiatives?” And just as the 80/20 Rule would predict, the vital few activities, those 20% of things that drive 80% of the value, can, indeed, be 16 times as impactful as the trivial many activities. And it’s just so eye-opening.

I think if there’s a whiff of procrastination in my psyche, and there is often, just having that kind of clarity is so powerful. It’s like, “Okay, Pete, this is 16 times as important as the other thing. So, don’t even think about investing your time in that other thing.” And it’s just pretty wild. So, I’d love to hear from your perspective, working with clients, what are some common themes of activities that are often in that vital few top 20% zone that are truly often 16 times as impactful as the other stuff?

 

Rich Horwath

Well, I would say the number one thing is spending time with customers, so it may be your customers internally. So, if you’re an HR leader, it might be spending time with the person who’s doing compensation, the ones who’s doing incentive, the ones who’s doing DEI stuff. So, to me, spending time with the people that you’re serving, either internally or externally, that, I think, is where most of the leaders I’ve talked to are really getting a ton of value.

One of the things I throw out there that I’d say a lot of leaders get caught up in, that doesn’t bring a lot of value, is presentations, whether it’s presentations internally, presentations to the board. I’m seeing leaders spend an inordinate amount of time coming up with these presentations when, in fact, I think what most people are really hungry for is a real dialogue, not just a presentation, “I’m going to talk to you for 30 minutes, and then I’ll give you two minutes at the end to ask a couple questions.”

People want interaction, they want dialogue. So, that would be one, I would say, trap to avoid is getting caught up in the real fancy presentations as opposed to creating real dialogue with folks.

 

Pete Mockaitis

Okay. And the action?

 

Rich Horwath

So, the action, that third A, is really about, “How are you prioritizing what’s important versus the stuff that’s urgent?” And I think you brought up the 80/20 and some of the ways that you use it, I think that’s a great tool to help people act in a way that’s going to really drive value for them and for the people that they’re serving, if you can take the time to identify what those few activities are that are driving the majority of value. And then, like you said, a good leader helps people avoid the noise, the things that are out there but aren’t really relevant.

So, I think, as a good leader from an action standpoint, you’re almost putting earmuffs on people to say, “Look, here’s what we’re focused on. Don’t let all these other things that are uncontrollable in the environment, or things like AI, distract us from really what the task at hand is.” So, it’s really just that ability to prioritize the important versus the urgent.

 

Pete Mockaitis

All right. Now, before we hear about some of your favorite things, I’d love it, Rich, if you could lay on us any other quick tips, tricks, questions, shortcuts for zeroing in on super high value stuff fast?

 

Rich Horwath

Yeah. Well, one thing, Pete, we’re all involved in meetings, and meetings take up a lot of time. And the recent study shows that about 70% of executives feel that meetings are inefficient and ineffective. And so, one of the things I’d recommend is this meeting framework. So, think about three things. Think about your intent, your decisions, and your insights.

So, intent is, if you’re meeting with people, even if it’s one person, “What’s the intent? What’s the purpose?” and formulate that in an agenda. The second piece is decisions. If you’re just meeting to talk, and you don’t have decisions where you’re moving things forward, you’re potentially wasting time. So, think about what’s the decision there. And then that third one is insights. Take time at the end of interactions to really think about, “What’s the learning? What’s the new action plan based on that interaction?”

So, I would say that’s an important one around meetings, it’s just that idea of intent, decisions, and insights. That’s a key one. And then, I guess, the other piece I’d mention, too, is just that we’re in a lot of conversations day in and day out, so we really want to make sure that we’re in conversations that are exploratory, but then also think about a funnel, we’re at the end of the conversation, we’re getting to the bottom of the funnel.

A lot of conversations I’ve been a part of and see, we’re at the top of the funnel the entire meeting and that’s where we end, but we don’t get down to the end of the funnel to the neck of the funnel, to say, “Okay, so what based on this conversation? What’s next?”

 

Pete Mockaitis

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

 

Rich Horwath

A quote from Proverbs, it’s “Iron sharpens iron, so man sharpens his fellow man.” I think we can learn something from everybody out there if we’re just open enough to do that.

 

Pete Mockaitis

All right. And a favorite book?

 

Rich Horwath

The Art of Learning by Josh Waitzkin. 

 

Pete Mockaitis

And a favorite tool?

 

Rich Horwath

Mindjet. So, it’s a mind-mapping software, very simple in nature, very inexpensive, but, to me, it’s the best way to think through an article, a project, even your to-do list for the day.

 

Pete Mockaitis

All right. And a favorite habit, something you do that helps you be awesome at your job?

 

Rich Horwath

I start with a mental workout each morning. So, not jumping jacks, or pushups, or burpees, or anything, but I do a mental workout where I actually take some of the things that Olympic athletes use, like visualization, affirmation statements, performance statements, and I tailor that for my business. So, I visualize the meetings that I have coming up, how I’d like to be in those meeting, I think about a couple key performance statements, like, ask good questions, be a good listener, be an active listener, things like that. So, I try to do that each morning to kind of frame my mental attitude for the day.

 

Pete Mockaitis

All right. And is there a key nugget you share that really seems to connect and resonate with folks; they quote it back to you often?

 

Rich Horwath

New growth comes from new thinking

 

Pete Mockaitis

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

 

Rich Horwath

A lot of free resources, about a hundred different free resources at StrategySkills.com, articles, white papers, infographics, videos, podcasts. So, StrategySkills.com.

 

Pete Mockaitis

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

 

Rich Horwath

Yeah, I would say that the one thing to keep in mind is, “How are you bringing new value to people?” It’s easy to say, “This is my job. This is my activity. This is what I do.” But then, let’s take that one step further and think about, “How am I providing, creating, delivering value for people today?” If we put ourselves in that value mindset, we’re always going to be relevant to the folks that we’re working with.

 

Pete Mockaitis

All right. Rich, thank you. This is fun. I wish you many good strategic decisions.

 

Rich Horwath

Pete, thanks so much. It was great to be with you today.

Pete Mockaitis
Ross, welcome to How to be Awesome at Your Job.

Ross Dawson
Wonderful to be talking to you, Pete.

Pete Mockaitis
Well, I’m excited to dig into your wisdom about Thriving on Overload: The 5 Powers for Success in a World of Exponential Information. But, first, could you tell us a little bit about your knack for musical instruments? I understand you can play many. How did you learn how to play them all? Any tips and tricks, or any special performances that really leap to mind?

Ross Dawson
Well, it’s just at the age of 14, I said, “I just want to play guitar,” so I gave a little money to my dad, he bought me a guitar, and I actually, at the time, had some cassette tapes and a little book, and I taught myself. So, I teach myself just about everything, and so it was the guitar included, and then I sort of worked out, “Okay, well, that note on the guitar, is that a note on the piano?” And so, I looked out on how to play the piano, and learned a couple of other instruments. It’s all self-taught.

Sometimes it’s useful. Often, it’s useful to have teachers but I think there’s so much we can discover ourselves in the way we find our own ways of doing things if we do them ourselves. And that’s certainly been my musical journey where I just do what I want to do, and I enjoy it, and not necessarily following what anyone’s suggesting to me I should be doing.

Pete Mockaitis
Fun. Okay. And were you in a band at some points along the way or any noteworthy performances?

Ross Dawson
Yes, just lots of bands along the way, mostly pretty early on when I was at school, when I was university, and then after that, yeah, a number of other bands, and playing guitar, bass, keyboards, percussion. And I’ve been certainly keen to get back to it for quite a while, and it’s a bit harder when you have kids and you got busy and so on, but working on some ways to use technology plus instruments to be able to create my own one solo show live.

Pete Mockaitis
Oh, fun.

Ross Dawson
So, working it too.

Pete Mockaitis
Looking forward to it.

Ross Dawson
So, see you if I actually get on stage at some point.

Pete Mockaitis
That is good. Well, one final question on the music scene, did any of your bands have funny names? Band names are our favorite.

Ross Dawson
Nothing that I…well, funny, I don’t even remember them all. Platinum Blues was one of the sorts of bigger bands that I was in. So, this idea of those blues but we were sort of gilding it. So, that was, I suppose, one of the steps along the way.

Pete Mockaitis
Cool. All right. Well, Ross, now tell us a little bit about Thriving on Overload. Any particularly surprising or counterintuitive discoveries you’ve made along the way on this stuff?

Ross Dawson
Well, I suppose, in a way, Thriving on Overload is counterintuitive in the sense we live in a world of overload, but we can thrive on it. I think this is a fundamental belief that our brains are not adapted to the world that we have created. Incredible inventors that have made, among other things, a profusion of information, and screens, and always on, and this is something is what we have brought ourselves, but it is not something that our brains are ready for, so we are overloaded. We are overwhelmed. It’s just natural. It’s impossible not to be, in a way.

But I do believe that it is possible to thrive on that. And this is, I suppose, a way where we can become, you know, learn, change how we do things, what we do, our attitudes, practices. And that, in a way, means we can transcend who we have been to be more adapted to the world that we live in. So, this is a journey, we can learn things, we can progress, and so that’s something which is not obvious but I think this really is our most important capability that we need to develop.

Pete Mockaitis
Okay. Well, so then can you paint a picture for, if there’s any cool studies or data or research, which really reveals just what’s possible in the realm of thriving on overload? Like, what’s the typical level of thriving/floundering in the midst of overload versus what can really be possible if you master this stuff?

Ross Dawson
There’s a whole set of capabilities to develop the capability to thrive. So, the subtitle of the book is, The 5 Powers for Success in a World of Exponential Information. Those five powers are purpose, framing, filtering, attention, and synthesis. So, we need to be able to dig into each of those and how all those fit together. But if we want to distill this, I suppose, to research and some data and some one frame, one piece of research or sort of now what is compounded research is into multitasking.

And some people think they’re good at multitasking, and the reality is that now more recent studies on what’s actually happening in our brain shows that when we think we are multitasking, as we think we are doing two things at the same time, our brain is actually switching from one thing to another thing, and then back to the other thing, and then back to the other thing.

Now, if we’re simply listening to a podcast while we’re cooking dinner, that’s probably achievable. That’s not too hard to go back and forth. But if we’re doing something which is contemplatively taxing, and we’re then checking our email, or trying to watch TV, or whatever it is, it’s simply not functional. So, studies have shown, in fact, that those people who think they are good at multitasking actually underperform those people that don’t think they’re good at multitasking because they’re trying to do something which is literally not possible. Our brains cannot multitask.

So, this is where we are put in a world with so much wonderful things going on, and we try to pay attention to multiple things at the same, and it’s simply, yes, you can do it by switching your attention, but you will perform less than you’ve done before. Now, taking research at the other end of the spectrum, those who are trained in the single practice which takes our attention the most sustained is meditation, which is simply the practice of keeping our attention sustained on one thing for a period of time where we can continue to be on attention on one thing for a period of time.

And you don’t need to be a meditator to get there. There are other ways to be able to get there, and there are people who switch everything off, and for three hours at a time, aside from getting up and stretching and having a drink of water or whatever they need along the way, will be focused on task for a period of hours.

And the reality is that it’s only a very small proportion of people that are able to and do take that time and capacity, develop that three hours of attention, spend it on one thing in which they can achieve incredible things. Whereas, the vast majority of people, it’s literally, their attention is not on one thing for more than literally a few minutes at a time, at best, because they’re just strayed by thoughts or notifications or alerts.

And those are the two poles. One is eternal distraction, eternal attention watering all over the place where we can never achieve that much. And those people that demonstratively can keep their attention on one thing achieve extraordinary amounts of things in quite limited periods of time.

Pete Mockaitis
Okay. Well, that does sound exciting in terms of what’s possible. Now, to zero in on that three-hour figure, I’m thinking about ultradian rhythms and just what’s possible for the human organism. Is that three hour like three hours but with, like, a couple minute bathroom and beverage break? Or, how does that unfold, that three hours?

Ross Dawson
Yes. So, to your point, the basic rest activity cycle is generally understood to be 90 minutes, where our brains do go through cycles of, amongst other things, ability to be more focused and less focused. And so, we do need to take that into account, and our brains are different, we could be more or less tired, those all sorts of different factors, but 90 minutes is a reasonable guideline.

So, three hours is something where it is very possible for anybody to spend three hours in reasonable degrees of focus but that’s probably more than as much as most people would want to achieve in a day. The way I put it is that everybody should, for at least 90 minutes, at least once a week, have a complete focus time.

And that’s something which, again, is already challenging for most people. Most people don’t take 90 minutes out where there’s no distractions, nothing interrupting them, where there’s only one thing, they can’t escape from it, and they do get on with it. It actually takes practice to get into that but you can still achieve a lot as you get to that 90-minute period and I think that’s a good starting point for most people.

If you’re used to just being distracted and checking your email all the time, whatever it may be, make sure you have a time of 90 minutes, no distractions, no notifications, nobody’s going to interrupt you unless it’s the end of the world, and you have one task to get on with, and you just do that for 90 minutes, and do that once a week. That’s just incredibly starting point. And from then, you can start to build it.

So, in terms of some of those cycles, one of the most famous is the Pomodoro technique, which you spend 25 minutes of focus, five minutes break, 25 minutes of focus, and five minutes break, sometimes a bit longer break, and then you do that three times, which basically takes you to 90 minutes, have a little bit of a longer break, and then you do that three times again, 25 minutes plus five minutes break. And that works for a lot of people.

Personally, I think that the more flexible approach, as in if you feel you’re in the groove, then why suffer 25 minutes, or if you just feel a little bit of a break first that’s earlier. So, we can let our…some people work to that structure, having a time run, 25 minutes and five minutes break, that works for them perfectly. Other people, I feel that 25 minutes, often I’ll just want to keep on going, I won’t want to stop. But when I’m ready, I can take a stop, wander outside, pick up the guitar, whatever it may be.

So, I think if we get into this practice, what we do need is find our practices, find our routines that work for us, find what times of day is the best time to do this, but just making sure that you are starting with at least carving out some time, which is this what I call deep-dive time. That’s when you can achieve an incredible amount in very limited periods.

Pete Mockaitis
Okay. Well, then so we’ve got a sense for what that means with regard to minutes of focused attention, which is handy. Could you share a cool story if there’s a particular case or poster child, if you will, that really illustrates what that can mean in practice for one’s results, career, productivity when they get there?

Ross Dawson
I think the reference point for, certainly for me, and I think for a lot of people is writing books. There’s pretty significant proportion of people say they aspire to write a book at some time in their life. You are never going to get there unless you have the focused time and you’ve blocked that out. So, that’s where anybody can say, “All right, I would love to write a book.” It could be a fiction book, it could be a memoir, it could be about this big idea you’ve have, it could be to show you’re the expert in your field, whatever it may be.

And, yes, when I wrote my first book, before I wrote my first book, I said, “I think society overweighs the value of a book. Being an author is an incredibly wonderful thing and society gives a lot of value to authors and, yeah, it’s a good thing but it’s…so I’ll play that game, if that’s what it is.” I have to say that after writing the first book, I say, “Well, actually, probably authors do deserve some respect.”

But it is something where you do need to carve out the time. So, anybody who writes a book will have an incredible accomplishment, it doesn’t matter how many books or copies are sold, you will have achieved something of value, something to point to, one which will advance your reputation, your career, your abilities, you’ll learn a lot through doing that. So, I think it is a wonderful endeavor, and that is something which can only be done with focused time that is blocked out, it’s simply for that.

Pete Mockaitis
Okay. So, there it is, it’s kind of binary, on or off. Certain accomplishments such as writing a book are just impossible without the ability to have that focus for an extended period of time that is 90-ish minutes or thereabouts or even greater. And then I think in this age where there are different media and creations, we could maybe think of the book as a proxy or a representative for any sort of, I don’t know, magnum opus or great work of sorts that they’re not cranked out in 15-minute break in between Instagram sessions.

Ross Dawson
Exactly. To your point, if you want to be a YouTuber, today the bar for YouTube videos is pretty high, as in it’s a very high quality. If you want to do X videos on a particular topic and show you’re the expert, you’ve got to be pretty good because there’s a lot of other really good people out there. And, again, that’s not going to happen by itself.

You’ve got to say, “All right. Okay, I’ve got to work out. All right, what’s my topic? What’s my script? Where do I get my video assets? What are the overlays that’s going to be?” This is, again, going to take focused time. It’s not going to happen just by filling in in between other things. And what you can do, for example, in 90 minutes of focus will far exceed what you can do just trying to do bits and pieces while you’re interrupted along the way.

So, this is a way of amplifying your productivity, but it’s also a way of just being more…creating more value from the world we have. And I think that this fundamental equation for almost all of us are input as information. It’s what we read. It’s what we experience. It’s our conversations. It’s what we see in the world. It’s what we live, what we notice. It’s what we make of the world. It’s our knowledge. It’s our understanding.

And then it’s sharing it. it’s creating value with that. It’s building a startup. It’s applying it to our work. It’s making better decisions. It’s seeing opportunities. It’s creating YouTube videos. It’s creating blogposts. It’s creating articles. It’s having more intelligent conversations that add value to more people. It’s the input and the output. And both of those require this structure to how it is we bring our information together and building knowledge. And the structure in our work lives and to how it is we create something of value from it.

Pete Mockaitis
Okay. Well, so you mentioned these five powers: the purpose, the framing, the filtering, the attention, the synthesis. Can you expand upon those in terms of, I guess, a definition, and maybe some top do’s and don’ts for really developing each of these powers?

Ross Dawson
Certainly. So, just at a high level first. Purpose is simply knowing why. Why is it that you deal with information, do what you do in the first place? Second is framing, which is being able to literally build frameworks for your knowledge, for your understanding, for your information so you can piece together how they are connected. Filtering is being able to look at the information source that you have, and to be able to discern what it is that serves you, that serves your purpose, and what it is that doesn’t, and being able to make sure that you leave the ones, the information, that’s not useful.

The fourth mode is attention. So, we’ve been talking about this idea of deep diving. We have extended focus for a period of time, but that’s not the only attention mode. For example, we might have scanning, we might say, “All right, there’s a period of time when I’m just going to look at all my information sources. I’m going to stop and then move on to then perhaps reading and taking that in,” so there’s different attention modes.

And the fifth one is synthesis. And this is, in a way, pulling everything together so that it’s rather than just be lots of information, we can make a body of knowledge, we can understand the system, we can be able to have the foundations to build something of value. So, these are the five powers, and we can sort of perhaps flip over the year digging into specific questions. I can obviously go into greater depth on any of those, but I think laying those out as the five is critically important.

So, where would you like me to dig into from those topics?

Pete Mockaitis
Well, I guess I’d like to hear what sorts of practices enable us to develop and deploy each of these powers well versus what is the antithesis, the kryptonite, of each of these powers that are to be avoided?

Ross Dawson
So, we have to start with purpose, and the way I frame that in my book Thriving on Overload is around our relationship to information. So, we have a relationship with money, we have a relationship with food. In the same way, we have a relationship with information, there’s a lot of parallels with our relationship with food and relationship with information where we can have a not very positive relationship with food where we snack on chocolate all the time or eat when we’re stressed and so on.

And, in fact, there are some quite similar habits, sometimes, which people have with information. But we can also have a positive relationship with food, where we eat healthy food, and we feel that is sustains us, and we don’t have too much food when it’s not something that we truly want. So, with information, the same thing, where we can have a positive relationship with information, which is formed by going to what actually is good for us, which makes us feel happier, which inspires us, which informs our ability to achieve what we want to achieve, and is something which we’re not always indulging and snacking in all the time.

And so, I propose this idea of intermittent fasting information diet. So, some people, for food, they say, “All right, I’m not going to eat for a period of time. Come back and eat a meal, whatever, but I won’t eat anything at all in between.” And I think that’s a very valuable approach with information as well. We can say, “Well, I’m not going to check social media, I’m not going to check the news headlines, I’m not going to indulge in those things because, for a period of time, there are things that I want to do. I want to play with my children. I want to read something which is important, which I’ve decided is something I want to spend my time on, and I want to be able to write my book,” whatever it may be. So, we can vary those things.

But this all comes from purpose in the sense of understanding what it is we want to achieve, what it is we think is worthwhile, and, as a result, being able to determine the information that’s not useful. And the antithesis of that is simply not knowing, “Oh, that’s interesting. A bit about the celebrity news,” or, “Oh, see this horrible thing about what’s happening in politics, and spend some time looking at that.” And none of that serves us because we’re not clear on our purpose.

And so, having that purpose is an absolutely fundamental starting point to simply being able to prosper and know what it is that is valuable to us in a world which is often overwhelming.

Pete Mockaitis
Well, Ross, I’d love to expand on that notion of purpose in the specific context of reading the news. Sometimes, when people read the news, they say things like, “I want to be informed.” And that strikes me as a little bit vague as far as a purpose or a goal goes because, in a way, there is infinite news one might be informed or not informed about. And so, it seems kind of thin in terms of, “My goal in reading this news is to be informed.”

And sometimes I wonder, maybe just because I don’t like reading a lot of news. I guess my purpose, the way I go into this is say, “I’m going to spend approximately 40 minutes scanning the headlines of The New York Times and The Wall Street Journal so that I have a general clue as to the happenings in the world so I am able to converse with people,” as opposed to going, “Huh? What?” And so, that’s my purpose when I’m going to the news.

And it doesn’t take that long, and I find that if I spend too much time on the news, one, I’m pathologically curious, which is great for a podcast interviewer but not so great for a news consumer because, like, two hours later, it’s like, “Okay, I’ve read all about the chess cheating scandal, but how does that serve me?” I found it very interesting and I know I can comment a lot about it, Ross, if you have any questions, but it’s not really enriched me much.

So, can you share with us some example articulations of what might be some rich, useful, best-in-class articulations of purpose when it comes to approaching information of the news?

Ross Dawson
So, a couple of points just with what you’re saying. So, I think that’s wonderful in the sense of, first of all, you mentioned you take 40 minutes, and that’s exactly what I say. We need to have a period of time when we say this, “I’m going to scan the headlines and no more.” But news is one category, in a way, of information. It’s what I framed in the book as society, in a sense of, “What do we want to know about what is happening in society at large?”

And we said, the purpose is, “What is our purpose for it? Why is it that I read the news?” And you articulated, again, a quite clear purpose, so you can have intelligent, or at least, somewhat formed conversation with people, and you only need the headline for that to be able to not know…or, to actually know what’s happening as opposed to having the idea of what’s happening. And that’s entirely valid.

So, some of the reasons why you would want to go in the news is to be an informed voter. Now, that’s something which you probably can catch up with just before you need to vote. You don’t need to be constantly…

Pete Mockaitis
The day before, binge.

Ross Dawson
You don’t need to be constantly reading the news all year round in order to be able to vote, whatever it is that you vote. But that’s one valid reason. Another is to be able to have intelligent conversations with your friends you want to have conversations with. Another is to be aware of the things which are changing in your community, and so that gives you a geographic for this, “All right, I would like to see news about my local community.”

Another is to say, “Are there any things which are going to impact my children’s opportunities?” I might say, “All right, if they’re at a particular age, I might be looking at developments in university or college admissions,” or something like that. So, these are things which you would start to be focused. But this comes back to the domains for our relationship with information.

And one of the first ones, one of the most important ones is expertise. We do have to choose our area of expertise to be clear, “This is what I am an expert in, or I’m aspiring to be an expert in, or something which I think I’ll be useful to be an expert in in a few years from now,” and being quite clear around that, writing that down, “I will become…” or, “I am an expert in a particular area,” quite clearly defined, and that gives you clarity on what information, what sources you need to take in, what you need to distill so that you can become that expert. If you’re just skimming across the surface, you’ll never be an expert in anything, and that is not very useful in the current state of the world today.

Another is in wellbeing, “So, what is it that I’d want to know about my own wellbeing, well, the wellbeing of my loved ones? What is it that’s going to help me to have a better diet to be able to help support the conditions of people in my family?” So, it’s perfectly valid to have some passions. All right, so sports teams or there’s nothing wrong with celebrity news as long as you don’t let that expand to take over all of your news.

So, I think there’s different categories around helping you decide what your purpose is. There is information you can look for. You can look in your expertise, your ventures, whether that’s a startup, or whether it’s a community garden, whatever it is, in terms of your wellbeing, in terms of your relationship to society. These are all things that we can think through in order to become effective.

Pete Mockaitis
You know, Ross, what you really are crystallizing for me is, and this is so helpful. Thank you. Hopefully, it’s good for listeners too. But I find, internally, I have a response of frustration or irritability when I see a news headline or blog article, or whatever, it says, for example, “Topic: What you need to know.” And I’m thinking, “There is no possible way you know what I need to know because our contexts are so wildly different.”

Like, the person running the political campaign for this politician needs to know way more and way different things than someone who may or may not vote for that person months down the road, or someone who’s managing the budget or employees in that industry. I guess maybe because I’m a content creator myself, I’m prickly or snobbish about the quality, but it’s like, “What you need to know, there’s no way one article can provide what everyone needs to know because everyone’s contexts are so different and their purposes that they establish are so different.”

So, Ross, thank you for clarifying what was simmering under the surface for me. And is it fair to say you’re going to have a hard time writing a piece of content that’s what you need to know for all peoples in one fell swoop?

Ross Dawson
Well, I think you’ve hit the nail on the head.

Pete Mockaitis
I guess I just wanted to make sure. Thank you, Ross.

Ross Dawson
But what it comes back to is saying we need to know it is health, and we don’t necessarily know that. So, what I described is we need to develop our own personal information plan. So, to complement the book, I’ve created some software or course where it takes people through that journey of identifying their purpose, and their expertise, and their areas, and their sources, and how they can use that, and the times they’re going to use that and do that.

You don’t need the book or the course, though they’re obviously designed to be as useful as possible. But we all need to decide, “What is my own personal information plan? What is it that matters to me? What time am I going to spend on that? What time am I not going to spend on the things that don’t matter? How am I going to structure my day? How am I going to structure my time? How am I going to spend time to be focused? How am I going to make space to synthesize this and pull this together?”

Information is the core and the value, I would suggest, of almost all of your listeners, and it’s something which most people haven’t spent the time to think about, is to, “How can I do this better?” And we can all build our own personal information plan, and that starts with this idea of, “Why? What’s important to me?” And from that, a lot of that starts to flow into, “What are the structures and the habits and the practice which will enable you to achieve what you want in your life, and be happier because you’re not drowning in the things that somebody else thinks is important to you but actually isn’t?”

Pete Mockaitis
That’s powerful. Well, you got me thinking about email outsourcing, but we’ll move on in terms of thinking about what’s important to me, and what’s not important to me, and what’s important to other people that land in your inbox, and how can you navigate that effectively, whether it’s software or helpers or different levels of support. So, we’ll just let that percolate in people’s heads for now. But let’s hear about framing next.

Ross Dawson
So, framing is building a framework. So, we got lots of information, but that’s all just bits of information. It only becomes knowledge and understanding when we connect that, when we say, “What are the relationships between these ideas? How does this fit together? What are the foundations of my understanding of this area of expertise that I’m developing?”

So, there’s a number of tools, a lot of visual tools that we can use. So, we can use things like mind maps. We can use things like concept maps. We can just sort of just draw things on a piece of paper and draw lines with them. And there’s now more and more software which helps people to not just note, “Ah, that was interesting. Oh, that’s interesting. Oh, that’s a really good study there,” and then to actually make links between them.

So, there’s a whole new generation of software tools, including around research and obsidian, but also other ways of just using simple software tools, such as note taking tools and so on, that enables us to practice this way of framing by drawing connections in, building a lattice of knowledge which is the foundation for how it is we can become an expert, to understand things, to be able to know what the reference points and the researchers that supports what are valid ways of thinking about these spaces.

Pete Mockaitis
And can you paint a picture or give us an example of what a frame looks and sounds like?

Ross Dawson
So, on RossDawson.com/frameworks, I’ve created a whole set of what I find is useful frameworks about the future, but any mind map. I think mind maps are one of the most people are most familiar with, where you have one idea and you lay that out as a kind of visual representation of some of the ideas and how those fit.

So, one of the good things about a mind map is it combines a hierarchy. You have a central idea and then subsidiary ideas, and then subsidiary ideas, but also being able to lay that out to be able to show some of the potential relationships between these ideas. So, these are forms of structuring, and it’s different for every person as to what is most useful for them and the way in which they think.

And some people like putting things in a linear document but we’re trying to move beyond linear. So, how do we draw connections between things? And I think, often, just being able to sketch things on pieces of paper, write down ideas on a piece of paper, draw lines between them as to what the relationships between those ideas are, and then you can start to literally build a picture of an area of expertise, of what it is you’re looking at.

Pete Mockaitis
Okay. And now let’s hear about filtering.

Ross Dawson
The filtering requires, first of all, understanding what information sources you’re going to go to. And this is not just going directly immediately. You might be using feeds, or you might be using aggregators, or you might be using different tools, but it’s building more and more this discernment of what it is that serves your purpose. So, clarity on your purpose, being able to guide that, and what it is that you need to discard.

And more and more, this is around being able to make sure that we are not succumbing to our confirmation bias, that we are not just looking for things that affirm what we want to know, but we are looking for things that complement our knowledge. So, one of the, I suppose, ways of shifting our thinking is to say, rather than being certain about things, whether that be in politics, or society, or in our area of expertise, is to start attributing probabilities to things.

So, we can say, “I think it is 90% likely, or 60% likely, that this is the case,” and then you can start to look for evidence that either increases or decreases the probability of you being right. So, there is a study of super forecasters, these people that are very good at predicting the future, and they have this implicit way of thinking about the future, or thinking about what it is they know as a probability. They’re never 100% certain on anything, because you can’t be.

But what you can do is to say, “I believe this. This is what I understand. This is the probability I attribute to that,” and then being able to look for evidence that will make your assessment that more accurate. So, this is a way of being able to actually go to the most surprising information to you and assessing that, and whether that’s valid so that you can then start to incorporate that into your mental models, or your ways of thinking, or your hypothesis around, for example, what will be a successful business.

Pete Mockaitis
Okay. And then, I’m curious, when it comes to arriving at what sources you think are winners versus ought not to be delved into, are there any core criteria or questions that really helps separate the wheat from the chaff?

Ross Dawson
So, it’s context. So, I frame this as, first of all, thinking about yourself. So, what is it that you want to be true, for example? Or, what is it you’re looking for? Or, what are your ideas already around this? You need to be thinking about yourself first, in a way. Second is the source, and you say, “Well, is this generally reputable, to generally other people consider this to be worthy? How much research did they do?” And being able to assess.

And no source is completely accurate. The most credentialed scientific journal in the world, Nature, has had 50 retractions in the last 10 years of things where they published it, and then they say, “Oh, actually, no, that’s not right. Ignore it.” And so, we can go to the most reputable sources and then we can’t actually be completely confident. There are certain sources where you can say, “Well, okay, there’s not much credibility,” but it doesn’t mean that any source is completely off the table either, but we need to have an assessment of that.

And the third one is actually looking at any specific piece of content, one of the most important things to do is to go back to its sources in whatever way to be able to corroborate that, “Is there anything which would suggest this was also true?” And it’s incredible, when you skirt into practice of going back to original sources for what it is you read, how often it is distorted or, in some case, a complete misrepresentation of what it is it says to be reporting on, or simply just misleading.

So, the single best practice is not to take anything at face value, but to then go back, and, of course, only if it’s important enough to you to warrant that, to go back and to do your research, to delve back, to say, “Well, let’s see, where does this actually come from and how do I assess that?” So, I think this requires a curiosity.

Yes, you are trying to say, “Yes, this is a more likely to be true source, more or less likely to be a true source,” concentrate on the ones which are more reputable, of course, but also to take everything with a grain of salt, and to dig back and to build your own reference point just what you believe is true, and be able to find the evidence you can to support that.

Pete Mockaitis
Okay. Well, now, could you give us any top do’s and don’ts in the zones of attention and synthesis?

Ross Dawson
So, attention, there are six modes that I identify in my book. So, the first, which we discussed, is scanning, so just looking across existing news sources. Second is assimilating, where we assimilate, and we say, “This is worth spending time on.” It could be a book, it could be an article which you identified, and just rather than being distracted, you spend time and you take that into your body of knowledge.

Seeking for knowledge, explore, and I think it’s important to spend time where you’re deliberately trying to find things you would never normally find. Deep diving, which we discussed from the outset, that way of just spending focused time for a period of time. And the critical one, and one of the most ignored and most important really of the attention modes, is regenerating, which means stop doing, taking in information. And going out in nature is the most powerful way to do that.

It doesn’t need to be a forest. It can be a single tree in a park or whatever it may be. Just getting out in nature is a form of regenerating our attention. So, the best practices, the time box, let’s say, “This is the time I’ll spend on this. This is when I’ll do it. This is the time I’ll spend on that, and I’ll do that.” And to make sure that you’re spending your time deep diving each day, you’re spending time scanning each day, you’re spending your time assimilating each day, and you are spending time regenerating each day.

And the don’t is simply just to go from one thing to another all the time, just continually distracted by the next thing, “Oh, I should be doing that. Oh, I should be doing that. Oh, I might do this instead,” and you never get to a fraction of what you could achieve otherwise.

In terms of synthesis, it really is about getting to a state of mind where you can pull all of the things which you’re exposed to into understanding, into knowledge, into something where you have insights that other people don’t. And that requires this going between the intense focus but also the breath, giving your mind the space in which it can piece together all of the different elements in order to build that understanding.

So, in my book, I describe some of the different ways in which we can get to the state of mind where insights happen, where we can synthesize the ideas, where can come up with insights. And I suppose the don’t on that thing is simply just to burrow down all the time and not give our mind the space which it needs to be able to do what humans are incredibly good at, uniquely good at, is to pull together, connect the dots, and make sense of the whole.

Pete Mockaitis
Okay. Well, Ross, tell me, any final thoughts before we shift gears and hear about some of your favorite things?

Ross Dawson
Simply that this is the foundational capability for success today, is this ability to deal well with information and create value with it. And I think that anybody, whether you’re a beginner, as it were, or an expert, everyone can get better on it. And I just believe that we can all and should be spending time trying to get better at our information capabilities because that’s what will drive our abilities to create what it is we want in our lives.

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

Ross Dawson
So, one of my very favorite quotes is from James Carse, and it is “Finite players play within boundaries; infinite players play with boundaries.” And it’s from his book Finite and Infinite Games, and that’s so many things. People are so much stuck in their boundaries, and so we need to play with the boundaries of our life and work.

Pete Mockaitis
All right. And could you share a favorite study or experiment or bit of research?

Ross Dawson
One of my favorite bits of research which studied normal people and then meditators, and they put on a metronome, and the metronome started ticking. And for normal people, the first tick, they had this strong brain response, and then, quickly, it went down and they just didn’t notice it anymore. The Zen meditators, the first tick, they noticed. The second tick, they noticed it, and they keep on noticing it. They are continually seeing the world afresh. They are not becoming habituated to it as almost all of us do. So, this shows that we can continue to see the world afresh even as it stays the same, or seems to stay the same.

Pete Mockaitis
Okay. And a favorite book?

Ross Dawson
One of my favorite books I’ve read recently is The Beginning of Infinity by David Deutsch, pointing to the infinite potential we have as the human race.

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

Ross Dawson
Favorite tool, well, just in terms of information access, Techmeme is just one way, one place where I can just quickly get on top of all of the important technology news of the day. So, just a quick, easy, and simple tool, and makes me informed in that area.

Pete Mockaitis
All right. And a habit?

Ross Dawson
The habit which I am developing more and more is when I feel like a break, is doing one of two things. One is picking up my guitar, and the other is rather than browsing through things, is turning to a book just to read for a few minutes, and then turn back.

Pete Mockaitis
And is there a key nugget you share that really seems to connect and resonate with folks; they Kindle book highlight it and retweet it and such?

Ross Dawson
Simply that we have to believe that we can create a better future in order to be able to create it. And I think a lot of people are very negative today. There’s a lot of negative news reported, people getting some poor states of mind, but I think the first thing is we need to believe that a better future is possible. And it doesn’t matter whether we think that’s highly probable or not very probable at all, as long as we believe it is possible to create a better future, that gives us the foundation to say, “Well, what is it that I can do in order to be able to create that?”

So, I think that’s, in a way, the foundation of my work, and I think it’s a lot of what resonates with people is this starting with this potential, this belief that we can create something better to drive the action, which means that we can work towards that.

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

Ross Dawson
For my work, in general, RossDawson.com but for the book, ThrivingOnOverload.com. There’s a wealth of resources there, there’s free parts of the book, the exercises, the introduction, there’s the overload course, there’s a podcast, there’s a whole set of resources. So, ThrivingOnOverload.com is a wonderful place for those people who want to go further on this journey.

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

Pete Mockaitis
Roger, welcome to How to be Awesome at Your Job.

Roger Martin
It’s great to be here. I’m looking forward to this.

Pete Mockaitis
Oh, me, too. Well, so I’m so excited to dig into your wisdom. Tell us, what’s the big idea behind your book A New Way to Think: Your Guide to Superior Management Effectiveness?

Roger Martin
The big idea is you got to be careful to not get owned by thinking models. You get told, “Oh, this is the way you should think about this problem.” If it doesn’t work, don’t go back and say, “Well, because people say that’s the model that should be used. Keep on using it.” That’s being owned by your model. Instead, you need to own your models. They need to work for you. And if they don’t, you need to change it. That’s the big idea.

Pete Mockaitis
All right. Makes sense. Now, the word model, I figured we’ll be saying it a lot. So, could you give us maybe four or five examples of models that professionals use just so we have a real clear sense for what we’re talking about there?

Roger Martin
Sure. A model would be, in order to align the interests of management with shareholders, you should give them stock-based compensation, and that will create alignment. Or, you should always make decisions based on data. That’s the only good decision, that’s a decision made on data. That’s a model. The job of a corporation is to make sure it controls and coordinates the various businesses underneath it. That’s its primary job. That would be a model.

Another model would be customer loyalty is the most important thing about customers.

Roger Martin
Those would all be models that we use that then guide our behavior. So, if you say, “Oh, I must align the interests of management and shareholders with stock-based compensation,” you will have a stock compensation plan that’s based on the performance of the share price as a key feature of executive compensation. So, these models drive behavior.

Pete Mockaitis
So, is there any distinction, not to play too much of the semantic wordplay game, between a model and a rule or a principle?

Roger Martin
Not really. I guess what I would say is a principle tends to be a portion of a model. So, our principle is alignment, and the way we’ll make that happen is through stock-based compensation. So, you’ve got a principle that informs other aspects of a model. That’s how I would distinguish them. You could call a model and a rule kind of relatively similar.

I just think of a model not in a better way but it’s a slightly more comprehensive than either rule or principle. It’s a set of things that we will do because we say if we do those things, it’ll get the result we want.

Pete Mockaitis
And is it possible that we operate from some models that we’re not even aware of?

Roger Martin
In fact, we do that all the time. Let’s say you’re a CEO and you kind of walk into a retailer that sells your product, you don’t like how it’s merchandised, let’s say you’re a fashion line.

Pete Mockaitis
I’m fashionable. Okay, I’m with you.

Roger Martin
Yeah, exactly. Like you, Pete. And you go to the people who are running the store and say, “You, people aren’t following the corporate guidelines on this. I’m outraged, dah, dah, dah.” That’s a model. It’s a model that says it’s their fault, not yours. Your instructions weren’t confusing. Or, your way of merchandising actually doesn’t sell stuff. It’s, “You’re morons,” or you’re not so much morons, “You’re insubordinate,” in some way, “in not following it.” Your model is you have to observe when people are being insubordinate and not following instructions, and chastise them for doing so, and that will improve things.

Pete Mockaitis
And that we know best in terms of the optimal approach for merchandising versus that you may be in a surprise, like, “We tried your way but this way is 30% better, so we’re going that way.”

Roger Martin
Absolutely. Absolutely. And that executive probably wouldn’t have articulated that in the corporate jet on the way to visit the retail outlet, “My model is to make sure they’re obeying and to chastise them if they’re not.” But, in fact, that’s what naturally flows because, in fact, that is his or her, probably his, managerial model.

Pete Mockaitis
Okay. Well, so you say that folks have a tendency to double down under existing models even if they’re not working. What’s behind that?

Roger Martin
It just seems to be, Pete, a human tendency from what I can tell, which is we like to have models because, otherwise, you have to think about everything from first principles. So, you have a way of doing things, so there’s affinity with the idea of a model. And then there’s sort of social adoption. So, if everybody else is doing it, if everybody else is doing stock-based compensation, and there are stock-based compensation consultants who come and tell you how to do it, and the board gets evaluated on the basis of whether it’s got stock-based compensation, all that stuff.

If that becomes the standard, it’s easiest, that’s because we’re sort of social human beings to say, “Having a model is better than thinking from first principles and I might as well adopt the model that’s the one that’s being used most because that’s probably a good idea.” And so, you’re a plumber in ancient Rome, and all the other plumbers are saying, “This great material, lead, is really malleable and makes for good water pipes and so let’s do that, too.” And because, boy, it seems to work, ten years later all the people die from lead poisoning, but at the time it seemed like a good idea.

So, I think those two things cause people to feel a certain level of concern, anxiousness, outright fear when they have to do something other than the existing model.

Pete Mockaitis
What you’re saying there is in contrast to first principles really resonates. I’m thinking about when I was just getting my start, I’m thinking, “Okay, you don’t want to do the speaker-author, guru biz in terms of, ‘Oh, yeah, you got to have Twitter, you got to have a blog.’ Okay, so this is what I do.” And I didn’t really find those to be especially effective tools, versus reasoning it from first principles would suggest, “Okay. Well, fundamentally, what is my offer?”

“How is it distinctive from alternatives and competitives available? Who is my customer? What do they want? What are their preferences? How can I make my prospective customers aware?” And so, that is a whole lot more work than, “Oh, you got to have a Twitter, you got to have a blog.”

Roger Martin
No, no, exactly.

Pete Mockaitis
But it would’ve served me better.

Roger Martin
And that, if I can go on that, that makes for a very interesting case. What I’d say is you took something that maybe would’ve been a model that a consumer package goods company would utilize and ported it over to another domain rather than accepting the domain’s kind of model. And that I find is kind of interesting.

A similar story, as you may know, I was dean of a business school for 15 years, and that was my first academic. I was never dean before. And all the development people, the fundraising people came to me, and said, “Well, this is how you do it. Get a list made of all the rich people in the country, and rich graduates, and then you go ask them for money.”

Pete Mockaitis
Okay, “This is your job now.”

Roger Martin
And I was thinking, “Okay, like I know a lot of rich people, and let’s just put me in their shoes and say, ‘How appealing would that be to me?’ So, you’re going to come and see me because I’m rich, no other reason other than that, and because, apparently, I should want to give you money. All you have to do is ask and I’ll give it to you.”

And so, I said, “I guess you could do that but it doesn’t seem like a good idea. How about this as an idea? I find people who have means and have something that they’re really interested in that the school is also interested in, and let’s get them involved in that because they care about it and they want to be involved in that. And, in due course, they will say to us, ‘Can we support this cause in a greater way?’”

And all the fundraising people said, “Well, what does this guy know about fundraising? This guy is crazy.” Well, on the basis of that, we got the University of Toronto, which is a big gigantic university, have been running forever. University of Toronto is only a six-figure unsolicited gift ever, where it was not asked for. Its first seven-figure unsolicited gift and its first eight-figure unsolicited gift. Literally, one guy, he was into real estate and got involved…who didn’t think there was nearly enough good real estate courses producing the people, and Toronto is a big real estate town, producing the real estate folks. I said, “I agree. We need to serve the community. Would you be willing to teach a course if we got you the appropriate help?”

He did. He loved it. Students loved him. He started hiring all sorts of students from it. We hired other real estate professors. We got to a point where we were one of the best two or three business schools for real estate in North America. We then built a new building. And he came to me and said, “You probably need somebody to give you the cornerstone gift for this, the building, right?” I said, “Yeah.” And he said, “Here’s eight figures.”

So, that was a different model, a completely different model than the dominant model because, in that case, I wasn’t even prepared to sort of spend my time on the dominant model because it just seemed silly to me. But you’re right, that requires thinking from first principles, which is not as straightforward. And if my approach had failed miserably, rather than succeeded, they would’ve said, “Yeah, he is a nut.”

Pete Mockaitis
Well, I think there’s one reason right there, is it’s riskier to do something novel and different. And I’m thinking the old saw, “No one ever got fired for buying IBM.” Like, “Yeah, that’s the thing. Yup, IBM, they make the business machines, that’s their name so buy them from there.” And so, I guess that’s one reason why folks might double down.

Roger Martin
It’s a perfect metaphor, “Nobody got fired, nobody ever got fired for using the dominant prevalent model of the day.” Full stop. So, absolutely. And that’s why I’m not saying to people in the book, “Whatever the dominant model is,” I don’t say reject it.

I say, “I could understand you trying it but just make sure you kind of write down, ‘What I expect to happen when I try this model,’ and then check what actually happened. And if there’s a big negative delta there, then here’s what I’d encourage you to do. Don’t just keep doing it because everybody else is doing it. That might be the time for you to think about, ‘Is there another way to think about it?’”

So, if the dominant model is working, keep doing it, is my view. It’s just when it doesn’t work.

Pete Mockaitis
Okay. Well, I was about to ask, how do we know if something isn’t working anymore? Are there any indicators or telltale signs it’s time to shift away? It sounds like one master key is simply write down in advance what you’re hoping the thing will do, and then check later, “Did it do the thing?”

Roger Martin
Yes. And that may sound kind of trivial but it doesn’t happy very often, Pete. And that leads to sort of…there are a bunch of human dynamics problems that you have to take into account. One human dynamic problem is human beings have an infinite capacity for expose rationalizing.

Pete Mockaitis
Oh, yeah.

Roger Martin
Right? You can expose rationalize anything. And we know this in a sad, sad, sad sort of way from war crimes trials, where often somebody is on the stand and who’s committed just a horrible, terrible crime that they know is horrible and terrible, but they rationalize it in saying, “Well, I had no choice.” So, you can rationalize anything.

And so, you have to help the mind not rationalize. And the only way I believe you can do that is by writing things out because, otherwise, if you say, “Oh, well, we’re going to build a new factory. And with that new factory, it’s going to cost $100 million but we’re going to increase sales by 50% within five years, and that will pay for the factory and a good return on our $100 million investment.”

If you don’t write that down, five years from now when sales are up 35%, you’re going to say, “Yeah, exactly. This is exactly what we said, sales increased 35%,” and you would never ask the question, “Hey, what didn’t go the way we thought that made it 35 rather than 50, which actually made it a return that’s below our cost of capital, not above our cost of capital?” You wouldn’t do that because it’s sort of lost in the mind’s mist of time what you actually thought your model was going to deliver for you.

So, I want you to write it down so that when it happens, you can compare what’s happened to that. And that will give you the information you need, “Did it perform the way I wanted it to perform, that I assumed it would perform when I used it?”

Pete Mockaitis
Okay. Very good. Is that sort of like the master key or any other key questions or things to do there?

Roger Martin
That’s the master key.

Pete Mockaitis
Okay. Got you. Well, so could you maybe tie this together for us with a story of someone who they had an outdated model, and then they made a shift to a new way of thinking and got some cool results?

Roger Martin
Sure. So, I could talk about customer loyalty. So, the dominant model is that the most important factor for you in kind of being profitable is having high customer loyalty. And what that is, customer loyalty, is a conscious act. So, that would be, I don’t know, what toothpaste do you use, Pete?

Pete Mockaitis
Colgate Total, paste not gel. Thanks for asking.

Roger Martin
Perfect. Colgate Total paste. And so, it’s worked for you in the past, and so you are consciously driven to show loyalty to that brand when you go to the toothpaste aisle. You sort of consciously say, “Hey, I’m loyal to that. It’s worked well. I will do that.” It turns out that all the behavioral science, all that research is telling us that, actually, the much stronger driver of that habit is unconscious.

Pete Mockaitis
Okay. You’re right.

Roger Martin
It’s actually your unconscious. So, literally, the way the mind works for you, since you’re a Total Colgate paste, if your hand reaches for Total Colgate, or Colgate Total gel, your subconscious starts yelling at you, saying, “What the hell are you doing? The paste. Paste works. Paste is most comfortable. Paste is most familiar. You’re asking me to do something new. I’m worried. I’m nervous.” So, it’s actually an unconscious driver. And Lord forbid that you reach for Pepsodent or something else, then you’ve gone completely off the rocker, “Oh, my God, cats and dogs sleeping together.” It’s going to be horrible.

So, it turns out, the subconscious loves comfort and familiarity more than anything. So, what you want to make sure that you’re kind of not messing with is habit. And so, one thing that companies can’t help doing is refreshing and redesigning. And it turns out that colors and shapes are really important visual cues before you actually can read the lettering on most things. And that would be the case in Amazon when you see the little chicklet there. We first see colors and shapes. And so, when you change the color of something, or change the name of something to, it’s a huge negative for habit.

And so, Procter & Gamble, Tide, unbelievably profitable and venerable brand, have been around for 70 plus years. And what it turns out is that people have a Tide habit more than they are loyal to Tide. And so, when Tide, 40, 50 years ago, when the transition was starting to be made from powdered detergents to liquids, the first liquids came into being, Procter & Gamble said, “Okay, Tide is the dominant detergent, the largest market share, but people see that as a powdered detergent. And so, to make sure we do best in the now nascent liquid detergent business, what we need to do is have a brand-new brand new, it’s called Era, and that will be our liquid and Tide will be our powder.”

The Era launch was an unmitigated disaster. It never got any traction, anything. And then some bright person at Procter & Gamble said, “Hmm, what if we launched Tide liquid? And why don’t we put it in an orange bottle with the same logo, the bullseye logo kind of on it, and call it Tide, and put a little Tide Liquid beneath it?” Blammo, it quickly became the dominant liquid detergent brand and has been ever since. Why? Because people had a Tide habit, and they had a habit of buying the laundry detergent that was in orange with a bullseye on it, with four letters on it, Tide.

Then, as time went on, Tide did smart things like when they figured out how to put bleach in the Tide itself, in the detergent itself, so you didn’t have to have a separate bottle. They had learned their lesson. And guess what they called it?

Pete Mockaitis
Tide with bleach.

Roger Martin
Yes, that’s very good.

Pete Mockaitis
And then a Tide Pod.

Roger Martin
And a Tide Pod. But, every once in a while, they forget. And so, when they came out with the innovation of how to have a Tide, a detergent wash as well in cold water as in warm water, forgetting the lessons that they learned, they said, “You know, orange is a warm color, perfect for Tide. But cold, we need a cool color for that.” And so, they came up with a cold-water Tide, in what? Blue bottles. Guess how that went?

Pete Mockaitis
Not well.

Roger Martin
Not well. Disastrously bad. What was their incredibly insightful fix for that?

Pete Mockaitis
Go back to the old color.

Roger Martin
Put it in orange bottles, then it became the dominant cold-water detergent. So, that would be an example of a company that began to really understand at a deep level the power of habit over loyalty. Does loyalty matter? Yes, it for sure does. Having a warm feeling, a conscious feeling about it is good. But if you interrupt habit, and interrupt the subconscious, it overwhelms loyalty. Like, think about it, it’s amazing, at least to me. When you think about it, everybody who loved Tide, when you come up with Tide in cold water, which is an added feature that should make your Tide better, it flops because it’s in blue bottles? Holy smokes.

So, the dominant model tends to be, with marketers, “Oh, we have to refresh. Our logo is looking dated. We have to have a new logo. We have to have a new modern color scheme. Maybe we’ll even change the name of it.” All of that stuff is bad, bad, bad, bad, bad but it’s done all the time.

Pete Mockaitis
Well, I guess, in terms of if habit is driving your beautiful market share position, then, certainly. I guess if you’re an upstart and there’s not very many people who’ve got the habits, and your colors and shapes aren’t nailing it amongst the consumers, well, then sure, have at it. But, yeah, I could see how it’s costly to shift there.

Roger Martin
And can I give an example on that, Pete, because it’s good? Myspace versus Facebook. Myspace, of course, was the dominant first kind of social media site, and, actually, in its peak year had more traffic than any other site of any sort, Google, anything. But if you look at the history of Myspace, Myspace kept, from day one, completely changing its look and feel so that there was no consistency, no consistency in the way things were presented, new features that were put on it. It was referred to in the press as a dizzying array.

Think then about Facebook. Like, it has utterly consistent look and feel from the word go, even when they made their painful transition where there was the only real dip in Facebook’s history was when they made the transition to mobile. Mobile looked just like look, feel, everything. Facebook understands habit. Myspace didn’t. Myspace is gone. Facebook is worth a trillion. It is so important. If you’re a startup, you must establish a look and feel.

Netflix did a good job of that. They changed their underlying product entirely but they kept as many other things consistent as possible that helped people kind of feel comfortable. And, again, it’s an issue of you feeling comfortable and familiar, not being upset. And for what it’s worth, this relates directly to RTO, return to office, because, in essence, you could argue that COVID was the greatest force habit break since at least World War II and maybe the Great Depression, where lots of habits just had to be broken.

And one habit that was broken was, people like you and me, and tens of millions of others, waking up every morning, getting in the car, or getting on public transit, and commuting to an office, and working all day in an office, and then commuting back at night. That was the habit. And this was a habit that had a bunch of negatives to it, especially if you lived in the greater New York area, greater Chicago area, greater L.A. area, it would be a painful long commute, but it became the ingrained habit. It was just you did it unthinkingly.

And then what happened was a force majeure break of that habit. You couldn’t blame your company on the habit being broken. It was the government saying, “You must do this.” And so, you had to adopt a new habit, which was painful. For many people, they said, “Oh, my God. Kind of working from home, I had a setup, I had to seize the guest bedroom, or seize the sun porch, or the kid’s basement play area, and turn it into my kind of Zoom office, instead of I couldn’t talk face to face with my managers and my employees, and, dah, dah, dah.”

But what happened after probably six months? It was your habit. It was like, “Oh, roll out of bed, make your coffee, go to the guest room, sit in front of my computer and do Zoom calls.” So, that became the new habit. So, that was first called working remotely and then became the new habit. Then, two years on, companies say, “You must return to office.”

They thought of it, these companies thought and still think of it as getting back to where we were, going back to what is standard, you being at the office. That is not, at all, what the subconscious thinks. The subconscious says, “Oh, my God, they’re making me do a brand-new thing. They want me to work remotely.” The office is the new remotely, and can you see, what happens with the habit?

The way to think about habit is that whatever you’re doing, your habit, so for you it’s Colgate Total paste, that’s your habit, and the alternatives are Crest and Pepsodent and Colgate Total gel, which apparently is abhorrent to you. And so, every time you have a purchase occasion, there’s a race and it’s a hundred-yard dash, and Crest and Pepsodent and Colgate Total gel are at the starting line, and Colgate Total paste is on the 90-yard line. And the gun goes off, and guess who wins?

If, for some reason, Colgate were to say, “You know, we’re totally tired of that Total name. We’re going to call it Colgate Fantastimo, and we’re going to change the paste. That paste is dull and old. And we’re going to make it sort of something that’s a combination of paste and gel, like in a twirl.” What they’ve done for Pete is moved the thing he automatically bought from the 90-yard line to the zero-yard line along with all the other alternatives. And you’ll win some of them because it’s a fair race at that point, but it goes from being a profoundly unfair race in your favor, if you’re Colgate, to a fair race. That’s what’s happening with the return to work.

Your job, which you had comfort and familiarity going for, that was Zooming from home and not doing the commute, that was on the 90-yard line, just got back put back to the zero-yard line, to be compared with, “I’m going to quit for a year. I’m going to find a new job out here in the burbs, or I’m going to change to a company that continues to allow people to work from home.” And so, it’s just massively destructive for the companies asking you to return to work.

And they think it’s disloyalty, “Pete is not loyal enough to come back to the office.” No, it’s habit. It’s Pete just has this visceral thing that he can’t necessarily even understand fully that says, “You know, Pete, it’s time to think about doing something else.” So, this misunderstanding, loyalty versus habit, is going to cause big American employers who are asking you to come back to the office massive turnover. The stats are 67% of people who are being asked to go back to work are considering alternatives.

Pete Mockaitis
Yeah, that’s a great metaphor with the race and having a huge head start because it’s like, “Huh. Okay, so I have to do something different. Do I want to do that? Well, let’s look at all the options.”

Roger Martin
Yeah, exactly.

Pete Mockaitis
As opposed to, “Just keep doing what you’re doing, and don’t ask any of those difficult questions, employee, and don’t just rock the boat.” Okay.

Roger Martin
And I can give a personal example. So, I’m a big of a sportsaholic, and I had a go-to sports app. It was CBSSports.com. I don’t even know why I started using it but it was the one I went to. And I put up with CBSSports.com IT people deciding that they would do refreshes and updates to make the site better and work better and everything. But then they came up with a total redo that they were exceedingly proud of. They sent me messages about, “Hey, get ready for the brand-new site. This is going to be awesome. The navigation, everything, was completely different. The look and feel, completely different.”

And after it being, I don’t know, seven-year a constant user of it, I just said, “Oh, okay. Now is the time to test out all the sports sites and see which I like best.” And now, on the first page of my iPhone is ESPN.com, and CBSSports.com has lost me, not forever. They’ve lost me until such time as ESPN screws up in the same way as CBS Sports did.

For the subconscious, possession is way more than nine-tenths of the law. I am an ESPN.com sports app guy now. And that game is over, it’s on the 99th yard line.

Pete Mockaitis
Okay. Well, rest in peace. You’ve got a chapter I find intriguing when it comes to strategy. You say, “In strategy, what counts is what would have to be true, not what is true.” And that is one of my favorite things to teach, so I want to hear you take the floor. What do you mean by this question, “What would have to be true?” How do we apply that when we are doing decision-making effectively?

Roger Martin
Yeah, most of strategy is about analyzing, doing analyses to come up with your strategy, a very analytical exercise, and most people who are going to strategy are kind of analytically inclined. Kind of the problem is, by analyzing what is, you’re never going to find out what might be. You’re never going to create the future, lead the future.

And so, rather than focusing on that, “What is true?” which will direct you towards what is and focus your mind on what is, if you ask the question instead, “What would have to be true?” you can imagine possibilities. You can say, “Here, I’m going to imagine we do this rather than what we’re doing now.” Now, if you just do imagination, you’ll come up with all sorts of crazy things that are just dumb ideas. But if you say, “What I’m going to do is ask, ‘What would have to be true about the industry? What would have to be true about the customers? What would have to be true if there’s a distribution channel, about our capabilities, about our costs, about competitors, for that to be a great idea?’”

Then you can create a logic structure that says, “If those things were true, that would be a great idea.” Then you can imagine another possibility, and say, “What would have to be true for that one? Well, if these other set of things were true, that would be a great idea.” You can do another one, A, B, C, you’ve got a third one, “What would have to be true for that?” Then you can ask the question, “Of those things that would have to be true, which are we least confident are true?”

And then we can focus our efforts on saying, “Well, if those things would be necessary for this to be a good idea, but aren’t true today,” sort of like we’re Steve Jobs, and it’s like, “Here’s an idea. Why don’t we sell people an MP3 player that is three times the cost of price of the best MP3 player out there? We’re going to make it white and have a wheel on it. How about that for an idea?” What would have to be true is people want to kind of throw money away, like they get three times X for an MP3 player with no greater capability than anybody else’s new technology anymore.

What would have to be true though would be, “This would be of greater use because they would be able to more seamlessly download songs in a more user-friendly way onto that machine. They can’t now. But how about we do this? How about we go to all the record companies and arm-twist them into selling single songs for 99 cents rather than an album, and we’ll put it on a site called iTunes and make it super easy for them to pay and super easy for them to download?”

So, he asked, “What would have to be true?” You’d have to have something special, then you go and figure out, “Can you make it true?” You figure out that you can, then you go do it. And, sure enough, you start selling the dominant market share of MP3 players, expanding the MP3 player market dramatically, and doing it at 3X the price.

That’s the power of saying not what is true but, “What would have to be true? And can we make it true?” And by asking, “What would have to be true for it?” you can focus your efforts on the few things that aren’t true now that you’d have to make true to create a great strategy. So, that’s why, “What would have to be true?” is way more powerful than “What is true?”

Pete Mockaitis
I dig that. That’s fun in a creative invention, being ahead of the game, sort of a way. I’ve often asked myself this question just in terms of, “What would have to be true for this option to be worth picking?” and then sort of list those out, and say, “Okay. And then how can I test that?” And it’s amazing how you can figure out things to do and not to do.

One time I was trying to promote a book and I saw this publication that was distributed to a bunch of producers for radio and TV shows, and it was kind of expensive to be included in this, but I thought, “Okay. Well, this would be really cool if I got on a few shows, get the word out. This is probably a worthwhile investment.”

It wasn’t, I regret spending that money. But then, months later, someone called me and said, “Hey, Pete, I noticed that you were advertised in this publication. How did that go for you? Was it worth it?” I was like, “Wow, if I had followed my own sort of teachings, I would’ve done exactly what you did. What would have to be true? It’d get you a lot of bookings and sell a lot of books. How can you test that? Call some people who bought it and see if it worked out that way for them.”

Roger Martin
Exactly.

Pete Mockaitis
Of course.

Roger Martin
Yeah. And then this is what we did with the re-launch of Olay, creating this sort of masstige positioning of it, where you had a prestige, like a Nordstrom’s first floor or Macy’s, whatever, experience in your Walgreens or your Target. And it wasn’t true that there was such an experience, nor was it true that retailers would say, “Yes, that’s a great idea.” But we went to Target, did an arrangement with Target where we helped fund a transformation of some stores to test out the idea. The product flew, I mean, flew off the shelves in the test, and then the rest is history.

Target said, “How fast can we do all the rest of the stores?” and then everybody else said, “Why are you, bad people, just doing something with Target and not with us?” And we said, “Well, because they said they would do it. Are you saying you’ll do it?” “Yes.” And, blammo, it turns the seventh-, eighth-place skincare product into the number one skincare brand on the face of the planet massively profitable. But it was asking, “What would have to be true?” and then figuring out a way to test that.

You’re not going to test it by launching a product nationally everywhere where you don’t have the experience. You work and spend some money. You spend some money and time with Target to figure out if you could make it true. Would it succeed?

Pete Mockaitis
Oh, beautiful. Well, Roger, tell me, anything else you want to put out there before we hear about some of your favorite things?

Roger Martin
No, I think you’ve done a really nice job of talking us through the core essence of the book, so, no thank you.

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

Roger Martin
I guess I would go all the way back to JFK, “Ask not what your country can do for you. Ask what you can do for your country,” because it is consistent with the advice that I give all my students and proteges, “I follow the doctrine of relentless utility. If you’re just relentlessly useful, good things will happen.”

Pete Mockaitis
All right. And could you share a particular favorite study or experiment or a piece of research?

Roger Martin
The favorite piece of research that I ever did in my entire career was in ’89 when I convinced somebody at Procter & Gamble to do a study that they didn’t want but that I knew there was something we would find.

The question was, “How should Procter & Gamble think about its customers?” Now, they consider you, Pete, although you don’t buy Crest, they consider you a consumer, and they consider Walmart, Walgreens, etc. customers. And at that point, they said, “Well, we’ve got mass merchers like Walmart and Target, drugstores like CBS and Walgreens, and supermarkets like Ralph’s, Kroger’s, Whiteman’s, etc. and we’ve got C stores.” And it just struck me that that wasn’t the right way to think about it.

And so, I just started looking at their top hundred customers, and trying to figure out whether there’d be a better way to think about it. And one day, it struck me that maybe a better way to think about it is, “What is the merchandising philosophy of the customer base?” because what was emerging then, because Walmart was still very small then but growing quickly, was this notion of EDLP, every day low pricing. And Walmart, and a bunch of other chains were doing EDLP, and everybody else was what was called high-low. They have things that are high price most of the time, and then have it on deals for part of the year.

And the entire CPG industry was set up, including Procter, was set up to support high-low.

The idea at P&G at the time was, “These high-low people are more like us, like Whiteman’s and Ralph’s, they’re differentiated. And these EDLP guys, like Walmart and Foodline and a few others at the time, they’re sort of these big brick warehouses and cinder block kind of warehouse look and places, and they’re down and dirty. And so, they’re not really like us.”

So, anyway, did the study and looked at those two segments, and came to the relatively stunning conclusion for Procter & Gamble, that the same store sales growth in high-low, all of their high-low customers together, the same store sales growth of their customers was zero. The same store sales growth in EDLP was 7% a year, compound. The growth in stores in high-low was net zero, and it was 7% compound annual for EDLP.

And then what I discovered was our market share, cutting category, I just added them all up, our market share in EDLP was higher than our market share in high-low.

And on the basis of that, and probably other stuff, Procter & Gamble was the first CPG company to flip and orient all of their systems to serve EDLP, and that got them a jump in their north American sales growth in the ‘90s, which was, especially the first half. It was phenomenal because, while everybody else was sticking with their sort of high-low focus, they were EDLP, and that’s when they created the Walmart team that put a whole bunch of people that enabled to kind of work closely with them.

So, that’s my favorite piece of analysis I ever did because it helped transform the way Procter thought about its customers in a way that it almost benefitted them for a while. Now, everybody else figured it out in due course. They had to move on to what the next thing that’s going to move the needle but I always liked that and I liked it because it was so hard to convince anybody there to let me do the study.

Pete Mockaitis
All right. Thank you. And a favorite book?

Roger Martin
They’re sort of nerdly but probably John Dewey’s Art as Experience. That was life changing for me. If you’re less nerdly, Lord of the Flies, my favorite fiction book, William Golding. And the best I’ve read recently, though it’s an old book that just came to my attention recently was the Social Limits to Growth by a guy named Fred Hirsch. Fantastic book.

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

Roger Martin
I guess it’s my relatively new MacBook Pro 13 inch.

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

Roger Martin
To my website. All my writing is organized on that, and that’s www.RogerLMartin.com. And you got put the L in or it’ll take you to a real estate broker in Houston, who’s very nice. Roger Martin is a very nice guy. He sends me all sorts of emails that come his way. I send him my books. He likes my books and reads them, and so we have a good friendship but it is strained by the number of people who forget the L. So, RogerLMartin.com or @RogerLMartin is my Twitter handle.

And I write a, web is increasingly popular, weekly piece on Medium, if you’re a Medium person, called Playing to Win Practitioner Insights series, 89-long, 90th the coming Monday. So, those would be the places to find me.

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

Roger Martin
Yeah, relentless utility. Think first about, “Am I being useful? Can I say from other people’s perspective I am providing utility?” And if you do that, good things will happen to you. Don’t sweat anything else. Just be relentlessly useful.

Pete Mockaitis
All right. Roger, thank you. it’s been a treat. I wish you much fun and interesting new ways to think.

Roger Martin
Terrific. Thanks for having me.