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598: How to Remember Names, Faces, and Facts like a Memory Champion with Chester Santos

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Chester Santos says: "Anyone is capable of developing a powerful memory with just the right techniques, a little bit of training and practice."

U.S. Memory Champion Chester Santos shares his expert tricks and techniques for improving your memory.

You’ll Learn:

  1. Why good memory still matters in the digital age
  2. The three principles to remembering anything
  3. How to remember anyone’s name in four steps 

About Chester

U.S. Memory Champion, Chester Santos – “The International Man of Memory” is the world’s leading memory skills expert and founder of MemorySchool.NET.  His memory building tips have been featured on CNNABCPBSNBCCBSBBC, and the Science Channel. He has been quoted in the NY TimesWall Street JournalSF ChronicleWashington Post, and TIME Magazine. Chester has presented in over 30 countries with speaking credits that include TEDx, Talks at Google, and the International Festival of Brilliant Minds.

Resources mentioned in the show:

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Chester Santos Interview Transcript

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

Chester Santos
Thank you so much for having me, Pete. I’m really looking forward to talking with you today.

Pete Mockaitis
I’m looking forward to talking to you too. And I’ve been so curious to ask you, first of all, you’re sporting one fedora right now. I understand you have a collection of 25. How did this come to be?

Chester Santos
Yeah, it’s kind of interesting. I just, at one point, went through a rebranding as the International Man of Memory because I give speeches all over the world. And part of that involved hiring a stylist to come up with a look for the International Man of Memory, and the stylist came up with this fedora hat idea that I incorporate into the outfits. And I just started to really love it and I’ve been collecting hats for six plus years at this point.

Pete Mockaitis
Well, it looks great. Imagine your vest, listeners can’t tell but I’ll let them know you look great.

Chester Santos
Thank you.

Pete Mockaitis
I have one fedora and, you know what, it was a lot of fun. It drew attention to me which sometimes I like and sometimes I didn’t like. So, I just took it off if I didn’t want it. So, International Man of Memory, that is a good branding, not mystery but memory. So, maybe, can you orient us, first of all, what is a memory grand master? Like, maybe people have heard of a chess grandmaster, but what are these competitions like? How is this life?

Chester Santos
Sure, I’ll get into that. So, what I won was the United States National Memory Championship. It’s an annual competition which has been held in various locations each year. Most recently, it’s now held at MIT, the university, the finals.

Pete Mockaitis
It seems fitting.

Chester Santos
Yeah, the finals is held at MIT. It’s one day of just really hardcore memorization. So, some of the events, one is memorizing a deck of cards, a shuffled deck of 52 playing cards, in the fastest time possible with 100% accuracy. I used to be able to do it back when I was competing in a little under 90 seconds, a minute and a half. Nowadays, some people can do it in even less than 30 seconds. I memorized a 132-digit sequence of computer-generated random digits, forwards and backwards, in 5 minutes. We memorized hundreds of names and faces in just minutes. So, those are some of the events in the United States Memory Championship.

I won it way back in 2008, and since then, I’ve gone into training other people around the world in the subset of techniques that I used to win the US Memory Championship that I feel can also benefit people right away in their career, their personal life, and also they can really help out their kids or grandkids that they might have in school.

Pete Mockaitis
Now, you can stop if this is too personal, but I’m always fascinated by, like, competitions where people are like the best in the world, like bodybuilding, Mr. Olympia, or if it’s tennis or football or basketball. So, if I may, just sort of is there an associated prize purse, or what is the size of the prize for the top memory grand master?

Chester Santos
Yeah, good question. So, it varies depending on who they have as the sponsors for that particular year. When I won, unfortunately, there wasn’t a cash prize.

Pete Mockaitis
Aww.

Chester Santos
British Airways was the sponsor so I got business class tickets to represent the United States in the World Memory Championship. And even when there is a cash prize, it hasn’t ever been very high, but what you get more is in terms of, you know, after I won, I was on CNN. Over the years, I’ve been asked to appear on a lot of different TV shows, I get interviewed by newspapers, magazines, and things like that. So, it helps in what I’m doing now as far as it helps me to build my brand, build my name recognition in terms of a memory skills expert. So, it helps out there but in terms of a cash prize, not so much, upfront anyway.

Pete Mockaitis
On the backends. And now you’re here with us in How to be Awesome at Your Job, so we’re delighted. And I want to dig into some of these techniques, which I’m excited about. I understand we’re going to do some demos as well, which is always fun. But maybe, first, if you could sort of contextualize for us, could you paint a picture for why, in this age of Google and computers and smartphones and all this info available kind of outside of our brains, why is it beneficial for professionals to have a great memory?

Chester Santos
Yes. So, you hit on something important. We are in an age of, I sometimes call it, dangerous digital dependency, but definitely digital dependency in which we are outsourcing not only our memory but other mental functions to electronic devices. In terms of memory, specifically I’ll give a couple of quick examples. Phone numbers, we all used to be able to remember the phone numbers of so many friends and family members, easily dial those.

I remember growing up, my parents would give me some emergency numbers that they thought were important for me to know. We all used to be able to do that, but nowadays you give someone even one phone number, and they feel paralyzed. They don’t even think that they can remember.

Pete Mockaitis
“Uh, let me…uh.”

Chester Santos
Yeah, exactly. And it’s getting so bad that some people out there can’t even remember their own phone number. So, it’s a really good example.

Pete Mockaitis
Or their wife, or husband, or mom. Like, if something happened, and your phone got stolen, you could be in a tight spot.

Chester Santos
Exactly. So, it’s really a good example of the “use it or lose it” principle as it applies to memory. Another quick example, navigation. So, you might have an Uber of Lyft driver that’s been driving in a city for five plus years, but if something is wrong with the network connection in that particular area, or something is wrong with the app at that time, it’s happened to me many times over the years, they’ll just need to pull over, they’ll restart their phone maybe ten times until whatever issue is happening will resolve itself. They, a lot of times, haven’t even learned a few basic locations or common landmarks in the city. It’s just a very good example of what happens when you completely turn off your brain and you become 100% dependent on technology. So, that’s a little bit of the negatives, and I think that illustrates a little bit of what I mean by digital dependency.

But what this creates on the job and in the business world is actually a business opportunity to, if you will work on developing your memory skills, even to a small degree, there really is an opportunity now to set yourself apart from others, become much more impressive, and much more memorable to people in business when you do have a really good memory. It’s very noticeable and impressive to people nowadays.

Pete Mockaitis
You know, I think that’s true. It’s funny, I was just chatting with my buddy about a previous podcast guest, Pat Flynn from Smart Passive Income, who’s just an authentic, genuine, friendly guy everyone just loves. He walked the talk. And one thing that’s impressed me is I have bumped into him in person, I don’t know, four times at different events, and I don’t expect him to remember me because he’s a celebrity in his niche, but he does. And I always sort of like, “Hey, Pat, I’m Pete. I was at your event six years, blah, blah, blah.” He’s like, “Oh, yeah, of course, yeah, yeah.” And so that just makes me like, respect, appreciate him all the more.

And I think I’ve seen the converse in terms of friends talking about other friends, and they say, “I don’t really like him.” I was like, “Why?” It’s like, “Well, I’ve had to introduce myself to him four times,” and so they feel kind of insulted in terms of, “You don’t remember my face, my name, who I am at all, and this is kind of ridiculous at this point.”

Chester Santos
Yes, absolutely. So, remembering names is huge in the business world. I like to quote a lot of times How to Win Friends and Influence People. To this date, it’s still one of the most popular business and personal success-related books ever written. And in that book, it was written that the sweetest sound to a person in any language is the sound of their own name, and also that everyone’s favorite subject is themselves. So, in fact, by remembering people’s names, other things about them, it helps you to build better business, personal relationships.

When you think about the most popular people on the job and in various organizations that you might be involved with, when you think about those people, you’re going to notice that they tend to know everyone and also their names and other things about them. Remembering people’s names and things about them really increases your likability factor in business, and that is going to be a factor in advancement of your career. Unfortunately, in the business world, it isn’t always 100% based on the numbers and on only the job performance. It would be nice if that’s how it actually worked, but, in fact, your likability in the department is a factor.

I won’t say where I used to work, but I had a career in Silicon Valley, and I had seen this happen on the job. It’s not always necessarily the most brilliant engineer that gets the promotion. Maybe that brilliant engineer, for whatever reason, didn’t get along as well in the department with someone else that just had that likability factor, they might get the promotion. So, it is something to keep in mind as far as how things actually work in the real world. And, definitely, if you know everybody, you know their name, you know things about them, you’re going to be more popular, more likable.

Politicians are some of my clients, have been my clients over the years. They’re very clear on how this helps make you more popular and more likable.

Pete Mockaitis
Well, I’m excited to dig into a lot of the specific tactics, and I think names is going to be big. If we’re going to get it, I’d love to hear how we should think about memorizing parts of a presentation, maybe remembering more of what we read, and, hey, whatever else we have time to cover. But, maybe, could you start by sharing sort of what’s the most, I don’t know, surprising, fascinating, counterintuitive thing that we should just know about our memories before we dig into the tactics?

Chester Santos
Yes. So, I’m really looking forward to getting into some specific, first, general strategies and then techniques with you today, Pete. Surprising thing about memory that I think people don’t realize is it isn’t the case that you’re just born with a good memory or a bad memory. That’s a very common belief. People think that if they have a bad memory, that they’re just stuck with that, there’s nothing that they can do about it. Really, anyone is capable of developing a very powerful memory. It’s just about learning the right techniques and putting in a little bit of fun, training, and practice.

Pete Mockaitis
Okay. Well, I’m intrigued, I’m game. So, yeah, well, you have some demos in mind, let’s do one. And if it happens to be in the realm of remembering what we read, or names and faces, or presentations, I’d love to steer there if possible.

Chester Santos
Okay. Awesome. So, first, what I’d like to cover, Pete, are three main principles to a powerful memory that will apply no matter what specific memory technique you end up using, and then we’ll start to get into a specific technique and a couple of demos.

So, the three main principles are, one, visualization. So, turn whatever it is that you’re trying to remember somehow into something that you can picture or see in your mind. So, in the case of names, if the name was Mike, sometimes I visualize a microphone to remind me of the name Mike.

Pete Mockaitis
I’m seeing one of those right now.

Chester Santos
Yeah. If the name were, for instance, Alice, sometimes I visualize a white rabbit because that reminds me of Alice in Wonderland, right? Now, I realize that sounds maybe a bit silly or unusual, but, in fact, this can be very powerful and effective. I’d like to get into names in much more detail toward the end after we cover some basics, but what I just wanted to introduce there was this concept of creating a picture in your mind to represent the information.

Pete Mockaitis
And to that point about the picture, so Alice and that rabbit, so that’s kind of personal to you, and that’s probably better, I imagine, because it’s more meaningful, I would speculate. Is there any risk? Like, I guess nobody’s really named Rabbit that I’ve ever met. But do you ever kind get your wires crossed or is that pretty safe, “Hey, Alice is rabbit, and rabbit is Alice, and we’re all good”?

Chester Santos
Knock on wood, I haven’t had any issues yet even at a conference that might have a cocktail hour at the end or something like that. I haven’t slipped up. That really isn’t anything to worry about really. These visuals really are just going to help you to better remember the names. The reason why you want to come up with a visual is because we all tend to be very good at remembering things that we see. I’ll give a quick example here.

Let’s say you go to a party, Pete, and you’re meeting a lot of new people, right? Two weeks after that party is over, you’re talking with one of your friends that was there with you, and your friend describes someone to you from the party, your friend says, “Hey, Pete, you remember that attorney that we met at the party a couple of weeks ago? He’s also a member of the tennis club.” As your friend is going through that description, a lot of times you can picture who they are describing. And, of course, your friend can picture who they’re describing. But a lot of times, neither one of you can manage to remember what the person’s name was, right?

Pete Mockaitis
Or even like a setting, like, “Oh, yeah, we were in the hallway, near the door,” but you don’t remember their name.

Chester Santos
Yeah, really good, there, clarification. It’s true. Sometimes you get even more details, like where they were standing in the party, what they were wearing, but that name you can’t get it. And that is because you didn’t see the name, the name is something much more abstract to your brain. And it is very common for people to be good at remembering faces but not names. And it makes sense because when you are interacting with people in various ways, you do see the face, the face is recorded into your visual memory but not the name. So, that’s why one thing you can do is come up with a visual representation of the name. But the principle, in general, is to come up with something that you can picture in your mind to represent the information.

Now, the second principle that will apply, no matter what information type, is, after you come up with a visual, try to involve as many additional senses as you can, because when you do this, you will be activating more and more areas of your brain, and you will be building more and more connections in your mind to the information, making it easier to retrieve it later on.

So, I was, at one point, on an episode of PBS’ Nova Science, I performed what, at first, seemed like some pretty crazy memory feats. They had me train David Pogue on the show as well. And then after that, they had these brain scientists, neuroscientists, come on and explain to everyone at home, watching at home, “Okay. How in the world did Chester do that? How in the world did David Pogue pull that off with just a little bit of training?” And these brain scientists confirmed that it’s because, with these memory techniques that I’ve mastered over the years, and that we’re going to learn a little bit about during the interview today, what’s happening is we are recruiting extra areas of the brain.

So, areas of the brain that most people would never involve when trying to commit things to memory. With these techniques, we are activating more of the brain to help us, and part of this is learning to utilize additional senses. So, the more senses you involve, the easier it becomes to remember.

Pete Mockaitis
Yeah. So, I’m thinking about with the Alice and the rabbit, I mean, maybe you have the scent of the rabbit as opposed to just, “Oh, there’s a white rabbit.”

Chester Santos
You got it. You are exactly right. So, step one, to come up…

Pete Mockaitis
Or maybe it’s like you can feel the nibbles of the rabbit’s teeth on your finger.

Chester Santos
You got it. So, first, the visual, then involve additional senses, exactly as you just described, and then you are activating more of the brain. You’re more powerfully encoding that into your memory.

Third and final principle, while you are seeing and experiencing this with additional senses, try to make the whole scenario crazy, unusual, extraordinary in some way so that you can take advantage of the psychological aspect to human memory, and that is, all of us, we’re putting forth little to no effort at all, we tend to remember things that catch us by surprise, that are strange, unusual, extraordinary in some way.

Pete, if this actually happened at this moment, if an elephant suddenly crashed into the room that you’re in, and people that are listening to the interview, if an elephant suddenly crashed into the room that they’re in and started spraying water all over the place, if that actually happened right now, you would probably remember it for the rest of your life.

Pete Mockaitis
Oh, yeah.

Chester Santos
And always tell that story, “You’re never going to believe this, okay? I was interviewing this memory guy, out of nowhere, an elephant just crashed into the room.” That might be stuck in your mind even 30 plus years later without you putting forth any effort at all to remember it. Whereas, other times, we might spend weeks, months, trying to get really important information into our long-term memory. We find it to be very difficult, right?

Although this isn’t fully understood exactly how this works in the brain, we do realize that there is this psychological aspect to human memory. Realizing it, we can harness that and apply it to things that would be useful to remember. Names and faces, presentations, foreign languages, training material, and so on. There are really practical applications for this. Memory is a fundamental part of learning and the acquisition of knowledge. So, when you improve your ability to remember, it’s going to have a really huge positive impact on many different areas of your career and also in your personal life in terms of your lifelong learning.

Pete Mockaitis
Awesome. So, okay, it’s visualizable, we bring in the senses, and if you make it somehow extraordinary, unique, kind of wild, or larger than life, those are the principles at work.

Chester Santos
You’ve got it down. So, those are the three main principles. They will apply no matter what specific memory technique you end up using.

I’d like to, now, go into an interactive exercise that you’ll go through, Pete. I’m sorry to put you on the spot here.

Pete Mockaitis
Let’s do it. But if I look dumb, we’ll edit it out. That’s how I roll.

Chester Santos
Just do your best, and I think people listening to the interview today will enjoy just giving this a try and see how they do with it.

So, we’re going to apply those three main principles to try to memorize a really long random list of words. The list will be monkey, iron, rope…

Pete Mockaitis
I guess I shouldn’t write this down, right?

Chester Santos
No, don’t write this down. And people following along with the interview, please don’t write this down. Don’t use any electronic device. So, use nothing but your brain and your memory. I know people aren’t used to doing this nowadays, but we’ll just give it our best shot.

So, the word list is going to be monkey, iron, rope, kite, house, paper, shoe, worm, envelope, pencil, river, rock, tree, cheese and dollar. Now…

Pete Mockaitis
That’s long.

Chester Santos
Yeah, it’s a really long list of random words. And when I recite that at my live presentations around the world, people in the audition often look at me as if, “Come on, Chester. There’s no way I’m going to be able to remember that, not unless you give me a lot of time to do it.” But, in fact, Pete, you’ll have this down, your listeners will have this down, perfectly forwards and backwards in just about three minutes. That’s all. Three minutes.

And without any further review, after today, even weeks from now, people will still know this, forwards and backwards. I get people even writing me emails months later telling me they’re wanting to demonstrate to me that they still remember this. How you pull it off, just listen to what I describe to you, see and experience it in your mind as best you can, and just really relax, have fun with it.

So, if people ever went to my website, I guess they’ll find it in the show notes later, they’ll see me on CNN. On CNN, I had to memorize a half deck of cards during the commercial break. I only had about two minutes to do it, and then when they came back live on the air, I had to do that perfectly from memory. There was a lot of pressure on me. If people look at that clip, they’re going to notice that I’m smiling, I’m giggling. I think they maybe thought I was a little bit crazy or nutty when I was on the show, but, really, that’s an important key to this. If everyone is smiling and giggling as they’re going through this exercise, it’s a really good sign that they’re going to remember the words. So, just relax, have fun. You’ll have it down.

The first word was monkey. So, just imagine that you see a monkey in your mind. The monkey is dancing around, making monkey noises, “Hoo, hoo, hoo,” whatever a monkey would sound like. I’m working on my monkey impression, but the point here is to see and hear the monkey, right? The monkey, now, picks up a gigantic iron. So, the monkey is dancing around with this giant iron now. Picture that.

Pete Mockaitis
Oh, for like steaming clothes.

Chester Santos
You got it. Yeah, something like that.

Pete Mockaitis
Okay.

Chester Santos
Picture that iron like for your clothes. The iron now starts to fall but a rope attaches itself to the iron. Maybe even feel the rope, really interact with it, right? Maybe it feels rough. You look up the rope and you see the other end of the rope is attached to a kite. Maybe it’s flying around, and it’s just out your reach, that kite. The kite you see now crashes into the side of a house, really see it smash into the house. Picture that.

The house is completely covered in paper. It’s completely covered in paper. Out of nowhere, a shoe appears and it starts to walk all over the paper. Maybe it’s messing it up as it’s walking on it, that shoe. It smells pretty badly, so you decide to investigate and see why. You look inside of the shoe and you find a little worm crawling around inside of that shoe. Really see the smelly worm.

The worm now jumps out of the show and into an envelope. Maybe it’s going to mail itself or something. I don’t know, but envelope was next. A pencil appears out of thin air and it starts to write all over that envelope. Maybe it’s addressing it, that pencil. The pencil now jumps into a river, and there’s a huge splash, for some reason, when it hits the river.

The river, you notice, is crashing up against a giant rock. That rock flies out of the river, it crashes into a tree. The tree is growing cheese. You probably haven’t seen a tree like that before. This one is growing cheese. And out of nowhere, a dollar starts to shoot out of the cheese, right? Really see that dollar. That was the entire list. I’m going to run through this again very quickly in about 30 seconds, and your job is to simply replay through the story that you’ve created in your mind.

So, we started off with a monkey. The monkey was dancing around, with what? It was an iron. What attached itself? It was a rope. The other end of the rope was attached to what? It was a kite. The kite crashed into what? It was a house. What was the house covered in? It was…

Pete Mockaitis
Paper.

Chester Santos
Paper. What walked on it? It was a shoe. What was crawling in the shoe? It was a worm. The worm jumped into what? An envelope. What wrote on it? A pencil. The pencil jumped into the river. The river was crashing up against the rock, that flew into a tree. It was growing what? Cheese. And what came out? It was a dollar.

So, now, Pete, I’ll have you give it a try. Take your time. And people that are listening can follow along and see how well they do. Try to recite all of those random words for us.

Pete Mockaitis
Okay. We’ve got monkey, iron, rope, kite, house, paper, shoe, worm…oh, no, no. Yeah, yeah, shoe, worm, envelope, pencil, river, rock, tree, dollar.

Chester Santos
Tree? After tree?

Pete Mockaitis
Oh, tree. Cheese, dollar, yeah.

Chester Santos
You got it, man. Great job there. Excellent job there. Pete, you did so well, in fact, though that I’m going to have you attempt to do that now backwards. Take your time, and people can also see how they do.

Pete Mockaitis
So, we’ve got the dollar, cheese, tree, is it a rock?

Chester Santos
You got it.

Pete Mockaitis
River, pencil, envelope, worm, shoe, paper, house, kite, rope, iron, monkey.

Chester Santos
Perfect. A hundred percent, man. Great job. Really nice. Nice work there.

Pete Mockaitis
I’m sweating a little bit, Chester.

Chester Santos
Yeah, I put you under a bit of pressure there, but great job under pressure. You got 100%, and I’m sure that people listening to the interview today probably got, if not 100%, close to it. That technique that we’ve just covered is called the story method. And the story method is just one of many techniques that memory champions, like myself, use to pull off what, at first, might seem like extraordinary memory feats. But, again, there’s nothing different about my brain compared to everyone else’s. It’s just about using the right technique and putting in a little bit of training and practice.

This doesn’t just apply to random words. It can apply to even very much more complex types of information. And later on, in the interview, I had in mind, we’d take it a step further but if you have any other questions, just let me know before we move onto maybe a little bit, I guess, a level two in terms of memory skill exercise.

Pete Mockaitis
Oh, sure. That was fun. And I’ve heard, this probably isn’t the place for this, that with numbers, it’s kind of a matter of each one is assigned a letter, which can, thus, become words, which can, thus, become memorize-able. And, it’s funny, I used this, I don’t know, it might’ve been in my honeymoon or maybe it was earlier, with my wife in terms of, she’s like, “Tell me what my phone number is.” Like, okay, and so I really took my time to break it down using that. And sometimes, to this day, I’m still summoning the ridiculous picture story phrase that gets those numbers there, but it works.

So, yeah, okay. Well, yeah, let’s do another one. And if it happens to help us with reading or presentations or names, I would love it.

Chester Santos
Okay. Cool, yeah. So, you hit on numbers there. And, again, no matter the information type, the three main principles will remain the same that we covered earlier – visualization, additional senses, make it all crazy, unusual, extraordinary. But for something more abstract like numbers, there’s a system you need to learn. It only takes about one hour to learn it, that’s it. That allows you to take something abstract like numbers and turn it into a concrete image.

Once you have an image for the abstract piece of information, you could then build a story, and there are many other techniques that you could use from there. That system has been known by many different names. One is Phonetic Alphabet system. Another is major system, that’s covered. Because it’s going to take a minimum of an hour to learn that by itself, it’s covered in my online memory school, and I think you’ll have the link in the show note, but it’s MemorySchool.net.

So, again, the techniques don’t apply to just random words. We’re going to move onto level two in terms of difficulty. We’re going to learn now how to create mental notecards or mental cue cards. This is a concept that I covered in my talks. Over at Harvard University, I gave seminars for their graduate students. I also covered this in my talk for SAG-AFTRA, the actors foundation, to help actors remember their lines. We’re going to build mental cue cards here.

I want for you to just visualize what I describe to you, that’s all. See and experience it happening, as we did earlier, and then I will explain what we ended up, actually what we built mental notecards for. So, Pete, just try to visualize some giant machines, as best you can, some gigantic machines. These gigantic machines are smashing up a huge pile of gold and silver. A huge pile of gold and silver. Rising up out of the gold and silver – vehicles. Okay? Whatever that looks like to you.

Shooting out of the vehicles – medicine. And exploding out of the medicine – oil. Maybe black petroleum oil would be easiest to visualize, okay? That’s it. I’m going to run through that again, just replay through this little story. So, we had the giant machines were smashing up the gold and silver. What rose up? Vehicles. What shot out of the windows? Medicine. And what exploded out of the medicine? It was oil.

So, first, go ahead and try to give those main items back to me from memory.

Pete Mockaitis
Okay. Sure thing. So, we started with giant machines that were smashing gold and silver, from which emerged vehicles that had medicine spilling out, and then in the medicine was oil.

Chester Santos
Perfect. So, you got that 100% correct. What you’ve done there, Pete, without realizing it, or maybe you did realize it, I’m not sure, I actually had you there just memorize the top five exports of the UK. So, if you were to look that up right now and see what the top five exports of the UK are, you’ll see listed machinery, precious metals, vehicles, pharmaceuticals, and oil. So, you start to see how the image doesn’t need to perfectly match what you’re trying to remember, you’re simply building a mental notecard.

So, can you try to give me now the exports using that little story to guide you?

Pete Mockaitis
Oh, sure thing. So, it’s machinery, precious metals, vehicles, pharmaceuticals, and oil.

Chester Santos
You got it. Perfect. So, Pete, it might not seem like much at first but, again, in today’s world where no one is using their memory very much, when you get into a meeting with maybe it’s clients for your company or potential clients, or it’s a meeting with colleagues or your boss, when you get in there and you’ve prepared for that meeting, you have 5, 10, 15 key things committed to memory, what this does is really better demonstrate your knowledge, right? You’re showing that you actually know something, that you actually know your stuff. You’re better demonstrating your expertise. You’re going to be perceived as more of an expert in your field. People are more impressed with you. People will have more confidence in you and your abilities. And, also, when you have a really good memory, again, you become so much more memorable to people in the business world, on the job.

Pete Mockaitis
Well, I love that. So, I’m eager to get into the names here now and so I went ahead and grabbed the Social Security Administration’s top names over the last hundred years. So, we talked about it being visualizable, and with Alice, you saw a rabbit because that was resonating for you with the story. I’m seeing the top names here. We got James, Mary, John, Patricia. How would I turn some of those into things I can see?

Chester Santos
Well, so my example for…I’d rather actually have people come up with their own image, but my example for John, you can watch that CNN clip, I gave…

Pete Mockaitis
I’m here. Let’s do it.

Chester Santos
Yeah, somehow, I didn’t get in trouble for that. The host, one of the hosts of that show was named John, and, luckily, he wasn’t too upset with me, but I might imagine, you know, a toilet bowl as in going to the John, right? Mary, I might imagine a little lamb because Mary had a little lamb.

Pete Mockaitis
Oh, sure. Or the Madonna, you know, for a religious perspective.

Chester Santos
James, I might imagine just a famous James. It could be a character from a TV show or movie. It could be simply a friend or a family member that has the same name like your uncle.

Pete Mockaitis
Or Darth Vader.

Chester Santos
It could be that you visualize even just your Uncle James. Patricia, I might think of Patricia Arquette. So, I want to clarify this point a little bit. So, I said come up with a visual. Now, how you come up with that visual can vary. So, it can be a famous person that has the same name, a friend or family member that you’re seeing in your mind that has the same name, or it could be something like a sound alike. So, for the name Jane, I might picture a chain, okay?

Pete Mockaitis
Okay.

Chester Santos
I gave you something more symbolic like a white rabbit for Alice. So, there are various ways as to how the image can remind you of that name, but the best way to describe the concept, in general, is to come up with an image, or series of images, that will some way, anyway, remind you personally of the name, right? And there actually is another step to this.

The next step is to connect that image to something unique about the person’s look. So, if, to you, Jane has really cool-looking hair, you might imagine that chains are going through her hair, clacking together, making a really loud noise. So, how this works in practice is the next time you see her, all you have to do is ask yourself, “Okay, what is noticeable to me about her look?” What you notice, personally, what was noticeable to you before, is very likely will be noticeable to you again. And then the image that you stored there will come right back to you.

So, in this case, the chains might remind you of, again, chain might remind you of Jane. So, that is kind of an overview for how it works. It sounds weird, again, I realize but anyone can become really good at this with a little bit of training and practice, and that’s how I open presentations around the world with naming even hundreds of people in the audience after hearing each name just one time before the presentation starts.

Pete Mockaitis
Well, I think you said something there, kind of quickly, but it’s important. You hear the name, like you make sure that you get it in the first place, and don’t be shy to ask them to repeat themselves if you need to. Like, if you didn’t hear Jane said Jane, you’re dead in the water.

Chester Santos
Absolutely. Absolutely, Pete. So, let me give you four quick steps that will help you with that because that’s absolutely necessary for this. So, I recommend that you combine that visual-based technique with the following four steps when you’re meeting someone.

Step number one, immediately repeat the name. So, if you’re introduced to someone named Jane, “Nice to meet you, Jane,” or, “Please to meet you, Jane.” That’s it. It seems totally obvious but, as you mentioned, a lot of times we’re not paying that much attention to the name. Our mind might be all over the place. We’re thinking about all sorts of other things.

Pete Mockaitis
“No, I said…” Or you might have gotten it wrong. Like, “No, I said Tane.” “Is it Tane? Oh, okay. I’m glad I clarified with you.”

Chester Santos
Yes. So, repeating the name really gives you the opportunity to clarify the name, as you mentioned, and also make sure that you pay attention for at least one second. That’s the only way you could attempt to repeat the person’s name back to them, right? So, that first step, if you start doing that today, eventually it’s going to become a habit and second nature to you.

Step number two, I recommend that you use the name early on in your interaction with the person. So, simply, “Jane, how do you know Chester?” or, “Jane, how long have you been involved with this organization?” And I want to clarify, I don’t mean use the name over and over again in the conversation to where it starts to seem a little weird. Really, just using it once early on in the interaction will be enough to reinforce the name in your mind.

Step number three, take a few seconds, or less, to think of a connection between the name and, literally, anything at all that you already know. So, Jane, I don’t know, maybe think of Jane Goodall. And, again, as I mentioned, it could be like a character from a TV show or movie. It could be something as simple as you have a friend of family member with that name. Maybe you have an Aunt Jane. And when you’re going through that step, that might also help you come up with your visual, right?

Fourth and final step is to make sure, whenever you leave the meeting, the party, whatever type of function it might be, the conference maybe, make it a point to try and say goodbye to people actually using their name, “I hope to see you again sometime, Jane.” Using the name that last time is going to go a long way toward helping you remember more of those names the next time you see those people. And if at that point you’ve already forgotten the name, I highly recommend that you ask them their name again right then and there because, at that point, they’re less likely, I think, to be offended. At that point, I think they’re more likely to appreciate the fact that you care enough to remember their name for the next time you see them. You’re expressing interest in that person, and they’re really going to appreciate that fact.

So, those four steps, combined with the visuals that I talked about earlier, I think are really going to help you out. You might not be 100%, even I’m not 100%, but if you can remember 80% plus of the people that you’re meeting, this is going to pay huge dividends for you in your career and in your personal life. And in my online school, I actually simulate introducing you to people so that you really develop that skill.

Pete Mockaitis
Oh, that’s cool. Well, Chester, tell me, anything else you want to make sure to mention before we shift gears and hear about a few of your favorite things?

Chester Santos
I think I’ve covered really everything that I had in mind in terms of the main concepts that are always going to be involved when you want to develop a powerful memory no matter what specific technique. We got into a couple of interactive exercises that I think people will enjoy playing around with, and we got into some specific tips on names. Those are some of the most important things that I really wanted to cover that I think people will be able to put to use right away on the job and in their personal lives in terms of lifelong learning. And you can also share what you learned from this interview with your kids or grandkids that might be in school as well.

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

Chester Santos
“You don’t have to be great to get started, but you have to get started to be great.” I like that. I like that quote a lot. And that applies to my area because some people, you know, they’re scared off because maybe they’re not…they don’t currently believe that they have a very good memory. But, really, all you have to do is get started in learning these types of techniques and, before you know it, you will have a very powerful memory. But you do just have to get started.

Pete Mockaitis
And how about a favorite book?

Chester Santos
How to Win Friends and Influence People that I often quote in my presentations. There’s a lot in that book, not just about names and how important memory is in the business world, but really just a lot of business and personal success-related tips in general. So, that’s one of my favorite books, and I do recommend that people check that one out if they haven’t already, How to Win Friends and Influence People.

Pete Mockaitis
And is there a particular nugget you share that you’re known for, it resonates, and folks quote it back to you a lot?

Chester Santos
I think what I’d like people most to note about my message, in general, is that anyone is capable of developing a powerful memory with just the right techniques, a little bit of training and practice, this can be fun to do, and it’s going to benefit you in so many ways because, again, memory is a fundamental part to learning and the acquisition of knowledge. So, I guess that’s the main nugget that I want people to keep I mind.

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

Chester Santos
Yeah, if people are interested into diving into memory skills training deeper and really put this to use in their career, personal life, help their kids in school, MemorySchool.net is my main training website. I would visualize a giant net so you remember that it’s .net. And I setup coupon code AWESOME in honor of being on your podcast.

Pete Mockaitis
Thank you.

Chester Santos
So, the first 50 people to use couple code AWESOME at MemorySchool.net will be able to get started with no enrollment fee whatsoever. So, I hope people will be encouraged to check that out.

Pete Mockaitis
It’s going to be a mad dash to put that in there. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Chester Santos
I want to encourage people to just take action. If this is something that…and not only my area, not just memory skills, but, really, anything that they’re hearing about on your podcast, any particular topic that they find very interesting, I really encourage people to take action on it as soon as possible because, once you do take that action, whether it’s signing up for the Memory School, whatever it might be, once you take the action, you are ten times more likely to actually develop that skill.

Whereas, if you don’t take action right away, it could be that I’m on your show again in a year or two, and people will not have developed the new skills. Again, you really just, as I mentioned in my quote, you really just have to get started in order to eventually become great.

Pete Mockaitis
Chester, this has been a lot of fun. I wish you lots of luck in your memory adventures.

Chester Santos
Thank you so much again, Pete, for having me.

563: Accelerating Your Career by Thinking Like a Rocket Scientist with Ozan Varol

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Ozan Varol discusses how to make giant leaps in your career by thinking like a rocket scientist.

You’ll Learn:

  1. How success can hinder growth—and what to do about it
  2. How to turn worrying into productive preparation
  3. How rocket scientists see and use failure

About Ozan:

Ozan Varol is a rocket scientist turned award-winning professor and author. He served on the operations team for the 2003 Mars Exploration Rovers project, and later pivoted and became a law professor.

He’s the author of Think Like a Rocket Scientist: Simple Strategies You Can Use to Make Giant Leaps in Work and Life. The book is # 1 on Adam Grant’s list of top 20 books of 2020. The book was named a “must read” by Susan Cain, “endlessly fascinating” by Daniel Pink, and “bursting with practical insights” by Adam Grant.

Resources mentioned in the show:

Thank you Sponsors!

Fender Play. Learn to play an instrument with your first two weeks FREE at fender.com/AWESOME

Ozan Varol Interview Transcript

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

Ozan Varol
Thank you so much for having me on, Pete. It’s a delight to be here.

Pete Mockaitis
Oh, well, I’m delighted to dig into this. I really like thinking about thinking so this should be a rich conversation. To kick us off, could you maybe share with us an interesting behind-the-scenes story from your days working on the Mars Exploration Rovers?

Ozan Varol
Sure. One of the stories that immediately popped to mind, it was my first few months of working on the project, so this was back in 1999, and I’m serving on the operations team for the project, and that year was a particularly bad year for NASA for a number of reasons. But one story that I have in mind involves a spacecraft called a Mars Polar Lander, and that year, the Lander was supposed to land on Mars but, unfortunately, it crashed. The landing system failed.

Now, this wasn’t our baby but we were planning to use the exact same landing mechanism on our rover and, of course, our mission understandably was put on hold because what we thought was a safe way of landing on Mars had just failed spectacularly. And so, we were scrambling to find solutions and figure out a safe way of actually landing us on Mars. And I remember distinctly my boss, who’s the principal investigator of the mission, walked into my office one day, and he said, “I just got off the phone with the administrator of NASA, and he asked me a really simple question. He said, ‘Can we send two rovers instead of one?’”

Now, up until that point, NASA had been sending one rover to Mars every two years, so that was the default. And this question, it was such a simple question but one that none of us had thought of asking before. And, of course, we were going to fix the landing system but the NASA administrator reframed the problem because the problem wasn’t just this defect of the landing mechanism. Even if you fixed that, there are so many things that can go wrong when you’re sending this delicate robot 40 million miles through outer space, and crossing your fingers that it lands safely on the Martian surface.

So, instead of putting all of our eggs in one spacecraft basket and hoping that nothing bad happens along the way, we decided to send two rovers instead of one, and I’m so glad we did for a number of reasons. One, with economies of scale, the second rover ended up causing just pennies on the dollar, but on top of that, double the rovers meant double the science. They landed on two very different parts of the planet and we built these things to last for 90 days, they were named Spirit and Opportunity.

Spirit lasted for about six years and Opportunity, and I still get goosebumps when I say this, but it lasted 14 years into its 90-day mission just because someone there to step back and reframe the problem and see just the obvious insight that was hiding before everybody else’s nose.

Pete Mockaitis
Well, that’s really fun, and as you’re telling the story, I was thinking of, I think it’s from the movie Contact with Jodie Foster where they say, “Why buy one when you can have two for twice the price?”

Ozan Varol
That’s exactly right. That’s exactly right.

Pete Mockaitis
But it wasn’t twice the price instead it was much more cost-effective because you know what you’re doing and then it seems like that’s cool, like the learnings. I guess, it’s that the idea is the second one lasted so much longer because you learned some things and you finetune some things after doing the first or you just got a little lucky.

Ozan Varol
Not necessarily. I think we just got lucky. We had two shots on goal, one ended up being six years and then the other one just ended up lasting for 14 because we were able to send it to a different location on Mars where the geographical conditions, the weather conditions were different.

Pete Mockaitis
Okay. Well, that was a fun story. Thank you. So, we’re going to talk about your book here about Thinking Like a Rocket Scientist. Well, first off, can you frame up the why for us. So, I’m thinking about professionals in particular, those with jobs who want to be awesome at them, why should we think like rocket scientists? What kind of benefits do we get? Or what about the landscape of work these days makes that a beneficial approach?

Ozan Varol
Sure. The world is evolving at a dizzying speed, and we all encounter these really complex and unfamiliar problems in our lives, and those people who can tackle those problems, with no clear guidelines and with the clock ticking, enjoy an extraordinary advantage regardless of what field you’re in. And so, the book isn’t about the science behind rocket science, so I’m not going to try to teach you the theory of relativity. More, it’s about taking these frameworks, ways of looking at the world, processes of thinking from rocket science, and then walking you through how you can employ them in your own life to make your own giant leaps.

One of the biggest conceptions about rocket science is that it’s celebrated as a triumph of technology, but it’s really not. It’s the triumph of the humans behind the technology and this thought process that they use to turn the seemingly impossible into the possible. It was the same thought process that allowed Neil Armstrong to take a giant leap for mankind. It’s the same thought process that we use when we worked on the Mars Exploration Rovers mission to send these rovers 40 million miles across outer space and land them exactly where we wanted. And it’s the same thought process that’s bringing us closer and closer to colonizing other planets. And, fortunately, you don’t have to be a rocket scientist to think like one.

And one of the things I’ve done with my life after I worked on the Mars Rovers project and I left, I pivoted and became a lawyer, and then a law professor, and now I’m an author and speaker, is to take these principles from rocket science and not only employ them in my own life to very different fields, but also teach others how to employ them as well and how to think like a rocket scientist. And the book is a culmination of really a lifelong journey for me.

Pete Mockaitis
Cool. Well, so I’m intrigued. You laid out, “Hey, these are really cool results we got when you follow a thought process,” so that’s great. I’d like to have awesome problem-solving innovation abilities for sure. Can you maybe give us a cool story in terms of you saw someone, they were thinking non-rocket scientist-y, and they did something a little bit different with how they were thinking, and they saw a cool result? Could you give us a case study or a before-after tale that brings it together?

Ozan Varol
Sure. The one example that popped to mind that I talk about in the book is Alinea, which is the three-star Michelin restaurant in Chicago.

Pete Mockaitis
Oh, Chicago. That’s right.

Ozan Varol
Yeah, it’s an amazing place. And one of the things that they’ve mastered is thinking like a rocket scientist, I kid you not, across very different ways. So, one is even when Alinea was at its heights in terms of the accolades that they’ve won, basically every award that one could’ve imagined, and they were bringing in a ton of profit, they decided to take a sledgehammer to themselves. So, at the very top of their game, they said, “We’re successful now, we’re about to get complacent, and to fend off complacency, we’re going to tear the place down and start over again, and to get rid of the assumptions and the outdated thinking that’s cluttering the way that we’re running our business.”

And so, they created Alinea 2.0 which has also been massively successful. One of the other things that they do, so that refers to the principle from rocket science, from physics, really called First Principles Thinking, which is a way of looking at a system and distilling it down to its fundamental non-negotiable components. Everything else is negotiable. So, you hack through these assumptions as if you’re hacking through a jungle with a machete to get at the original raw materials and building it back up from there. So, when you apply that thinking, you go from being, say, a cover band that plays somebody else’s songs, to an original artist that does the painstaking work of creating something new.

And so, Alinea did that with Alinea 2.0. One of other things they did is, in the beginning, they would look at dishes and say, “What can we add? What ingredients can we add? What new spice can we try? What new cooking methodology can we try?” Now, they’re asking a question that rocket scientists ask, which is, “What can I remove? What can we take away? How do we get to the fundamental components of this dish to bring out their best as opposed to adding and adding and adding, which not only creates complexity, it can increase problems, but it can also take away from the taste of the dish as well?” And that’s a question that rocket scientists have to ask themselves and have to contend with on a daily basis because you run into constraints when you’re building a rover in terms of weight, in terms of space.

And the best way to, this is a quote I love from Antoni Gaudi, the famous Catalan architect, but he said, “Originality consists of returning to the origin.” And I keep that quote in mind, really, throughout my life, and ask myself, “How do I get back to the First Principles, to the origin, and build something up from there?” because that’s how creativity results.

Pete Mockaitis
Well, that’s really rich and, boy, a lot to unpack there. And so, when you come to, say, the fundamentals in a restaurant business, for instance, I think it sounds like, from the very ground level, you might say, “Okay, we need delicious food people love. We need an ambience that is enjoyable.” Can you share with us what are some of the noteworthy things that they ended up removing that made a world of difference? When you say tore it down, actually I’m not familiar. You know, I live in Chicago. Do you mean literally, like, demolish or sell the space and…

Ozan Varol
They literally demolished the space.

Pete Mockaitis
Okay.

Ozan Varol
They literally demolished the space, literally demolished the menu, which sounds really, well, astonishing in so many ways. Like, “Why take something that’s successful and then destroy it and build it back up from scratch?” But the founders of Alinea knew something that most of us neglect, which is that success tends to breed complacency. So, when you’ve been successful at something, what most companies do is they look at the rearview mirror and keep doing what they did yesterday. Now that can work in the short term but it’s a recipe for long-term disaster. If you don’t disrupt yourself in some fashion, then others will do it for you.

One practical way to implement that mindset, because not everyone is going to be able to take a sledgehammer to their business the way Alinea did, is to apply this exercise called “kill the company.” And the mastermind of the exercise is an author named Liza Bodell, and I first read about it in…

Pete Mockaitis
Oh, we had her on the show.

Ozan Varol
Oh, great, yeah. I first read about the exercise in Adam Grant’s Originals, the book, and the exercise was conducted by Lisa working with Merck, and Merck’s CEO is Kenneth Frazier, and he wanted to bring more innovation to work, to Merck. Most CEOs ask the same questions, like, “What is the next big thing?” or, “How do we think outside the box?” Those questions have become cliché, which means that people are using the same ways of thinking, the same neural pathways essentially to try to get at novel answers but the answers don’t end up being novel because they’re just taking the same thinking that they used yesterday and applying it.

And so, the exercise basically, the way it ran at Merck, Kenneth Frazier asked his executives to play the role of a competitor seeking to destroy Merck, so this is called the “kill the company” exercise. Their goal was to put Merck out of business. And the executives played that role for an entire day and came up with ways to put Merck out of business, and then they switched perspectives and went back to being Merck executives, and the exercise was successful. So, this was sort of a metaphorical way of taking a sledgehammer to your company, not an actual one.

But the exercise was successful because we’re often too close to our weaknesses to evaluate them objectively. It’s like trying to psychoanalyze yourself. But when you step outside the box and actually look at the box from the perspective of a competitor seeking to destroy it, then you end up identifying problems that you may have initially missed because you’re looking at it from a completely different perspective. And you don’t have to be a business to be able to apply this mindset, by the way. You can ask yourself, “What might my boss pass me up for a promotion?” or, “Why may I not get this job that I’m applying for?” And then switch perspectives, and figure out ways to prevent the potential threats that you identify.

Pete Mockaitis
Oh, that is excellent, and I think that’s really the most constructive productive way to worry that you can do as opposed to just ruminating, like, “Oh, no, all these bad things could happen.”

Ozan Varol
Totally.

Pete Mockaitis
You can be proactive. And I like that for prepping for presentations in terms of saying, “Okay, what is the question I fear most? Like, if they’re going to ask me something that’s going to make me look like an idiot because I don’t know and I’m not prepared, like what is that question?” And then, “Oh, I’m going to go find the answer and the appropriate response and approach for that.”

We had a guest talking about what he called red-team thinking in military terms, like, “Hey, if this whole mission goes south, and it’s a mess, like, how will it have gone south? Like, what would be the cause?” And that kind of brings some heads up about doing it. And it’s so great because I think, in a way, our brains are very adaptive coming up with dangers and risks and things to fear if we go there.

Ozan Varol
Yeah. And I want to highlight two things you said, Pete. One is the idea of actually not ruminating about these worst-case scenarios. There’s something really powerful about writing them down because, one, when you let them sort of ruminate in your head, they tend to get worse and worse, and writing them down, putting them down, actually takes their power away, in my experience at least. And then you can look at them objectively and actually come up with strategies to fend off some of those worst-case scenarios as opposed to just letting them sit in your head and get stronger and stronger.

And then the second thing which you mentioned with respect to your preparation strategy for presentations where you think about like the worst-case scenario or what could go wrong, that relates to one of the other principles I talk about in the book from rocket science, which people can apply in their own lives, called “test as you fly, fly as you test.” And the principle is really simple. So, rockets and rocket components are tested on Earth before they’re flown in space, and the goal in rocket science is to make the tests as similar as possible to the flight, and in some cases worse than the flight, because if you find the breaking point of a component here on Earth, that means, well, you break the component on Earth where it’s going to cause far less damage than it will in space.

But many of us don’t apply that principle in our own lives. So, when we do practices or tests or experiments, they tend to be widely disconnected from reality. So, if you’re preparing for a presentation, most people will practice their presentation in front of their spouse while they’re wearing sweatpants in a very comfortable known setting. But if you’re applying the test as your fly rule, you’d be practicing your presentation in front of strangers who are ready to throw curve balls at you. And maybe drink a few espressos before the presentation to give you the types of jitters that you’re going to actually experience in practice.

Same thing with job interviews as well. The way that most people do it is they give a set of questions to their significant other or a friend, and ask them to run through this predetermined list. But that’s so different from an actual job interview. So, the goal should be to bring the tests, the experiments, as close as possible to the flight.

Pete Mockaitis
Yeah, I like that. So, we’ve gone through a few of the strategies, the book has nine. Can you share another one or two that you think can make a world of difference for professionals trying to be awesome at their jobs?

Ozan Varol
Sure. One is the idea of proving ourselves wrong. So, our goal in life, the way that most humans operate, is to try to prove ourselves right, to try to confirm what we actually know. But progress, whether in science or in life, occurs only through generating negative outcomes, so by trying to rebut rather than confirm our beliefs. So, try this for a week, switch your default from proving yourself right to proving yourself wrong.

So, when your focus shifts to proving yourself wrong, you end up seeking different inputs, you open yourself up to competing facts and arguments. And the point, by the way, of proving yourself wrong isn’t to feel good, it’s to make sure that your spacecraft doesn’t crash, or your business doesn’t fall apart, or your health doesn’t break down. In the end, the goal should be to find what’s right rather than to be right. And I give a couple of examples in the book about how you can apply that way of thinking in your life.

Another strategy or principle that comes to mind is a rebuttal or a riff on this mantra that’s so popular in Silicon Valley these days, which is the idea of “fail fast, fail often, fail forward.” So, countless business books tell entrepreneurs to embrace failure. There are now conferences like FailCon dedicated to celebrating failure where thousands of people get together and share their failures.

Pete Mockaitis
I believe you did a podcast about sharing failures.

Ozan Varol
Yeah, I do, exactly. Totally. And Silicon Valley companies are actually now holding funerals for failed startups complete with bagpipes and DJs and liquor flowing freely. And, yeah, I do have a podcast on failure. But the goal, I think, shouldn’t be to celebrate failure, but it should be to actually learn from it. So, if I could change the mantra, and this is one of the things I talk about in the book, from “fail fast,” I would change it to “learn fast.” And this is something I stress in my own podcast as well in trying to get people to share not only what they failed at or how they failed, but what they learned from that failure.

Just because you’re failing doesn’t mean that you’re learning anything. And research bears this out, I cite a number of studies in the book, one involving cardiac surgeons, for example. The study shows that cardiac surgeons who botched a procedure actually perform worse on future procedures because they don’t learn from their mistakes.

Pete Mockaitis
That’s a bummer.

Ozan Varol
Yeah, because what happens is when you fail, people instinctively, to feel good about themselves, they blame the failure on external factors. They say, “Well, I got unlucky,” or, “We don’t have enough cashflow to be an entrepreneur,” come up with some external reason for why we failed as oppose to looking at internal ones, the mistakes that we made, the bad calls we made, the bad decisions we made. And so, the goal should be, and this is the goal in science, of course, is not to fail fast but to learn fast, because all breakthroughs in life and work are evolutionary, they’re not revolutionary. People do things wrong. So, Einstein’s first seven proofs for E=mC2 failed, but he learned from his failure and applied it. Thomas Edison famously said, “I haven’t failed. I’ve just found 10,000 ways that won’t work.”

We have an obsession with grand openings in society, but the opening doesn’t have to be grand as long as the finale is. And the way to make the finale grand is not to fail fast, but to learn from each failure.

Pete Mockaitis
Okay. Lovely. So, then I’d also love to get your view on next time we encounter a challenge that just seems tricky, puzzle-some, immovable, what’s sort of like the first thing you do, like the stop, drop, and roll, or the key questions you ask yourself, or the protocol, like, “Here we are, this sounds tough. Don’t know how we’re going to make that happen. Go”?

Ozan Varol
Sure. A couple things. The first is it goes back to the story I told about that simple question, “What if we send two rovers instead of one?” First, ask yourself if you’re tackling the right problem. Because, often, when we get a challenge or a problem, we immediately jump into answer mode, “Is the answer really efficient? I want to come up with a quick answer to this thorny problem.” But when you jump into answer mode, we often end up chasing the wrong problem. So, the first question is to ask, “Am I solving the right problem? Are there better problems that I could solve? Can I reframe this problem in a way that’s going to generate a better answer?” So, that’s strategy number one.

And then after you’ve done that, break down the problem into its smallest subcomponents. So, think about a challenge that you’re facing and, say, you want to get somewhere to an audacious goal in a year or two, and apply a principle called “backcasting,” which I talk about in the book, which is work backward from that desired outcome, and this is sort of the flipside of what we talked about before, Pete, in terms of imagining the worst-case scenario and working back from it. But working back from a desired outcome also works really well.

Work back from what you want to achieve and identify all the steps you need to get there. Because when you look at this, and I experienced this writing this book that’s coming out this week, just when this episode will be released, is when you look at this blank Word document with like 80,000 words to go, it’s really, really intimidating. But if you can take that big thorny problem and break it down to its smallest subcomponents through backcasting, then each step isn’t as intimidating. I can certainly, today, for example, write Subsection A of Chapter 1. But if my to-do just says, “Write book,” that’s really daunting, and this is one of the reasons why people procrastinate.

And so, identifying actual actionable steps is really important, not only because it’s motivating, but it also gives you some sense of progress so you can look back and say, “Yeah, this is what I accomplished today.” It also has the benefit of pivoting your focus away from the outcome to the actual process. So, we tend to, when we’re trying to achieve something, really hone in on the outcome but forget about the process that it actually takes to get there.

And so, for example, if you want to write a book, most people sort of fall in love with the idea of writing a book, and they want to have written a book, but not actually go through the writing process because it can be painful at times. So, doing this backcasting is also a good reality check because it makes you focus on the things that you’re going to have to do to get to that desired outcome.

And the final strategy is, after you outline these steps, so you’ve reframed the problem, found a better problem to solve, you applied backcasting and created some steps of getting there, I would suggest tackling the hardest thing first, the thorniest part of the project. Because if that thorny part ends up being insurmountable for some reason, you want to know that upfront as opposed to a year from now or two years from now.

Pete Mockaitis
Yeah, I really like that. I talk a lot about hypothesis-driven thinking and there are some overlap here when I’m working with aspiring strategy consultants or just teams that want to work better together in my training courses and such, and I think that is one of the best ways to prioritize. Sometimes you might want to start with something that you can sort of confirm very quickly in terms of like, hey, alright, so we can save a lot of time. But that gets to the same core. It’s like you’re tackling the thing that’s kind of like the highest risk in terms of, “Let’s get our answer on the highest-risk matter and then we can move forward.” So, when we talk about think like, I don’t know, a consultant, or like a rocket scientist, or like a lawyer, and I think about political scientists have sort of a whole another way of running their brain I’ve seen, and then maybe like designers.

Ozan Varol
Sure.

Pete Mockaitis
I think of these very domains, and maybe there’s a book in here somewhere. But how would you sort of contrast sort of like the fundamental maybe priorities and principles of how a rocket scientist thinks differently than, say, a lawyer, or a political scientist, or a management consultant?

Ozan Varol
I think there are a couple of key differences because a lot of that, actually all of the principles that I outline in the book come from the sciences, and a lot of them take sort of a grander scale in rocket science because of the stakes involved. I mean, in none of these fields that you mentioned, whether it’s politics or law, or political science or law, or designers, I mean, in some cases, I guess, human lives are going to be at risk, but the scale involved in rocket science is so massive. Each time you fire a rocket, hundreds of millions of dollars, and for human space flight, lives are at risk. And so, all of these principles take on heightened meaning when you’re talking about rocket science. And a lot of the principles, again, come from the scientific field.

So, for example, I don’t really see lawyers, I’m a law professor, that’s my day job, I don’t really see lawyers think about this, but the idea of in science nothing is proven right. It’s simply proven not wrong. Only when scientists beat the crap out of their own ideas and fail to disprove them can they begin to develop some confidence in them and, actually, that’s something I rarely see in the legal field, for example. The very best lawyers that I’ve seen apply that thinking to some extents of actually trying to get to know the opposition’s argument better than the opposition does, but it’s not something that’s talked about because it hasn’t completely crossed over from the sciences into the legal field. And, again, many of the other principles, like test as you fly, for example, I’ve also really not heard about outside of rocket science.

And there might be some crossover, of course, but because the scales are so massive in rocket science, you have to build in all of these contingencies and ways of thinking in a way that you may not need to when you’re writing, say, an academic article on political science or drafting a brief for a legal case.

Pete Mockaitis
Well, Ozan, I’m actually very surprised by that response. I thought you would say, “Oh, sure, yes. In the legal community, as I’m a professor, I see it over there.” In a way, I’m a little disappointed if I shell out over 300 bucks an hour for a big law associate, not a partner, an associate, I’m not getting these thinking tools at my disposal. That’s kind of disappointing.

Ozan Varol
Well, if you get one of my students then, sure.

Pete Mockaitis
All right.

Ozan Varol
Because I try to get them to apply that rocket science mindset to law every day, but it works for some people, it doesn’t work for others.

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

Ozan Varol
No, I think we’re all set with the book.

Pete Mockaitis
All right. Well, you gave us one quote. Is that your favorite or do you have another favorite quote to share?

Ozan Varol
No, the quote from Antoni Gaudi is really my favorite. Another one that I think about often is a quote from Warren Buffett where he says, “We get fearful when others get greedy. And we get greedy when others get fearful.” I tend to think about that in my own life, and ask when I see a lot of people doing something, and ask myself, “How can I do the opposite of that? Or what can I do to do the reverse?”

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

Ozan Varol
It’s about this study of college students. The experiment just placed these college students in a room, they removed all of their belongings, so they left the participants on their own, and they told them to spend time with their thoughts for 15 minutes. That’s it, just 15 minutes. Now, there’s also a twist to this. If they wanted, instead of sitting there bored for 15 minutes, the students could self-administer an electric shock by pressing a button. So, you’ve got two options: you can either get bored or you can shock yourself.

In this study, 67% of men and 25% of women chose to shock themselves instead of sitting undisturbed with their thoughts. There was one person who delivered 190 shocks to himself during the 15-minute period, and I think that’s a really shocking thought, and it’s because boredom is becoming somewhat of an endangered state. And that’s a dangerous development because boredom is so central to creating new insights. I give a number of examples of this in the book. But creative ideas arrive during these moments of slack not hard labor, but many of us are too busy moving from one email to the next, one meeting to the next, one notification to the next, that we don’t build in those periods of boredom in our lives. And as a result, our creativity suffers.

Pete Mockaitis
Thank you. I’m most intrigued by the gender difference actually because what’s that about?

Ozan Varol
Right.

Pete Mockaitis
And how about a favorite book?

Ozan Varol
It’s called Civilized to Death: The Price of Progress by Christopher Ryan. His argument is really simple, and I think backed by really compelling evidence. He says that there is a serious mismatch between our genetic makeup and the modern conditions of Western civilization. We’re essentially apes dressed in suits, eating a diet, and living a lifestyle just wildly out of touch for how our bodies and minds were constructed. And he offers some ways of adjusting our lifestyle to better match our genetic disposition. It was a really fun read.

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

Ozan Varol
I just signed up actually over the past month and I’ve been obsessed with it is called Readwise, and you can access it at Readwise.io. It hooks up to your Instapaper, so that’s the app I use to save articles and read them later, along with your Kindle account, and it will sync highlights, and it will send you, I mean, you can pick the number, anywhere from, I think, 5 to 50 highlights every day. And so, you open your email in the morning, and these are highlights from a book that you may have read three years ago or four years ago.

And I tend to read books and paperback or hardcover, and there’s a way of typing your notes or importing your notes into Readwise as well. It’s really cool because sometimes I’ll read a book three years ago and I’ll just completely forget about it, and having this system in place where you get an email with these random things that you highlighted from the book is a really good way to help retention. So, I’ll remember things and then I’ll end up using, say, a research study in a book that I’ve read five years ago, and I’ve just completely forgotten about. I’m really loving that tool.

Pete Mockaitis
Oh, cool. And how about a favorite habit?

Ozan Varol
It goes back to boredom, but I’ve become very intentional about creating boredom in my life. And one way I do that is, I sit in the sauna for 20 minutes, I try to do this every day with nothing but just a notebook and a pen just to jot down thoughts that might occur to me. But some of the best ideas I’ve had in recent memory have come to me in that stifling solitary environment of the sauna.

Pete Mockaitis
Doesn’t the paper get wet?

Ozan Varol
It does. It does. But I can still read what I wrote so that’s all that matters.

Pete Mockaitis
Okay. And how about a particular nugget, something you’re known for, you share and people quote it back to you frequently?

Ozan Varol
First thing that jumped to mind is, “It can be harder for you to survive your own success than to survive your failure.” And it goes back to something we talked about earlier in the conversation, Pete, about how success breeds complacency, and I give the examples in the book of the Challenger and Columbia disasters, two really tragic disasters that were preventable but NASA got complacent with its own success. And I talk more about that in the book and sure ways that people can use to fend off complacency and to identify the small stealth failures that tend to get concealed when we win because the instinct when we win is to celebrate not to look back at what may have gone wrong.

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

Ozan Varol
I have a weekly email that goes out to over 19,000 people called the Weekly Contrarian, and you can sign up for that at WeeklyContrarian.com. And then my book is Think Like a Rocket Scientist, it’s available wherever books are sold, and you can find all the purchase links at RocketScienceBook.com. And I do have a special offer for the listeners of your podcast, Pete. If people order the book by, let’s say, the end of April, I’ll give them a special bonus of ten 3-minute videos from the book with just action-packed insights, so practical strategies from the book that people can apply into their lives right away. And so, if you order the book, and forward your receipt to Rocket@OzanVarol.com, and just mention that you heard about me on this podcast, and you’ll get that video bonus.

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

Ozan Varol
Question the default. Instead of operating on autopilot and taking your assumptions, your habits, your processes for granted, take time every now and then to hang a question mark at the end of them, and ask yourself, “Do I own my assumptions or do my assumptions own me?” And just remember the research study about how employees at call service centers tend to perform better if they use browsers that don’t come as the default. So, if they use, for example, Chrome when the default browser is Safari, and it’s not because using Chrome magically makes you a better worker, but it’s because someone who questions the default when it comes to the browser choice, also applies the same mindsets to other areas of their job.

Pete Mockaitis
Ozan, thank you. This has been a treat. I wish you lots of luck with the book and your adventures.

Ozan Varol
Thanks so much, Pete.

543: How to Build Skills Faster and Improve Mental Performance with Britt Andreatta

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Britt Andreatta says: "Our body is built for learning."

Britt Andreatta shares neuroscience insights for boosting your learning, memory, and creativity.

You’ll Learn:

  1. How to make your learning stick
  2. The striking benefits of boredom
  3. How to deal with information overwhelm

About Britt:

Dr. Britt Andreatta is an internationally-recognized thought leader who creates brain science-based solutions for today’s challenges. As CEO of 7th Mind, Inc., Britt Andreatta draws on her unique background in leadership, neuroscience, psychology, and learning to unlock the best in people, helping organizations rise to their potential.

Resources mentioned in the show:

Thank you Sponsors!

  • Empower. Save more money, effortlessly. Get $5 free when you reach your savings goal at empower.me/awesome with the promo code AWESOME

Britt Andreatta Interview Transcript

Pete Mockaitis
Britt, welcome back to the How to be Awesome at Your Job podcast.

Britt Andreatta
Hi, Pete. I’m super excited to talk to you today.

Pete Mockaitis
Oh, me too. Me too. Well, I’m excited to dig into your wisdom associated with learning and I understand you’ve been learning some things about fabric art lately. What’s the story here?

Britt Andreatta
You know, I’ve discovered a new hobby for myself, which kind of surprised me, but I am just really into it and it takes me to that place of flow where I can do it for hours and not feel like I’m working. And because I’m a researcher, I’m always in my head analyzing stuff and it gets me out of that. And I just get to play with color and textures and build these beautiful fabric murals that I just take great joy from it. But it’s a new hobby so I’m now in that place where you’re trying to feed the flames of a new hobby and investing way too much in it and then figuring out where I’m putting it in the house and have scraps of stuff everywhere, so it’s kind of fun.

Pete Mockaitis
Well, a fabric mural, I don’t know if I have seen a fabric mural before. I probably have, I just don’t even realize it. Help me visualize that.

Britt Andreatta
Well, so you can draw something on a piece of fabric, and then instead of using paint to fill it in, you use pieces of fabric to be your paint, and so you’re sewing them on, or stitching them on, or quilting them on, whatever technique you want to use to build the image using fabric.

Pete Mockaitis
Well, that’s interesting. I’ve heard that these kinds of activities, here’s a segue for you, like these sorts of things, kind of like knitting, is something that can sort of put you into a different brain groove. And I imagine you are one of the most qualified people to comment on this. What’s the story there?

Britt Andreatta
Well, whenever we have something that takes our attention but doesn’t require a whole lot of cognitive thought, you know, really concentrating on something or analyzing something, it can just take us to that zone, a little bit of a zone state where you can be really present.

I think we all have something like this. For some people, it’s running. For some people, it’s some kind of knitting or fabric art. For some people, it might be gardening. But there’s real pleasure in it because it acts as a mindfulness practice. It allows you to hit that place of presence and really just being in the here and now, which is, for me, it’s hugely relaxing. I find that I’m so much calmer and happier after I spend a little time doing this thing. The fact that I build things and then that I can give away as gifts is also cool. But even if I couldn’t, just the value of being in that state makes me a happier person to be around.

Pete Mockaitis
I hear that, yes. That’s excellent. Well, so we’re going to talk about brain science and learning and such, so maybe we can go meta for a moment before we do that. Do you have any quick tips for listeners right now because we’re about to learn something? What might they do in this very moment of listening to maximize the learning from the exchange we’re having right here?

Britt Andreatta
Great question. So, the big myth that we all believe but which is not true is that we can multitask while learning and we just cannot do that.

Pete Mockaitis
Uh-oh. Everyone doing the dishes right now, like, stop. Put the wash down.

Britt Andreatta
Put them down. We can multitask in other parts of our life, like you can cook and listen to something. But when you truly want to learn, and learning requires that you take it in and it gets pushed to your short-term memory and then ultimately your long-term memory, our brain really needs to be able to focus on it and gather all that information so it has a complete set of data to push into memory.

And when we multitask, we kind of flip back and forth, it’s called switch tasking, so if you’re also trying to look at your email and listen to this podcast, what your brain would do is I’d become the Peanuts character in the background, “waah, waah, waah, waah,” as you read the email, or you’re listening to what I say and you’re not really glomming onto what the words in the email are saying.

So, if you really want to learn, just focus on learning. If you’re listening to this for entertainment, it’s okay that you’re doing the dishes at the same time. But if you really want to push it into memory, give it the focus it deserves.

Pete Mockaitis
Okay. So, that’s the first thing is giving it the focus. But does anything else leap to mind?

Britt Andreatta
Yeah, with any kind of learning, learning is stickier, meaning you’ll be able to recall it better in the future if you try to find a way to attach it to something you know. So, as we’re talking today about brain tips and tricks, if you remember a time that works for you in the past, or you imagine a time doing it or it calls up a memory, and each time you can attach it, or it reminds you of something you learned in the class in college, hook it to something you already know and it makes it stickier than if you just let it be kind of a free-floating piece of information.

Now, good teachers will do the work and help you attach it to something you know, but that’s a trick you can also use for yourself, is find a way to connect it to something you’ve already experienced or heard or seen or lived through.

Pete Mockaitis
You know, it’s funny, that really reminds me of when I was in high school in Economics class, I started thinking about the firm and profit maximizing and how, in a way, that’s kind of like life, there’s stuff you like doing, that’s like revenue, stuff you don’t like doing, that’s like cost, and you might try to maximize your profits, or you might say that’s a hedonistic way to live your life, and you shouldn’t. But, anyway, that’s how I was kind of like connecting with things and it makes a world of difference. And then, subsequently, I guess you might call these scaffolding or mental models, or there’s probably a number of terms neuroscientists use for these concepts we have to attach stuff to. What do we call those?

Britt Andreatta
It’s called a schema.

Pete Mockaitis
Schema, there it is.

Britt Andreatta
Yeah, so there’s schemas in your brain for all kinds of things, and they’re different for each of us, but the trick to good learning or to putting it to memory is to hook it to a schema you already have.

Pete Mockaitis
Well, it’s funny, as I think about that, I’ve done this kind of naturally with a lot of things and maybe that’s why I got good grades. So, it’s interesting, like anything from a computer game I loved to play, it’s like, “You know what, this is a lot like a missile base, they’re defending a planet.” Tell me, what are some of your go-to schemas you find yourself naturally attaching new learning to frequently?

Britt Andreatta
So, I build learning for other people frequently, so when I’m trying to build an experience for my audience, I try to find something that I know is pretty common knowledge. So, for example, I have a change training and I’ve built it all around this idea of going hiking or mountain climbing, and even if you’ve never done it, you know what it is, right?

So, as I’m playing with the concepts and likening change to different kinds of terrain and journeys, your brain has a place in it because it’s heard of that before. So, if you’re designing learning for other people, this is what great science and math teachers did in high school and college, is they took something that’s fairly abstract and they found a way to attach it to something you already knew about, and how you did that with your own Economics class.

So, if you’re designing learning for others, think about that. And for yourself, whenever you can put yourself through that little pace of, “Huh, what does this sound like? What can I connect this to? Do I have an experience of this?” it just gives your brain something to physically adhere it to in a way that makes the difference in terms of how it is stored in the brain and the ways your brain can call it up in the future.

Because the way our brain calls up a memory is all of our senses are part of when we learn, so we’ve got the visual, the auditory, the taste, and the smell, all of those are like threads, and they get bundled up, these bundled up sensations get kind of packaged as part of the memory. And so, pulling any one of those threads can pull it back.

This is why if you’ve ever traveled in Paris, for example, and you were there and you were feeling the rain, and smelling the croissants or the stinky cheese, or whatever it is, if you ever smell a croissant in the future, it can pop you back to this picture of Paris, “Oh, my gosh, I remember I’ve been there.” So, memory is actually tied through all these senses, and if we’re intentional about that, then we can use those threads to help pull that thing back out of the brain.

Pete Mockaitis
Well, yeah, that is interesting. And so, while we fast-forwarded right to some immediate tactics, but maybe we can zoom out a little bit in terms of so you’ve got this book Wired to Grow and now a version 2.0 even. Can you tell us, what’s the main thesis and what’s sort of like the hot new discoveries that warranted a second version?

Britt Andreatta
Great questions. So, I wrote the first book five years ago and it came out, honestly, for me, just doing research into neuroscience because I wanted to be better at my craft as a chief learning officer, so I literally did the learning for my own benefit. And then I ended up sharing it as a presentation, and people were like, “Oh, my God, you need to share this with more people.” So, I started doing it as a keynote, and then it turned into a book.

Neuroscience is still a relatively young field. It’s only recently that they’ve even had the technology, and new technologies coming online all the time, to even see inside of us and see what really is happening. So, neuroscience is relatively fresh on the scene in terms of giving us a new way of looking at any behavior. I happen to look at learning but you can apply it to anything.

And so, honestly, I had written two books since the first one. I’d done the one on change, which is Wired to Resist and I had done the one on teams Wired to Connect. And, like anything else, as I wrote books, I got better at it. So, then I kept looking at this first book, and it just looks so sad compared to the others. It wasn’t as well-researched. The graphics were terrible. I was just like, “You know what, it needs a refresh,” and I was really busy. And I thought, “Instead of writing a whole new book, why don’t I just refresh ‘Wired to Grow’? I can update some studies. I can clean up the graphics. It won’t take that much work.” So, I actually took it on as “doable” project.

Well, in five years, so much had change around what we know about learning that I literally had to rewrite the whole thing. I mean, it’s 90% new material and 10% some of the original concepts from the book. So, the reason I did, you know, the real reason I did a second version was to kind of get that up to speed with the other ones. But what was really exciting was seeing just how much more new information we’ve discovered about how we learn, what memories are, how we drive behavior change, what creativity is, like there’s just so many good things that the book ended up being twice as big as it was originally.

Pete Mockaitis
Well, that’s cool. So, can you share with us, like what is sort of a new discovery that is sort of mind-blowingly cool?

Britt Andreatta
All right. Well, there’s several of them, but let me give you a couple of them. One of the first is just really understanding what creativity is. They can now see when we have those aha moments, and a lot of our best ideas come from aha moments. Even if you’re trying to solve a problem, usually you don’t solve it in that minute that you’re concentrating on it. It’s usually when you step back and take a break, or you’re in the shower. Oddly enough, showers are one of the number one places people have moments of creativity.

That they can now see the aha moment, and they can see the brain waves change on the MRI machine a few milliseconds before the aha moment actually happens. And they can also see that right before the aha moment happens our visual cortex goes offline. Scientists call it brain blink. But, essentially, it’s all happening in that millisecond before we go, “Eureka!”

And what’s interesting now is, as they’re understanding what creativity is, we can now set ourselves up for having moments of creativity. So, some things to do are the resting neocortex, take a break, give your brain that chance to step back from what it’s concentrating on because that allows more regions of the brain to come online and those connections to happen, those synapses to fire.

The second thing you can do is prepare your brain to have connections. So, this is really about getting outside of your comfort zone, reading sources and topics that seem unrelated or that would not be your normal go-to. So, it’s kind of like walking into a library, and instead of going to your favorite section, you go explore a lot of different sections in the library and expose your brain, let it take in more stuff. You’re preparing it to draw connections that you might not normally see.

And then the third thing that you can do, it’s called sensory gating, which is stuff like taking a shower where we have the white noise and we’re warm and we can kind of setup this place for things. Sitting out in nature is another form of sensory gating. Being near water seems to be particularly effective. And so, you just allow these senses to kind of take a break, and it seems to setup that moment to create more aha moments.

Pete Mockaitis
Well, now, you got me wondering about hopping into a sensory deprivation chamber, a.k.a. float tank. Like, is there some science there? You’re gating all kinds of senses there.

Britt Andreatta
I haven’t personally sat in one, and I didn’t remember reading a study specifically about that, but it makes sense to me that that would work, right?

Pete Mockaitis
Yeah. It’s like, “I need my pen and paper though. Can I get that in here?”

Britt Andreatta
Exactly. This is what’s funny, is that before, I’m sure you’re like this too, like when I’m trying to solve a problem, I just want to keep at it, and I used to get annoyed when I would feel tired, or I just need to have a break. I’d feel like I was slacking. But since I read this research, I’m now like, “Great. Take a break. I’m setting myself up for the aha moment.” So, it gets me more committed to the breaks. And, honestly, it’s made work go better now that I’m kind of working with how the brain creates moments of aha.

Pete Mockaitis
Yeah. Well, I really appreciate that explanation associated with sensory gating, like that’s what these things have in common, that’s why showers do that because you are in an environment where some things are shut off, they’re closed, and so there you go. I heard a fun story, I guess I think it might’ve been Aaron Sorkin, got great ideas in the shower, so he just built a shower in his office and took like eight showers a day, which I respect.

Britt Andreatta
When I’m teaching this group to crowds of people, I’ll ask, “Where do you get your best ideas?” and shower is one of the number one reasons. In fact, I encourage people to read a book that’s written, it’s called The Blue Mind and it’s all about the research of why water, being in it, on it, under it, around it, seems to lend itself to both us feeling calmer and having more creativity.

Pete Mockaitis
Oh, that’s really cool. Well, so I want to talk about some calm for a moment. So, we’re talking about brains and working to process and learn information. It seems like quite an epidemic folks have these days is just information overwhelm, overload, too many emails, too many incoming things, competing priorities, like, “What even do I focus on? I just feel…” maybe like you’re drowning in all this stuff. So, can you tell us, what does that to our brain and what should we do about it?

Britt Andreatta
That’s a great question, and I definitely suffer from this as well. Well, it’s true. Technology has outstripped biology. We now have technology pushing things at us faster, bigger, better than we are biologically designed to consume so we are overwhelmed. And that’s why, I think, we’re seeing stress levels go up, people not taking vacations. Used to be that email was a convenient way to communicate, and now there’s just so much pressure. People want instant communications. There are so many different channels at which we can have information pushed at us, and we are living in the information economy, so everyone is trying to get our attention with, it’s about screen time now, “How long can we keep eyeballs on the screen?”

So, remember there is a capitalistic component of it where people are maximizing that because that’s where their dollars come from. That’s why when you’re on social media, it constantly is loading up more things to click on. You will never get to the bottom of the page or get to the last video because it’s designed to keep taking you down the rabbit hole.

So, with that, and I love technology, it’s beautiful and wonderful, and yet it can really stress us out so we all have to have some agency and some sense of self-control. I think this is why digital detox is really important. Like, giving yourself a day to just not be on any screens, coming home at the end of the day and just setting your devices down and not picking them up for a while, and definitely, so you don’t take your screens to bed. These are all important things to think about.

The other thing, too, is that, remember, we’re a tribal species. We are designed and built to live in tribes of about 150, and that’s what our brain was really built to keep track of, relationships we could manage. And so, now that we’re global, and trust me, I get the beauty of being a globally-connected world. I think it makes us more empathetic to our brothers and sisters of different cultures around the world. It also means, though, that we’re trying to track too many things. And, particularly, because news likes to send us all the negative stories, it can put us into that amygdala, a fight of flight response, of feeling stress all the time.

Because when we look at the news, what we’re hearing about is 10 people drowned in Bangladesh, and so many people this happened to them here, and a plane crash over there, and fires here. Not that we shouldn’t be informed, but if you’re not careful, your brain is literally feeling like you’re under attack all day every day, because your brain, these are all members of your tribe, and you should gear up to fight that foe.

So, I think it’s also a little bit about controlling access to yourself, not letting all these messages come to you. And then also, intentionally finding ways to find good stories and counterbalancing the negative spin that’s designed to sell things.

Pete Mockaitis
Yes, I think that’s well-said, and I feel it in terms of sometimes I’ll hop into an Uber and then they’ll just have sort of some news going, it’s like, “This home was broken into, and this thing burned down.” I kind of go back and forth with this in terms of like, “Just how much do I really need to know this? Like, being informed sounds like a good thing that we want to be, but then, again, how crucial is it?” And sometimes I get a little bit snarky with the newspapers or media, it’s like, “Here’s the news you need to know.” Like, “Do I need to know it today? Really? Is that a need? To what extent do I need it?” And I get all philosophical about the matter.

So, I guess, what I’ve come away with this in terms of, hey, different professionals at different times have different needs for news consumption. So, if you’re running a political campaign, yeah, you’re going to need to know a lot of those things about what’s going there. And if you’re sort of just engineering innovative technological solutions over at XYZ company, you may not need to know what the headlines are all that often.

Britt Andreatta
Exactly. And then it’s just about realizing that your devices and the companies that feed those devices are going to be trying to get your attention. They’re going to use whatever strategy they can to get more of your time. So, at some point, you just have to say, “No, I’m turning it off. I’m having a no-technology window of my day.” And then just pay attention to your body. Our body is really an amazing thing and it will give you information. If you’re getting a knot in your stomach, turn it off. If you’re starting to feel anxious, give yourself a break. Your body is giving you information about how it’s receiving it.

This is why mindfulness is so great. It makes us pay attention to our bodies. And it’s also why fabric arts and knitting and running and all these stuffs is great too because it gets us out of that zone. It gets us more into the here and now where probably we’re okay.

Pete Mockaitis
Well, so you mentioned mindfulness, and I’m thinking about I was amused in our last interview, I asked you about a favorite book, and you told me, I’m thinking you said, “I haven’t read this book yet but it’s going to be my favorite. It’s Altered Traits,” because this is a topic you love and authors you love, so you know it’s going to be great sight unseen, which I thought was pretty awesome in terms of that’s how closely you’re following this stuff.

So, while we’re talking about mindfulness, maybe you can convince me and many listeners here, what were some of the striking research results coming from that book or elsewhere that you’ve seen to make say, “Pete, I am 100% certain you will see an amazing return on your time and energy invested in mindfulness practice”? Can you lay it on me?

Britt Andreatta
Okay. No tall task, Pete.

Pete Mockaitis
Yeah.

Britt Andreatta
Well, two things, boredom is a good emotion. Somehow, we’ve been convinced that being bored is bad. And yet, boredom is oftentimes where creativity comes from. Boredom is oftentimes when our brain makes those connections. Boredom is often calming for our system. So, let me just challenge the myth that boredom is a bad emotion. I think we want to cultivate a little bit of boredom in our lives. It’s not a bad thing.

Two, mindfulness looks a lot at different ways. So, for people like you and me, I can tell by just looking at the bookshelf that’s behind you right now that you and I both can, like, live in the world of the mind, and read stuff, and be into the study, and analyzing stat, like we live in the life of the mind. So, classical meditation is actually hard for me because my mind can really just chew on it. Physical mindfulness practices, like yoga, walking meditations, even doing the dishes can be mindful. This is why the fabric arts thing is really working for me because it gets me into my body and out of my head.

For some people, getting into their head and doing the traditional meditation of just kind of watching your thoughts and letting them go, that’s really valuable. So, each of us needs a different type of mindfulness practice. There’s a lot of different ones out there so play with them. Please don’t just give one class a try and say, “That’s not for me.” Try different formats and try a couple of different teachers because you’re going to find the one that makes you go, “Oh, yeah, that feels good. That made me better having done that.”

In terms of mindfulness, why you want to explore it, the research is pretty damn convincing and pretty darn consistent. It really does amazing stuff to us. So, there’s some immediate benefits that you get in terms of lowering your blood pressure, but that’s only if you’re in a mindfulness practice you enjoy. If you’re in one that’s rubbing you the wrong way, your blood pressure is probably going to go up. But, generally, when we find the right one, blood pressure goes down, our body gets into a more relaxed state.

The more we practice mindfulness, the more we can stay at a calm state, and even if we have an upsetting event, we don’t escalate as high as we would have before having that mindfulness practice. So, our highs are not so high. And we come back to stasis faster, being able to achieve that calm state longer.

In addition, it’s doing all kinds of things physically. Like, people who have regular mindfulness practices have lower risks of heart disease, have lower risks of age-related decline, there are just some good stuff that happens. And here’s the kicker, they’re actually showing that you live longer with a mindfulness practice, that the chronological age of your body shifts.

And so, one of my favorite researchers on this, Richard Davidson, one of the co-authors of Altered Traits which did turn out to be my favorite book, I was right. It’s amazing. Anyway, he has put Tibetan monks on MRI machines, like, he’s taken the people who have thousands of hours of meditation under their belt, and then he’s compared them to people who have never meditated. And what was astounding was some of these monks who probably are like world-class champions at meditation, they are many decades physically younger than their actual chronological body.

Pete Mockaitis
Many decades, like three, or four, or five?

Britt Andreatta
Yes, like it helps you live longer. And I don’t know if you’ve heard of this, but our DNA strands have these little things on the end, they’re kind of like the tips of the shoelace.

Pete Mockaitis
Telomeres?

Britt Andreatta
The telomeres, I can’t pronounce it correctly but there’s these telomeres things at the end. And as we live, those get shorter and shorter. And they say that, basically, that they predict how long we live. And when you kind of run out of the ends of those things, you’re ready to die. Well, people who have regular mindfulness practice, those telomeres tips, they slow down, they don’t shorten as fast for those people who don’t have mindfulness practices.

So, literally, the body, the brain was built for a mindfulness practice of some kind which is why you’ll find a form of it in every religion and every culture, it’s just that we’ve all kind of forgotten that, and so we’re kind of having to come back to something our body was built for. And I would just say, Pete, give it a try. Find the right channel. Find the right teacher, but don’t give up till you get one that makes you feel good.

Pete Mockaitis
Oh, sure thing. And I’ve gotten into some good grooves from time to time with, well, so, Simple Habit is a sponsor, and I think they’re great and I really enjoyed working through those. And I think it’s almost like any other positive habit like exercise or you name it, in terms of like, “Oh, I get on the wagon, I fall of the wagon,” so there’s that. Okay, cool. Well, go ahead.

Britt Andreatta
Well, I wanted to answer, I wanted to say one more thing when you asked me the question of, “What were like some big key findings?” So, I got into creativity, and there’s one more I wanted to highlight which I think is relevant here, which is our bodies can repair themselves in ways that are just astounding researchers.

And a couple of the things that have really developed just in the last decade is you can take people who are paralyzed and have been paralyzed for years, and using the right kind of neural stimulation, you can regrow the nerves that have been damaged. And so, they’re actually seeing people that have been paralyzed walk again. I have seen videos; the research is outstanding.

And so, there’s some things that we’re learning about our bodies and the ability of our bodies to regrow nerves, and it’s more that we just haven’t had the right knowledge to work with how the body can do it but now researchers are starting to get that ability. So, some of the things that I was seeing in the research was just neuroplasticity and neurogenesis, the ability for our nerves to be flexible and also to grow new ones is truly astounding. And so, yeah, if a paralyzed person can stand up and walk again, I can probably learn a new habit.

Pete Mockaitis
Oh, yeah.

Britt Andreatta
There’s no excuse for any of us to say, “I can’t do it.” It’s really about, “Do you have the right teacher? Do you have the right motivation? And are you willing to put in the time?” But if you get enough habits under your belt, if you get enough repetitions under your belt, you really can rewire most parts of your body in significant ways.

Pete Mockaitis
Well, that’s exciting. So, whew, boy, we’ve covered a lot of fun territory. Let’s see. Talk about learning again, so let’s hear, we’ve hit a few strategies associated with connecting things to an existing schema if you want to have some creative ideas, having some gating. I’d love to get your take on what are some of the most powerful learning strategies you’ve discovered that just make a world of difference in terms of what you absorb and remember and are able to, in fact, apply in life.

Britt Andreatta
Great question. So, one of the things that came out in my researching the second edition was our understanding of memory has actually changed a lot in the last five, six years. And scientists have actually identified that there’s nine different types of memory, okay? So, there are some memory we know of, like when we are trying to learn something academic and we’re studying facts and figures. That’s one kind of memory. It’s called semantic memory.

There’s a different kind of memory which is embodied memory. It’s called episodic. So, if I was studying about France and studying facts about Paris, that would be semantic. If I went to Paris and was standing at the bottom of the Eiffel Tower, about to enter the Louvre, I would now have all these sensory pieces of data that would be part of that memory.

No surprise here. Episodic memory is the most enduring. It’s the one that is the stickiest because it’s tied in our memory banks to a whole bunch of experiences and sensations not just, “Did we memorize it?” right? And then there’s some memory that’s kind of unconscious to us, stuff like the Pavlov dogs thing, right? We can create cues and get somatic responses. Habits, you know, when we do something over and over again, our basal ganglia turns it into a habit. That just becomes something that we can cling to and we don’t really have to think about it.

So, part of when you’re thinking about learning is to think about, “What kind of memory am I working with here?” and then build the learning to align with the right kind of memory as opposed to sticking the same approach. So, with that said, this is really pointing to why virtual reality is a gamechanger, particularly for certain kinds of things to learn, that when we can take something and literally put on a headset and be in the physical space, our brain takes a VR experience and codes it as a lived memory.

Pete Mockaitis
That’s awesome.

Britt Andreatta
And it responds to being in that setting as if we’re really there. So, it’s tricking the biology enough that your brain really feels like it’s in that setting, and so then it’s coding it as a lived memory. So, VR has the potential. You wouldn’t use this for everything but certain things, like when you have people who need to learn a dangerous task, having them build up experiences in a safe environment is really important. Or when people need to learn a physical space and it’s not easy or safe to get them into that physical space, they can build the memories of the space in a virtual environment.

And, certainly, things that are about people, like having empathy or having emotional intelligence. When we are in a headset dealing with another person, that is also lived memory, so we can gain some of those skillsets. So, I would say virtual reality, because of how it’s aligning with our biology, is really worth looking at and, realize, it’s evolving quickly.

So, if you tried a headset a year ago, it was a little wonky back then. It’s already better and it’s going to get better every six months, so just keep trying it. But I think a VR strategy should be part of every organization’s learning plan for the future.

Pete Mockaitis
So, VR, interesting, you know, new tool available. And then let’s say if we don’t have that and we have kind of the basics in terms of audio-visual stuff, PowerPoint, keynote, projector, laptop, videos, audio, flipcharts, whiteboards, talking in person, these things.

Britt Andreatta
You’re going to run through the whole list, Pete?

Pete Mockaitis
Yeah, a few more. So, if you’ve got the traditional tools, and based on how people learn, how might we choose to, say, deliver or structure a presentation or a training differently such that more is absorbed?

Britt Andreatta
Great question. One of the things that I like to say is our body is built for learning. Like, we’ve been learning for hundreds of years before we ever had any of these technologies. So, what’s cool is we’re designed to learn from each other. Mirror neurons are specifically designed for observational learning. So, we’ve been learning each other since we were chasing down the woolly mammoth on the plain, watching each other do it. The original PowerPoint was the cave drawing, where we, “Okay, we all gather over here and we’re going to go do this,” and sitting around the fire and telling stories.

So, learning is innately in our DNA. We learn from each other, we learn through story, narrative. I always say, whatever you’re teaching, build it into a story because the brain is built for story. Whenever you can, show and tell. And then, more importantly, let people do it. This is where people fall down a lot. I’m not kidding, I’ve gone into Silicon Valley and sat through a two full day manager training where they’re spending thousands of dollars to take people “off the job” for manager training. and great visuals, great content, and yet there was no practice. Not one minute of practice.

[39:25]

Pete Mockaitis
Anything.

Britt Andreatta
Yeah, I mean, practice is how we change our behaviors, it’s how we change our habits, so you got to make sure that whatever behavior you’re trying to drive, whatever that looks like, what kinds of words and actions do you want to see out there, have them do it in the room and make it safe to make some mistakes, and do the coaching and the improving in the room. Because once people get strong in the room, they’re much more likely to go do that back out in the fields or on the floor, or wherever they have to go do their jobs. So, make sure that your learning elements have those pieces to it.

Then in terms of what kind of technology you’re doing learning through, it just depends on what you can afford and where your audience is. If they’re working globally, you’re going to need to be leveraging video conferencing and some digital assets. If you’ve got people in the room, then you could be dealing with a whiteboard and some conversation. So, I hesitate to tell people, “Go out and invest in a bunch of stuff,” because good learning can happen anywhere. You can make great learning out of any tools that you have.

And then, because of observational learning, I would say, if you have the ability to use video, it’s great because you can show people stuff and make that scalable because you videotape it once and then a bunch of people can see that. And so, scalability comes down to if you invest in something, then that may be usable by a lot of different learners over time. But all those bells and whistles don’t get you away from building good learning with aha moments and driving behavior change.

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

Britt Andreatta
I would say people learn best when learning is chunked in 15- to 20-minute segments. What we have found is that human attention span really can’t focus for longer than 20 minutes. So, even if I’m running a half-day program, it’s all done in 15-minute content pieces broken up by processing of activities and practice sessions. So, string a bunch of bite-sized stuff together to make a longer learning event, but don’t talk to people for more than 20 minutes because they just can’t retain it, and then they’re not going to have the thing that you want to push into their memory.

Pete Mockaitis
And when you say processing activities, I guess I’m thinking of all kinds of interactive exercises that can take a while, but I imagine you’ve got a couple processing activities in mind that might just take a minute or two. What are some of those?

Britt Andreatta
Yeah, absolutely. Literally, it can be as short as take one minute and jot down some notes about how this applies in your own life or memory you’ve had with this, right? So, you’re just asking them to attach it to something. You can give them some kind of reflective questions to answer or a conversation to have with a partner. They could take a quick assessment. I kind of always do like five-minute activities, one- to five-minute activities. They don’t have to be long. But it basically just says, “This thing that you just learned, play with it for a minute.” And when you play with it for a minute, you’re naturally pushing it and attaching it to your schemas, you’re naturally personalizing it a little bit. And then the brain can be ready to learn more.

But if we keep giving people more content, not only does their attention span wane, but then they have more and more and more to try to attach to something, and then they’re going to miss some pieces. So, chunk it. Chunk it into bite-sized experiences. It doesn’t have to be big and showy. Literally, a couple good reflective questions or a dyad conversation and you’re good to go.

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

Britt Andreatta
I love this quote from Robyn Benincasa, she’s a world champion, and she says, “You don’t inspire your teammates by showing them how amazing you are. You inspire them by showing them how amazing they are.”

Pete Mockaitis
Yes, I like that. And how about a favorite study or experiment or bit of research?

Britt Andreatta
You know, I’m still into what’s happening with mindfulness. I think that continues to be a great place for us to explore. But I’m really interested right now in kind of sense of purpose and innovation. So, I’ve been doing a lot of research on what drives innovation and also the brain science behind having a sense of purpose or a meaningful life, so those are some things that I’ve been really digging on right now.

Pete Mockaitis
And we mentioned Altered Traits. Any other favorite books?

Britt Andreatta

I’m really enjoying Bill Bryson’s current book called The Body. It’s just really interesting research about our whole internal working, but he’s also a comedian so he makes it really funny, so I’m enjoying the science behind that.

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

Britt Andreatta
You know, PowerPoint is my go-to thing for everything but I also have been doing a lot of video editing with Camtasia, and so those are two tools I use frequently to do the work that I do.

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

Britt Andreatta
I recently heard from some folks who went through the change training and they just said that they found that they were able to apply it to everything, not only work changes but personal changes. Even just kind of our response to things that are difficult in our life, that that’s a type of change journey as well, and how we resist. So, I oftentimes get people who email me and say, “Hey, thanks for sharing that. I now really see all the ways that I’m resisting or people around me are resisting, and have some new ways to try to help people move through it.”

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

Britt Andreatta
My website is the best place to go BrittAndreatta.com. Everything I’m up to is there. And then I love it when people connect with me on LinkedIn. I really do enjoy my community of folks on LinkedIn, so please connect with me. I’d love to hear from you.

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

Britt Andreatta
I would say give yourself permission to have a break. We need more breaks than we need more to-do lists. So, put down the device, go find your knitting or fabric art or running, or whatever gives your brain a break, and just let all this stew around for a while so that you can have some aha moments tomorrow.

Pete Mockaitis
Well, Britt, thank you. This has been a treat. I wish you lots of luck and fun and all the ways that you’re growing and learning and connecting and doing your thing.

Britt Andreatta
Thank you so much, Pete. I love connecting with you. I love your podcast. I love your audience of learners. We’re all part of the same tribe. And I’m excited to stay in touch.

539: Preparing for the Future of Leadership with Jacob Morgan

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Jacob Morgan discusses what professionals need to succeed in future workplaces.

You’ll Learn:

  1. How professionals must change in the future
  2. The five skills of future leaders
  3. The surprising weakness of present-day leaders

About Jacob:

Jacob Morgan is a 4x best-selling author, speaker, and futurist. His new book, The Future Leader, looks at the skills and mindsets people need to have if they wish to be successful leaders over the next decade and beyond. He is also the founder of The Future Of Work University and can be reached at TheFutureOrganization.com.

Resources mentioned in the show:

Thank you Sponsors!

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Jacob Morgan Interview Transcript

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

Jacob Morgan
Thank you for having me.

Pete Mockaitis
Well, I’m so intrigued about much of your work. You studied the future of work a whole lot. And, maybe to kick it off, could you share what do you think is one of the wildest predictions you’ve encountered about the future of work that you think actually might come true?

Jacob Morgan
You know, it’s tough because there’s been a lot of predictions that have been made, and I’m sure some of your listeners have heard of these, right? One of the predictions is that we’re not going to have any jobs in the future, and it’s sort of going to be like an episode from The Walking Dead, we’re all going to walk around with pitchforks and shotguns. I don’t think that’s going to happen.

I’m more of an optimist, so the prediction that I believe is that there will be some disruptions with technology and automation and all these things that we’re starting to see happen, but I think we’re also going to create a lot of new jobs, we’re going to focus more on the creative aspect of work. So, I’m an optimist, that’s kind of the prediction that I believe in.

Pete Mockaitis
Okay. Well, so I want to hear a lot about your research. So, you went ahead and interviewed 140 CEOs trying to learn what’s the future leader look, sound, feel like. Can you share with us a bit about your research and some of the most striking discoveries you made there?

Jacob Morgan
Sure. One of the things that I wanted to understand, and why I even wrote this book, is because I started to get a lot of questions from people not on present-day leadership but on what’s coming in the future. To use a famous quote from Wayne Gretzky, he always used to say, “I skate to where the puck is going, not to where it’s been.”

And so, I kept getting these questions, “Hey, Jacob, you know, we get it. We understand where we are now. What should we be prepared for in the future? What’s coming in the next 10 years? What should we be training our employees on? What kind of leaders should we be focusing on creating?” And I had my ideas, and I’m sure everyone has their ideas on this, but I wasn’t really able to find any concrete data and the research on this. And so, I decided to go out and create it myself.
And it was really cool because, basically, I got to grill all of these people for around 45 to 60 minutes, and I asked them about skills, and mindsets, and challenges, all sorts of different things. And so, that was the first aspect of the research.

The second part of this was I teamed up with LinkedIn, and they were very gracious enough to partner with me on this, and we surveyed almost 14,000 employees around the world to see how the perspectives of the workforce align with the insights that these world’s top CEOs are telling me. And that is, basically, the background about the research. So, let me stop there and see if you have any questions, then I can share some of the things that I learned.

Pete Mockaitis
Oh, yup. I hear it how you did it. So, what did you learn?

Jacob Morgan
So, there are a couple interesting things that I learned. So, the first is what are the most important skills and mindsets that we need to possess? And, by the way, the focus is all around the future leader, but we need to remember that anybody can be a leader. Even if you’re a leader of yourself, you’re still a leader in some capacity. So, this doesn’t necessarily mean that you need to be managing people. These are just skills and mindsets that anybody needs to possess.

So, the number one mindset that the CEOs identified as being the most relevant in the future is, well, there were two of them that were very, very close, neck and neck. The first one was the mindset of the explorer. And the explorer includes things like curiosity, it includes things like being a perpetual or lifelong learner, things like being able to be agile and nimble in your thinking.

And the second mindset which was the most crucial was the mindset of the chef. And the mindset of the chef is about balancing ingredients. And the two ingredients that leaders of the future need to balance are being purpose-driven and caring and technology. So, how do you balance these two components of wanting to use technology, automation, artificial intelligence, to be productive and efficient, but at the same time balancing the ingredient of making sure that the organization stays human, that you are still focused on a greater purpose, that you actually care about your people?

So, those were the two biggest mindsets. Now, there were others in there. I talked about the mindset of the servant, the mindset of the global citizen are two others, and just to give one sentence about each one of those. The mindset of the servant is about believing that, as a leader, your job is to help make other people more successful than you. And the mindset of the global citizen is about embracing and actively seeking out diversity, and it is about thinking big picture, thinking globally, not just paying attention to what’s right in front of you.

So, those are some of the most crucial mindsets that future leaders, that we, as individuals, need to have if we want to be successful over the next 10 years and beyond. Then I also talked about skills which we can get into if you want.

Pete Mockaitis
Let’s maybe hear about the opposite of those things because, I mean, that sounds like it’d be great to do some exploring, it’d be great to be mixing some important ingredients. And so, what’s the opposite of that that is destructive and will make us bad leaders in the future?

Jacob Morgan
So, the opposite of having the explorer mindset is consistently believing that what worked in the past will work in the future, it’s consistently just focusing on what’s right in front of you, on doing what  you know, on staying in your comfort zone, on picking a single path and going down that path. It’s what we see in a lot of organizations today. We don’t have that explorer mindset. So, the exact opposite is doing things the way you’ve always been doing them.

And for the mindset of the chef. The opposite of that would be, first of all, not understanding that these are the two main ingredients that you have to play with, being purpose-driven and caring and technology. And the opposite of this would also be just focusing purely on technology because we are all so obsessed with automation, and with technology, and with the pace of change, that we ultimately forget that organizations are still about people.

Business is still done when you go out to lunch with somebody, when you shake somebody’s hand, when you look at them in the eye. Your business exists because of how you treat people, the experiences that you create for your employees. So, as much as we like to think about technology, we need to ultimately remember that business is still about people.

Pete Mockaitis
Okay. Understood. Thank you. Well, so then that sets up the mindset piece. And then let’s hear about some of the big skills.

Jacob Morgan
So, the skills I grouped into five categories, and I’ll just go over some of the most popular ones then I can give you a sentence about some of the others. So, interestingly enough, the number one skill that these 140 CEOs told me that’s going to be most relevant for future leaders is the skill of thinking like a futurist. And, basically, thinking like a futurist, so I play a lot of chess. I’m kind of obsessed with chess. And if anybody has ever played a game of chess, you know that what separates high-level players is their ability to think in terms of scenarios and possibilities. In other words, you don’t just make a move on the chessboard and only look at that move. You look at multiple moves. You look at multiple moves that your opponent might make. And you look at how all these things kind of play together.

Thinking like a futurist means that you’re not seeing around the corner but you are thinking in terms of possibilities and scenarios so that when one of these other things happen, you’re going to be prepared for it.

A lot of people think, for example, that the role of a futurist is help to predict the future but that’s not true. A futurist helps make sure that people in organizations are not surprised by what the future might bring. And the only way that you can keep from getting surprised is you constantly look at different options and scenarios and possibilities. And so, that’s the number one skill that CEOs told me is going to be most essential, and it’s because things are changing so quickly that you need to be able to constantly play around with these different scenarios and options in your head.

The second most important skill that came out of this was, well, there was quite a bit that were very close together on this. So, there was the skill of a coach, and the coach is about the motivating, engaging, and inspiring people, about helping create other people who are more successful than you, and those last two words there are very important, more successful than you. There was a skill of Yoda, and Yoda is all about emotional intelligence, specifically empathy and self-awareness.

Pete Mockaitis
Interesting. Now, Yoda was really pretty hard on Luke at times.

Jacob Morgan
He was.

Pete Mockaitis
Let’s hear more about this empathy and Yoda.

Jacob Morgan
Yes, I mean, as you can probably tell, I’ve tried to create these unique personas for these different mindsets and skills. And so, I was really struggling trying to figure out what represents emotional intelligence, specifically empathy and self-awareness. Ultimately, I thought that Yoda was, I mean, many people consider him to be the most emotionally intelligent character who’s ever been created because he’s always giving advice to Luke about emotions and feelings and getting in touch with himself. And so, I thought that Yoda would be a very good representation of emotional intelligence. And, you know, I had a little bit of fun with it so that’s why I went with Yoda on that one.

Pete Mockaitis
Okay. Go ahead.

Jacob Morgan
And then, so the last two are the skill of the technology teenager. And technology teenager just means you’re tech savvy, and that you are digitally fluent. It doesn’t mean you need to be a coder. It doesn’t mean you need to know how to build things. It just means to know, it just means that you, as a leader, need to understand what are these different technologies that are out there, and what are the potential implications they might have on your business and on your company.

And I’m amazed how many times from a lot of these leaders that I’m speaking with, when these technology questions came up, many of them would say, “Oh, you know, IT handles that. I got to talk to my CTO about that.” But in the future, that’s not going to be good enough. You, as a leader, need to be aware of what’s happening in the realm of technology and what these potential implications might have.

And the last skill was the skill of the translator which went down to listening and communication, which have been timeless but at the same time these are also the two skills that are changing more than ever because we have so many different channels at our disposal that allows us to listen and communicate in different ways. I mean, there’s just a lot happening in that space. So, those are some of the most important skills for future leaders.

Pete Mockaitis
Okay. And so, I’d love to get your view in terms of the translator, the listening and the communicating, so there’s a bunch of channels. What should we do to build those skills and, in specific, the translator skill, and be excellent at that listening and communicating?

Jacob Morgan
So, there had been a lot of really good studies that have been done on this. So, Zenger Folkman is a research firm, and they put together a list of a series of six steps. And I don’t remember all of them off the top of my head in order, but these included things like, first, just paying attention to somebody if you’re listening to them. It looked at things like creating psychological safety, how to create a collaborative conversation with somebody instead of just letting somebody else talk, focusing on your body language, putting away any distractions. So, this is some of the in-person stuff.

But if you think about it, there’s a very big difference between listening and hearing. And I think a lot of us are very used to this very act of hearing. You go into a meeting, you go into a performance review, in fact, somebody very close to me, a couple of years ago, she went to a performance review, and the lady was simultaneously running a meeting while she was trying to give this person a performance review.

Pete Mockaitis
Wow.

Jacob Morgan
Because we’re very focused on this hearing aspect. And hearing, by the way, is just the unconscious act of letting sound enter your ear. Listening is about really putting the conscious time and effort and attention into something.

And you can imagine, as a leader, if somebody comes to you wanting to have a conversation with you, and the person who comes to you perceives that you are not truly listening to them, the repercussions of that are going to be damaging. So, as a leader, it is essential for you to understand the difference between listening and hearing, and to make sure that when you are having dialogue, when you are engaging with your people, with your coworkers, with your peers, that they genuinely feel like you are putting in the time and effort and attention in trying to understand what it is that they’re telling you.

And same thing for communication. One CEO that I interviewed, he’s the CEO of a company called Tokio Marine. I think he has around 32,000 employees. His name is Nick Nagano. And he was telling me that, on average, an employee might only see or him live 20 minutes a year, okay, because he has a massive workforce. So, during that 20 minutes when he gets to be face to face with a particular employee, he said, “I’d better make sure that whatever I’m trying to get across comes across.” And whether you are texting somebody, emailing somebody, having an in-person conversation, presenting in a meeting, using something like Slack internally, whatever it is, as a leader, and just as an employee, as anybody, you need to make sure that your message gets across regardless of the channel that you’re using.

And we’ve also experienced this, right? I mean, how many times, people listening to this, and you got an email from somebody that looked like a letter that should be written to a therapist? How many times has somebody on your team sent you a text that’s like five-paragraphs long and were asking you for a project update? And then you got to sit there and respond and write a white paper with your thumbs.

You need to understand the channels that you have at your disposal and how to best get your message across during those channels, or on those channels, which means if you’re going to have a serious conversation with somebody about promoting them or firing them, don’t send them like a frowny emoji or a happy face. You need to understand how these different platforms out there can be used to make sure that your message gets across.

Pete Mockaitis
Okay. Thank you. Well, I also want to get a sense of with your LinkedIn study with those 14,000 professionals. What did you discover there?

Jacob Morgan
So, there were a lot of really interesting insights from this. So, from these 14,000 employees, we actually broke things up by seniority level. And so, in the survey, we looked at individual contributors on mid-level leaders and on senior-level leaders.

And what’s really crazy is that when we compared these responses, we found massive, massive gaps.

So, so imagine you’re a mid-level or senior-level leader in your company, and I would ask you, “How well are you practicing these skills and mindsets today?” A lot of leaders would say, “We’re doing pretty good. We’re not amazing but, you know, we’re doing pretty good.” Like, 60%, 70% of them were in the reasonably well or very well category. And so, I thought that, yeah, it’s pretty good, they’re self-assessing themselves on being pretty adept at these things.

And then I would ask the people who work for these leaders. I would say, “How well do you think your leaders are practicing these skills and mindsets?” And they had the exact opposite story. So, if 70% of leaders say that they are doing reasonably well or very well, 70% of people who work for these leaders would say that they’re not doing well or they’re doing just somewhat well. So, it was almost a complete 180 in responses between the leaders versus people who work for these leaders. And this is a bit scary because it speaks to a lot of the common things that we keep hearing about, right?

And, by the way, the more senior you become, I found that the more disconnected you become. In other words, the bigger this gap becomes between you and everybody else.

And perception is reality. So, if you’re a leader, and you’re listening to this, and you’re thinking, “Oh, you know what, I’m practicing the explorer, the futurist, the tech teenager, like I’m good.” If the people who work for you say you’re not, then you’re not. This is one of those things where like, as a leader, it doesn’t necessarily matter how you evaluate yourself, it’s how the people who work for you evaluate you, it’s how your peers evaluate for you.

Pete Mockaitis
So, then I guess from all of this, I’d love it if you could share sort of what are some kind of basic, like absolutely critical prescriptions you’d write for us in terms of everyday actions, behaviors that professionals should be taking, and maybe some things that we need to start doing, some things we need to stop doing, some things we need to make sure we continue doing so that we’re in great shape?

Jacob Morgan
Sure. So, for starters, let me ask you this. I’m very curious to hear what you think. What do you think the average age is for somebody who enters a leadership development program in a company?

Pete Mockaitis
Oh, I think I know that it’s atrociously high because companies under-invest in them.

Jacob Morgan
It is atrociously high. You are correct.

Pete Mockaitis
So, well let’s just say 46.

Jacob Morgan
You’re actually very close. It is in the mid-40s in a lot of organizations.

Pete Mockaitis
For 46 years old, I’m not saying you’re atrociously old. I’m just saying that, you know…

Jacob Morgan
Yeah, good disclaimer.

Pete Mockaitis
We should start developing leaders earlier than halfway into their career.

Jacob Morgan
Yup. And so, if you think about that, that number is just mindbogglingly insane, because most people inside of organizations actually become leaders in their 20s in some form, in some capacity. And so, what this means is that a lot of people inside of organizations go almost 20 years, right, two decades without having any formal leadership training or development, yet they are responsible for others.

And the reason why we don’t do this is because we all subscribe to the traditional climbing the corporate ladder mentality. In other words, “We will teach you how to become a leader after you’re at the company for 10 years, 15 years, after you’ve ascended the ranks.” And that is a completely outdated way of thinking about leadership inside of an organization. I mean, everybody needs to know these skills and mindsets whether you’ve been at the company for three days or 30 years. So, that’s the first thing we need to do is start these things early.

The second thing that we need to do, and I was also very surprised to learn this, the hardest question for CEOs to answer, was, “How do you define leader and leadership?” And if you think about it, and for those of you listening, think about how you would define that. Imagine somebody comes from another planet and they have no idea about the concept of leader or leadership. How would you explain it to them?

And what I realized, it’s sort of like trying to explain and define water to somebody who’s never seen it. I mean, you can’t say it’s a clear tasteless liquid because lots of liquids fall into that category. We don’t define water because, well, we all know what water is, we all know what air is, so we don’t actually really have to explain it. And so, what I realized is that we are surrounded by leadership in some capacity every day many times a day, you see and experience leadership in some form everywhere you go.

And because of that, we all assume that we know what good leadership is and what bad leadership is. But the problem is that because we, as leaders, don’t actually define this, it means our organizations don’t define this. and if our organizations don’t define this, then we don’t have the right filters in place that we use to promote leaders.

So, this is why it’s so crucial for leaders to really take a step back and to, first, define and explain what is leadership and who is a leader at your company. Because once you do that, then you’re going to have the filters in place so that only people who match those filters and those criteria will get into those leadership positions. So, that’s another thing that I think we need to do is to really take a step back and just define those things.

Another important aspect, and something that we don’t do enough of, is we need to look at ourselves today. And I was trying to figure out how to actually do this, and so I created an assessment, and it’s in the book, and it’s online. People can go to Future Leaders Survey if you’re interested in taking it, and it basically looks at, “How well are you practicing these skills and mindsets today?” And as bonus points, send this to your team members and ask them to evaluate you. So, really take a step back and ask yourself, “How well are you practicing these skills and mindsets today?”

Another crucial aspect of this is we actually need to practice these things. And unless we practice these things, if you do, if you improve 1% a day, by the end of the year, you will be 37 times better. So, 1% a day, these are small things. This means next time somebody comes into your office and they’re panicking and freaking out, and they want to have a conversation with you, instead of just responding, take a deep breath for 10 seconds, try to put yourself in their perspective, in their shoes, practice empathy, that emotional intelligence component, and then respond.

These aren’t complicated insane things that I’m asking people to do. I just want everybody to improve 1% a day, and by the end of the year, you will be 37 times more effective, 37 times better. And maybe one more piece of advice I’ll give, the visual, the image that I give in the book, and this is what’s on the cover of The Future Leader is an image of a lighthouse.

And the whole purpose of a lighthouse is to guide mariners and explorers to help them find their way home, and to help make sure that they can reach their destination safely. A lighthouse is useless if there are no ships in the water. So, as a leader, you need to build yourself up to become this lighthouse but you also need to remember that you have to shine your light onto others and onto this sea of uncertainty that we’re all a part of, because if you just do this for yourself and you’re not guiding the ships then, ultimately, a lot of the work that you’re doing has no meaning, so you have to remember to guide others. So, I’d say those are some of the best of pieces of advices I can give.

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

Jacob Morgan
Oh, man. I think that there is tremendous opportunity. And from the research, from all of the work that was done for this, it’s very clear that there’s a lot of work that needs to be done. And I don’t want to make it sound like there are no good leaders out there. There are a lot. There are a lot of wonderful leaders out there. The problem is we don’t have enough of them.

And so, I don’t want this to sound like it’s doom and gloom, “We don’t have any good leaders out there. Everything is terrible.” That’s not the case. I want to paint this as a picture of opportunity. I think there is so much potential for us as individuals, for leaders out there to do better. And I want people to just visualize and understand the impact that it would have if leaders around the world practiced these skills and mindsets.

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

Jacob Morgan
When I was younger, my dad always used to say, “Be a leader, not a follower.”

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

Jacob Morgan
I’m probably going to be selfish on this and I’m going to go with the one that I did for this book just because I’m very proud of it and it was probably the hardest piece of research that I’ve ever done.

Pete Mockaitis
And how about a favorite book?

Jacob Morgan
A favorite book. I’m a big fan of science fiction, so one of my favorite books is actually a series of books by Isaac Asimov, it’s the Foundation Series and also I, Robot.” I also really like Ender’s Game, and Ready, Player One was a good book but a terrible movie.

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

Jacob Morgan
It’s not a tool in the sense of like a piece of software or an actual tool, but one of the things that I always try to do with my team, is I always ask them what I could do better. I always ask them to be very transparent and open with me. And so, I think that’s a very, very useful tool.

Pete Mockaitis
And a favorite habit?

Jacob Morgan
I play a lot of chess. So, I’m always doing chess puzzles and watching chess games and stuff like that. That’s something a favorite of mine.

Pete Mockaitis
And a favorite nugget you share that really seems to connect and resonate with folks, they quote it back to you often?

Jacob Morgan
I always say that, “If you don’t think about and plan for the future of work, then you and your organization are not going to have a future.” So, really, what that means is you have to take things into your own hands, don’t wait for the future to happen to you, the future is something that you build and shape and create and design, and you got to be a more active participant in it.

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

Jacob Morgan
So, I’m pretty easy to find. My website is TheFutureOrganization.com. and for anybody interested in the book, you can just go to GetFutureLeaderBook.com.

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

Jacob Morgan
Yeah, it’s to be 1% better a day. Ask yourself, “What can you do to be just 1% better a day? What small improvement and tweak can you make?”

Pete Mockaitis
All right. Jacob, thank you and I wish you lots of luck as you become a future leader.

Jacob Morgan
Thank you very much. I really appreciate it.

511: Tiny Leaps for Your Development with Gregg Clunis (Host of the Tiny Leaps, Big Changes Podcast)

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Gregg Clunis says: "All big changes come from the tiny leaps you take every day."

Gregg Clunis discusses the small leaps you can take to make massive changes in career and life.

You’ll Learn:

  1. Why self-help is often inadequate
  2. Just what you can achieve with one tiny leap
  3. What to do when motivation fails you

About Gregg

Gregg Clunis is the host, author, and creator of Tiny Leaps, Big Changes, a podcast turned book and community whose goal is to help people become better versions of themselves in practical ways. A maker and entrepreneur, Gregg explores the reality behind personal development—that all big changes come from the small decisions we make every day. Using scientific and psychological research, he shows the hidden factors that drive our behavior and shares habit-forming and goal-oriented tools.

Resources mentioned in the show:

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Gregg Clunis Interview Transcript

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

Gregg Clunis

Thank you so much for having me, Pete. It is a pleasure.

Pete Mockaitis
Well, I also want to thank you. You were the one who gave me the idea to have five-minute calls with my listeners which I’ve been doing in celebration of 500 episodes.

Gregg Clunis

Oh, yeah.

Pete Mockaitis
So, everyone, you can thank Gregg for that.

Gregg Clunis
Well, first of all, congrats on 500. That’s amazing.

Pete Mockaitis
Well, thank you.

Gregg Clunis
How have those calls been playing out?

Pete Mockaitis
Well, yeah, it’s been really fun. I mean, it’s just fun to connect with people and I find that, hey, five minutes really goes fast.

Gregg Clunis
Oh, definitely.

Pete Mockaitis
And sometimes people, they have all these bullet points and they’re rushing to cover them. So, I think we’re going to do some more actually. So, I also want to get your take, so you mentioned that you play a lot of Fortnite and, hey, I mean no disrespect, but when I hear Fortnite, what comes to my mind is 13-year old boys playing it nonstop.

Gregg Clunis
Pretty much, yeah.

Pete Mockaitis
But I think you can translate it for the rest of us, why is this game taking off like crazy?

Gregg Clunis
Yeah. So, here’s the thing, because I think that that is true of gaming in general, but we have to look at why that’s the case, right? So, 13-year old, 14-year old boys and girls are the ones in a position where they can grind away the game to get good, and for the rest of us, because we don’t have that luxury, we never really get good and, therefore, we never really get to enjoy it.

But the reason that, and I have this conversation all the time with my girlfriend, one of the biggest reasons that Fortnite is as massive as it is and blew up the way that it did is because we all have some connection to gaming, right?

And Fortnite comes out, it’s filling this space, but then they do really, really smart things around content marketing, around utilizing their technology, reinvesting in their company to make sure the game is free, to make sure it’s available on literally every single platform.

So, it creates this hype around it, and because we all sort of have this connection to gaming already, and most people like games, we just don’t have the time for games, it just makes it super easy for us to jump back in.

Pete Mockaitis
I hear you, yeah. And I think that’s one of the keys there. I think Minecraft has that going on as well. It’s like there’s this creative element, like, “Oh, that’s kind of a nifty novel thing I hadn’t thought of. Let me give that a shot, see how it goes.”

Gregg Clunis
Absolutely. It’s a really cool feeling to be so connected to it.

Pete Mockaitis
All right. Well, thank you for unpacking that and I want to hear more. Well, you actually already dropped a life lesson on us in terms of 13-year-olds spend a lot of time playing the game so they get good, and because they get good, they’re able to enjoy it. It reminds me, in high school, shout out to Fran Kick, I think he’s still rocking as a motivational speaker. Fran Kick gave a speech to our marching band, which I still remember. He drew a diagram, it was like a loop of like a virtuous cycle of, “You do some work at something, like your instrument, and then you get good at that something, and then it becomes more fun to do that something, so then you’d actually want to do some more work at it so you even get better at it.” So, it’s a nice loop there.

And I was like, “That makes a lot of sense to me, Fran.” And so, there’s one tiny leap you all can make right there.” So, Gregg, drop an intro.

Gregg Clunis
Oh, absolutely. That’s a critical element if anyone out there hasn’t read the book So Good They Can’t Ignore You by Cal Newport, highly, highly recommend it. The core thesis of it is that pursuing your passion is the wrong way to go about it. The right way is to get good at something and, therefore, develop passion for it.

So, he went to all these different careers and people working in different fields, things that you and I would hear and think, “How can somebody possibly be passionate about that?” Right? And they found that these people, they’re doing work that most of us would not find glamorous in any way or exciting in any way, they are super passionate about it because they have a sense of agency over it, because they have a sense of independence and a feeling that they’re accomplishing something, because they have a sense of community. Like, all these different factors, and none of it had anything to do with passion. In fact, passion gets developed from having those things rather than the other way around.

Pete Mockaitis
That is wise. Well, so let’s talk a little bit about your world, Tiny Leaps, Big Changes. What’s kind of the big idea here?

Gregg Clunis
Yeah. So, the whole thing with the Tiny Leaps model, so it started as a podcast about four years ago now. And, honestly, Pete, it was kind of accidental. It was one of those things like all good things in life where I was really angry about something, and so I just decided I had to do something in response to it. And that thing that I was really angry about was what I call sort of the corruption of self-help.

So, self-help is this thing that it can be massively valuable. It can help so many people in their day-to-day lives as they move towards the things they want. But in an Instagram-driven world, it also can be very fluffy, and it also can be very removed from practicality, where certain people who are in certain situations, which I’m fortunate to be in, I can have an eight-hour morning routine, and guess what, it’ll be fine.

Pete Mockaitis
It’s not morning anymore when you’re done.

Gregg Clunis
Exactly, right? But I can have this super complicated morning routine and wake up at 5:00 a.m., like I can control every single detail of my life. That’s not practical for the single mother of three in rural Arkansas who is struggling to make ends meet. Like, that’s not something she can do. That’s not something that her neighbor can do.

So, how can we take these principles of self-help that are valuable, like the ideas of setting goals, of making lists, of reading more, of educating yourself? How can we take those things and make them as practical as possible? And so, the underlying philosophy became, “All big changes come from the tiny leaps you take every day.”

And the goal of the podcast and the media company and the book that I published this year, and all of the things that we’re building out, is 100% to just remind somebody of that every single day. It doesn’t actually matter about any individual episode or a blogpost or anything like that. It’s, at the end of this, you’re going to remember all big changes come from the tiny leaps you take every day so that you can use that as a guiding principle in your day-to-day life.

Pete Mockaitis
Well, I’d love it if you could share with us maybe an inspiring transformation or story associated with someone who took on some tiny leaps and, sure enough, saw some big changes.

Gregg Clunis
Yeah, there’s no better story for me with this than my dad. So, to give listeners some context, I’m an immigrant here, so I’m 27 now. I moved to the United States when I was 7, so 20 years ago. And my family moved us over here because we had hit hard times in Jamaica. The economy had crashed recently. My dad was running three different businesses, all of which went to zero. And he was an educated man, my mom was an educated woman, they had all the trappings of what should be successful, but they were in an environment that didn’t necessarily allow that to happen.

So, we packed up, we moved to the United States. And my dad’s first job here, before we even got here, there was a period of about a year where he was here sort of setting the foundation and then we moved. His first job here was picking apples on an apple orchard. This is a man who was a college professor, who worked in the police, I’m not sure what position, but relatively high up. He’s still pretty well-respected when you say his name down there. And his first job here was picking apples on an apple orchard as a migrant worker.

And he lived in this trailer, that I never visited while he was there but I visited when we first came here, didn’t have heat in the winter, didn’t have proper air circulation, the water wasn’t drinkable. Like, it was a bad situation. So, that’s where he started here. By the time he passed away, which was two years ago now, he was the head of quality control at a distribution plant, a bottling plant that handles major contracts, brands that you’ve heard of.

But he moved up in life pretty dramatically. We lived a super comfortable life and we’re always sort of happy and comfortable because he started from this place and he was willing to look at that and say, “Okay, this is the opportunity in front of me right now and that’s going to lead me to the next thing, and the next thing, and the next thing, and the next thing.” And, over time, you create that change.

Pete Mockaitis
That’s great. Very cool. Very cool witness there.

Gregg Clunis
And I’ll be honest in saying that the entire Tiny Leaps concept, like I didn’t realize it when I was first developing it, but it’s what I learned watching him and my mom do that, because that is what they did. And I was fortunate to be young as an immigrant here so I didn’t have the immigrant experience but I saw it firsthand. And they couldn’t have done it any different.

Pete Mockaitis
That’s beautiful. Well, so I’m thinking now in particular about working professionals and some tiny leaps that you’ve seen to be very impactful. What are some of the biggest in terms of those little things you can do that make a world of difference?

Gregg Clunis
Yeah. So, for me, it’s always been it’s so funny. I always find, and maybe your experience has been the same, Pete, but I always find that my life changes because of one individual moment, and I always have that sort of gut feeling of like, “This is the decision that changes things.” But I don’t get to that moment without trying a thousand things before it.

So, same thing happened with this podcast. This wasn’t the only thing I was doing. This wasn’t the first thing I had done. By the time I launched this four years ago, I’d already been creating stuff online for six years, none of which did anything. So, that wasn’t, by any means, the first thing. But when I started it, there was this gut feeling of like, “This is going to work.”

Same thing with decisions I’ve made recently that completely transformed my business. With that said, to get specific, and I only share that because I really want to drive home it’s not about the specific tactics. It’s about how you approach it. It’s this philosophy that if you employ it in your life, whatever your life looks like, will drive results. But to get very specific, one actual thing, that one tiny decision I made in college that I thought was going to be completely inconsequential at the time, I remember I was working on a tech startup. So, I had always wanted to be an entrepreneur. Finally, I’m away from home, I’m in an environment where I can build something. So, I start working on an idea, and I didn’t know how to build tech.

So, I sat in my room one weekend and taught myself the very basics of HTML, CSS, JavaScript, just enough because I thought if I could at least understand what’s required, then I could find somebody to do it, right? So, I sat for this weekend, used all the free resources, wrote ridiculous amounts of code, a lot of which did not do anything right, and finally emerged with this better understanding of how the Web worked.

That then led to hiring the developer, which is now a really good friend of mine. The long story short, that platform didn’t work, that startup ended up failing horribly, but that skillset of learning how to build websites, learning how the underlying technology of the Web works, that is the reason I got my first full-time job after I graduated. That first full-time job is what introduced me to podcasting and got me interested in podcasts in the first place. And then fast forward to here where podcasting now literally runs my entire life. And that all came because I gained a skillset that I didn’t have before for a completely unrelated thing that does not exists right now.

Pete Mockaitis
All right. So, you’re drawing a distinction there. It’s not about a particular prescriptive tactic, “Learn how to code,” but rather the mindset. How would you articulate that mindset?

Gregg Clunis
So there’s a really good quote that I think is actually really good for this. So, Steve Jobs, there’s a famous quote by him that I’m going to butcher, I apologize, but it’s something like, “You can’t connect the dots looking forward. It’s only when you look backwards.” So, there’s all these different actions that you take in your life and it feels random and it feels rambled, but ten years down the line, you look back, and you see how it all fit to where you are right now. And that’s true whether the outcome is good or bad.

So, the actions you took ten years ago led to where you are now. And there are other things, there are circumstances you’re facing, there’s the very real situation of sexism and racism, like there are things that you don’t control, right? But the actions you took ten years ago led to the outcome you have now, whether that’s positive or negative. And the only way you see that is by looking back at it and being willing to be honest with yourself, and say, “Okay, this is how it connects.”

In the same way, if you can look at the actions you take right now, the things you choose to learn, how you spend your time, who you spend it with, and you believe that the actions you took ten years ago led to this, then you also have to believe that these actions will lead to the next ten years. And that’s what the underlying philosophy is, the choices I make right now, no matter how small, they matter. And they matter because they’re the things that connect the dots to the next ten years.

Pete Mockaitis
Yeah, so there’s a lot in there. So, you’re doing some reflections on the past, zeroing in on identifying the patterns and the behaviors and the decisions that led to your current place, and then recognizing that your current decisions lead to the future place. And, thusly, not to just go on autopilot, you don’t really need to be thoughtful about what you’re doing and how you’re approaching things. So, all right, that is great. So, with that application of that mindset, what are some of the behaviors with your clients that you’ve seen frequently have ended up compounding in some great ways?

Gregg Clunis
Yeah, and let me be clear in that. I purposefully choose not to do any kind of coaching or anything like that in the self-help space because I think that’s a part of what led to the industry becoming an issue, a problem in the way that it is. With that said, speaking of listeners, people that have contacted me, the people in the audience, in the community, the big things that I see really driving change always rely around awareness.

So, things like journaling, things like tracking your calories, things like doing the…I know Seinfeld didn’t actually do this, but that whole like checkmark on the calendar every single day thing.

Pete Mockaitis
Seinfeld didn’t do that?

Gregg Clunis
Yeah, he came out saying that he’s not sure where that came from.

Pete Mockaitis
Oh, no.

Gregg Clunis
It’s a cool story though.

Pete Mockaitis
That really is write jokes every day.

Gregg Clunis
Yeah, exactly. But I will say I’ve done that though and it actually works really well because at some point you do feel like the calendar looks so pretty with all the Xs, you don’t want to like ruin it. But, anyway, so what I’ve found is that people tend to engage in our day-to-day lives pretty unconsciously. Like, even if you think about the last time you got into the car and drove to your job or a place that you visit pretty frequently. there’s a good chance you got out of the car at that location without remembering the one single right turn that you took, or what street name that was, or like you don’t consciously take in that information.

And there’s a reason for that. We’re pretty well-adapted to filter all of that stuff out. But we do that throughout our entire days, because if we’re doing a lot of the same stuff, which most of us are, we have our routines, we have our things that allow us to make it through life. If we’re doing a lot of the same stuff, we filter it because there’s nothing new happening. What that means is all of the bad habits that we build up, all of the things that we just unconsciously do that are holding us back, we become unaware that we’re actually doing it.

Like, we might know, “Okay, yeah, I went to Starbucks” or whatever it is, but we’re not actually internalizing that in any way. And by taking it out of our heads and writing down everything, starting to get very, very deliberate about our tracking, whatever the goal might be, it could be, “I want to save more money,” or, “I want to get this promotion,” or whatever it is, like if we start becoming deliberate about the actions we take towards those things, and the actions we don’t take towards those things, at the end of the week, we have something we can look at that tells us exactly what we did and didn’t do and how much time we spent on it.

And there’s no debating that. Like, it’s on paper. And that awareness is what eventually leads to a change in behavior because now you’re looking and you’re saying, “Oh, crap, I really didn’t do as much as I thought I did.”

Pete Mockaitis
Understood. And so, with the journaling or the tracking, are there any kind of particular questions or themes you explore? Because I think one way of journaling is to just sort of the chronology of what went down, “I woke up. I ate this food. I took a shower.” And so, I’m imagining you have something else in mind when you say the word journaling.

Gregg Clunis
No, I found that it’s like what works for you is going to be different than what works for me. I can’t remember the word for that right now. But it is very unique to the person. Like, I have a list of questions that I ask myself but that changes literally every single week. What I found, like the bare minimum, and this is mostly what I do when I journal, to be honest with you, Pete, it’s literally just making a list. And I won’t log my entire day because there’s parts of it that I don’t need to track. If my goal right now is fitness related, I don’t need to track necessarily my financial stuff. Like, that’s not where my focus is.

So, I’ll make a list of everything related to the actual goal throughout the day and I won’t look back at that list with any kind of judgment or with any kind of, like, “Oh, I need to hold myself accountable,” or anything like that because that only leads you feeling bad, and that doesn’t drive change. What I will do though is make that list, and at the end of the week, I will schedule time with myself to review the list and purely come at it from, “This is what reality is. How do we change that?”

Pete Mockaitis
Yeah. Yeah, “This is what reality is. And how do we change that?” That’s resonating. I’ve been thinking a lot just randomly about the word should and I guess use should for all kinds of things. And I’m thinking about behavior change, “I should not eat out so much,” “I should get to work earlier and do some things,” “I should get to inbox zero.” And what I find intriguing about that is that the word should is sometimes used in sort of like a moral, ethical obligation sense, like, “You should pay your taxes.”

Gregg Clunis
Right.

Pete Mockaitis
And other times it’s used in the sense of behaving differently. And I think that there’s some power in just exploring what we mean by should in terms of are we just saying that, “Well, sure, if I were to eat out less, I would derive some benefit in terms of saving money or eating more healthfully.” But in the grand scheme of all the pulls and competing demands of life is that a prudent worthy priority and what will be the downsides and what’s going to be sacrificed as a result of that, and is that indeed optimal? So, it’s like, “Should you really?” Is the should valid?

I guess I’m going a little bit in circles here, but I think what’s powerful about getting clear on tracking the actions associated with the goal is that you can sort of feel better about what you’re doing and what you’re not doing, and seeing if, in fact, a real change is worthy of being made.

Gregg Clunis
Oh, yeah, absolutely. And I think, to that last point, I think we often also, and I’m still exploring this, I’m not sure if it’s going to be the topic of my second book yet, but it is something I’m very interested in so it’ll be something. But I think we have gotten to a point where a lot of us are chasing productivity or accomplishment or whatever it is purely for the sake of productivity or accomplishment or whatever it is, and not so much because that thing actually needs to happen for us.

And I’ve started to, one of the issues I have with the self-help space is that you can find there are entire communities. I don’t know if you know this, Pete, there are entire communities out there of people trying to hack every single second of every single day to squeeze out maximum productivity, and it sort of started as a weird corruption of Tim Ferriss’ 4-Hour Workweek concept but it’s gotten really weird.

And a big thing that I’m noticing is that productivity, in a lot of ways right now, is the disciplined pursuit of bullshit. “Let me get this thing done because my life needs it or because people around me need it, or whatever it is.” It’s more so like, “Let me just check this off because it’s what I should be doing,” to use that term.

Pete Mockaitis
Well, certainly. And that sounds like it could lead you into some dark places as I kind of play that out in my mind with regard to that.

Gregg Clunis
Oh, absolutely. There’s an entire industry around like brain-enhancing supplements to maximize productivity. It’s a weird world out there.

Pete Mockaitis
And I suppose with prudence and a goal-oriented approach, that might be just the thing in terms of, “Oh, it would be helpful if I were able to focus longer based upon my objectives and this thing seems to have some good science behind it, therefore, we’re taking it.” As opposed to any opportunity to do anything we’re reaching after.

Gregg Clunis
Oh, yeah, absolutely. And I think that that is the distinction, right? There is, and it goes back to the idea of conscious versus unconscious. Like, you can fall into the trap of becoming productive unconsciously and that’s not a good thing ultimately. Like, you were just chasing tasks because you feel like you should, and chasing the supplements because you feel like it’ll help you chase those tasks which is fundamentally built on something that didn’t matter.

Pete Mockaitis
Yeah. Well, I guess some thought-provoking stuff here, Gregg. I’m chewing on this. Well, I’d love to get your take then, when you are zeroing in on going after some tiny leaps and you’re experiencing fear, resistance, “Ugh, I don’t feel like it, low motivation.” What do you recommend in terms of summoning the force to get it done?

Gregg Clunis
Yeah. Well, so the first thing, and this isn’t going to help you in that moment but it is something to acknowledge when you are more level-headed, is that motivation isn’t enough. And I think we all unconsciously know this because motivation fails us the moment we actually need it but it’s just not enough to do anything in life.

There’s so much pain and sacrifice involved in changing any small thing in your life because that change is viewed as loss. It’s a loss of that thing that you had, even if that thing was bad, even if it was negative, you started to, in some ways, some small way, identify with that thing as a part of you, and to change it means losing that part of you.

So, there’s a lot of pain and sacrifice required to make any change in your life, and motivation is not enough to get over pain. One of my favorite quotes, and I’ve been meaning to look up where this came from originally, but it’s that, “People do far more to avoid pain than they will to gain pleasure.” Being motivated to gain something is not enough to push through the pain of losing something.

So, with that said, if you do find yourself in that moment where motivation fails you, one thing I’ve found to help me really, really dramatically is to get up and do something else. And that’s one of my biggest issues with the “productivity” industry because humans are not machines and we can’t just endlessly plug away at something. By getting up and doing something else, you’re allowing your subconscious mind to deal with that problem. You’re allowing your body to get the rest it needs. You’re allowing your mind, your eyes rather, to get the rest it needs.

By doing something else, you’re giving yourself the refresher you might need to be able to come back and use willpower or whatever it is to push through the rest of that task. So, don’t be afraid just because something has a due date on it. You’ll probably get it done faster by getting up and doing something else for a short period of time rather than struggling through it for the next hour and only getting five minutes worth of work done.

And just to add to that, there’s a really good book that I highly recommend. It’s called Two Awesome Hours and I’m going to look for the name of the author right now, but it’s written by an NYU neurologist that changed the way that I look at productivity and like what we should be aiming for in our day-to-day lives.

Pete Mockaitis
And so, what is the premise of Two Awesome Hours?

Gregg Clunis
So, as you can probably imagine, Two Awesome Hours is built around this idea that you should be aiming on a day-to-day basis. And this is much more like career-focused, but on a day-to-day basis, you should be aiming to, like, your target is two hours of focused uninterrupted work. That’s it. Now, it might take you eight hours in a day to get those two hours, but they’ve done the research on this. Most of us working in eight-hour day do not work for eight hours.

So, by getting hyper-focused around the idea of, “Okay, I’m just going to get two done, that’s it, just two hours,” that allows you to cut out all the distractions, that allows you to give yourself the space to drift as you might need to. So, if you’re getting distracted, let yourself get distracted for a shorter period of time rather than fighting it for a long period of time. And just playing with this idea of, “What would it need to look like for us to focus for a two-hour window rather than going into it with, ‘I need to focus for the next eight hours,’?”

Pete Mockaitis
All right. I dig it. Well, tell me, Gregg, anything else you want to make sure to mention before we hear about some of your favorite things?

Gregg Clunis
No, I mean, ultimately, listen, when you’re trying to do something in your life, that change, it is big, it is painful, it is a representative of loss, and you shouldn’t downplay it. Like, I think the biggest problem that people have with personal development, and this is certainly true for me, I’m not speaking as a guru here, I’m speaking as someone who struggles with it. The biggest issue that we all have is that we start to beat ourselves up when we don’t hit the goal or when we aren’t as productive as we need to, and then we look for alternatives to fix it, and how are we going to optimize this thing, and whatever it is.

And the truth is, like, this stuff is hard. Like, it is legitimately difficult to do. Approach it with that understanding and give yourself the room to work through that difficult thing. You wouldn’t wake up tomorrow and expect to be able to hit a grand slam in the World Series. But, for some reason, we wake up tomorrow and expect to change our entire lives. That’s ridiculous.

Pete Mockaitis
Thank you. Now, could you share a favorite quote, something you find inspiring?

Gregg Clunis
The one that really comes to mind for me is not really a quote that I think everyone is going to be able to relate to, but for those of you who do, I think it’ll help a lot, and it’s from my dad. So, for most of my life I’ve been like that ambitious person. Like, I had the big dreams when I was a kid and worked hard and all of that stuff, right? But my biggest flaw was always that I jumped from thing to thing and I would fall massively in love with something, and a week later I’d be done with it and onto the next thing.

And I remember my dad sat me down, maybe four or five years ago, and looked at me and just said, “You have all the potential in the world but you’re going to sabotage yourself.” And it didn’t click for me. Like, when he told me, I actually remembered being very upset. Like, I felt personally attacked, and like all of the defensive stuff, right? It was after he passed away that it finally settled in for me what he was trying to tell me.

And so, for those of you listening that struggle with that, jumping from thing to thing, I want to just pass that to you. You have all the potential in the world, but unless you are able to rein yourself in and spend enough time on something to be able to actually give it a chance of succeeding, you’re going to sabotage yourself.

Pete Mockaitis
You know, we had Jay Papasan on the show in one of the earlier episodes talking about The ONE Thing, just an amazing book, I think.

Gregg Clunis
Oh, phenomenal.

Pete Mockaitis
And he said that, “I learned, as a writer, that there’s a massive difference between being creative, like staying up and having ideas, and actually producing publishable work.” And the latter kind of required him to wake up and consistently put down words at a particular time in his calendar to get the job done.

Gregg Clunis
Yeah, there is a distinction between the two, and both are required, both are good, but at the end of the day, creativity just lives in your head. The thing that puts it out is showing up every day and actually carving that creativity into something. And just real quick, so the book I mentioned before, Two Awesome Hours, it’s written by Josh Davis. And, again, highly, highly recommend it.

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

Gregg Clunis
Ooh, that’s a good one. So, years ago when I first started the show, I think it was Episode 4, I was looking into what happens in the brain when you meditate. Now, I cannot remember, for the life of me, who the study was from or any of those details, but the thing that I learned from it is that when you meditate, it increases, over time obviously, it increases the amount of gray matter, I believe, in the brain. And gray matter is responsible for memory recall, it’s responsible for keeping yourself like calm, and all of those management type things.

And so, there is an actual scientific link, and this I think was the biggest takeaway to me, was meditation isn’t just fluffy. Like, there’s an actual scientific link between you meditating and taking that time, and over time, that increasing your ability in the moment to stay calm and relax and handle complex situations.

Pete Mockaitis
And you mentioned a couple, but how about another favorite book?

[36:01]

Gregg Clunis
There is a book that I’ve finished four days ago, it’s called The Power. And the concept of the book, so it explores what would happen in a world where women suddenly had all the power. So, this isn’t spoiling anything, but something happens and women, for whatever reason, are able to use electric powers essentially. And it’s not magical in any way, like it feels very normal, the way she writes it.

And so, phenomenal book for those of you who like fiction and also love politics and sort of power dynamics and exploring those things.

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

Gregg Clunis
Notion. I recently discovered Notion.so. And when I tell you, I’ve never been able to use any project management tool for my business. They just never felt right. Notion, every single thing that I sit here and I’m like, “Oh, I wish it could…” I immediately try it and it can do it. Now, I don’t know what the team behind it is doing to make that possible, but please don’t stop if you’re listening to this.

Pete Mockaitis
And how about a favorite habit?

Gregg Clunis
I would say journaling before bed. And it’s something that I’ve been able to maintain as a habit. I definitely slip, I would say, every other night or so, but whenever I do it, it feels like I’m able to actually clear my head and get better quality sleep. And the only nights that I don’t do it are when I end up staying up late for other reasons, and because it’s now late, I just essentially crash. But the sleep quality is never as good if I don’t journal.

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

Gregg Clunis
All big changes come from the tiny leaps you take every day. It’s such a simple concept but I think that most people know it. So, speaking of my book, one of the number one reviews for it on Amazon is, “Oh, there’s nothing new here.” And I find it funny when I read that, like it’s positioned as a negative thing. But I find it funny reading that because there is nothing new in self-help. You already know what works. The only reason you listen to me or you listen to this show is because you’re searching for some kind of edge to make it work better. But guess what? You know what works. Just do that.

Pete Mockaitis

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

Gregg Clunis
I would tell them, if you like podcasts, which clearly you do, head over to Tiny Leaps, Big Changes. Just do a search wherever you’re listening to this, or on Apple Podcast, Spotify, Pandora, pretty much every platform. And then if you are interested in connecting further, November 1st, which I’m pretty sure this is publishing after that, but November 1st, we are launching the new Tiny Leaps website at TinyLeaps.fm and so you’ll find articles from our contributors, you’ll find podcast episodes, you’ll find videos in the near future, and it’s just sort of the next expansion of the podcast to a larger media platform.

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

Gregg Clunis
I would say look at today, I don’t care what time you’re listening to this, it could be midnight, but right after you’re done listening to us, I would challenge you to really sit down with pen and paper, and just ask yourself, “What is it that I actually want?” Especially with career, it’s so easy to get caught up in just the ladder of it and the cycle of it, but it’s really important to make sure you retain actual control over the direction of things are going and where you want to push it specifically, because otherwise you’ll wake up 50 years from now.

And a good friend of mine, Dominick Quartuccio, explained this to me. The definition of hell is waking up at the end of your life and seeing what your life could’ve been had you done the things you said you wanted to do. So, start asking yourself, “What is it that I actually want to do?” and then start taking those actions tomorrow.

Pete Mockaitis
Gregg, this has been fun. Keep on rocking.

Gregg Clunis
Thank you so much for having me.