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How to Crush Fear, Overcome Anxiety, and Reprogram Your Life For Success with Justin Stenstrom

February 02, 2017 by Lace Gilger in Emotional Intelligence

In this episode we discuss the 8 step process for overcoming anxiety and conquering your fears, how to stop a panic attack in real time, how you can tap into your subconscious mind and reprogram it, how to get deeper sleep, the power of hypnosis, and much more with Justin Stenstrom.

Justin is a nationally acclaimed life coach, author, entrepreneur, and speaker. He is the founder of EliteManMagazine.com, the host of the Elite Man Podcast. Justin’s work has been featured in the Huffington Post, Lifehacker, Maxim, and several other publications. 

We discuss:

  • How Justin overcame major depression, anxiety, and panic attacks to achieve his dreams

  • How Justin went from 3-4 panic attacks per week, suicidal thoughts, to living a healthy and happy life

  • Why Justin views his struggle with depression and anxiety was a blessing in disguise

  • Justin’s 8 step process to overcome anxiety and conquer your fears:

    • #1 - Realize that you’re not going crazy and there are a lot of solutions

    • #2 - Do a combination of meditation, yoga, hypnosis

    • #3 - Live in the present, future focus builds up a lot of anxiety, living in the past creates depression

    • #4 Exercise 4-5x per week, backed by substantial research

    • #5 Improve your sleep

    • #6 Improve your diet

    • #7 Take the right supplements

    • #8 Use the 3 step technique to crush panic attacks

  • The incredible 3 step process for dealing with a panic attack right now

  • How hypnosis can be an incredibly powerful intervention for dealing with anxiety and how you can hypnotize yourself

  • Why hypnosis is so powerful, because it speaks directly to your subconscious mind

  • How to tap into your subconscious mind and reprogram it

  • The “trance” state between sleep and waking

  • Practical tips for cultivating a healthy and deep sleep environment

  • How to condition your mind for deeper sleep

  • Why Cell phones and TV before bed are one of the worst things you can do

  • How to stop yourself from hitting the snooze button

  • The ideal temperature to sleep

  • Why having a midnight snack might be really good for you

  • Should you wake up in the middle of the night and work?

  • Dietary interventions to deal with depression

  • “This is how you ride a roller coaster”

  • The power of facing your fears head on and exposing them for what they are

  • Why you should challenge your fears and ask for more of it

If you want to crush anxiety and fear, listen to this episode!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [CDs & Vinyl List] "Mindfit Hypnosis: Dr Andrew Dobson"

  • [Program] Panic Away Program by Barry McDonagh

  • [Vitamins] Now Foods Magnesium Citrate

  • [Vitamins] Life Extension Magnesium Vegetarian Capsules

  • [SOS Episode] Improving Sleep, Giving Up Alcohol, and Reading a Book a Day with James Swanwick

EPISODE TRANSCRIPT

[00:00:06.4] ANNOUNCER: Welcome to The Science of Success with your host, Matt Bodnar.

[00:00:12.4] MB: Welcome to The Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee, and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study, and I am going to take you on a journey into the human mind and what makes peak performers tick with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.

In this episode, we discuss how you can tap into your subconscious mind and reprogram it, the eight-step process for overcoming anxiety and conquering your fears, how to stop a panic attack in real time, how to get deeper sleep, the power of hypnosis, and much more with Justin Stenstrom.

The Science of Success continues to grow, with more than 750,000 downloads, listeners in over a hundred countries, hitting number one New & Noteworthy, and more. I get listener comments and emails all the time asking me, “Matt, how do you organize and remember all this incredible information?” A lot of our listeners are curious about how I keep track of all the incredible knowledge I get from reading hundreds of books, interviewing amazing experts, listening to awesome podcasts, and more.

Because of that, we created an epic resource just for you. A detailed guide called How to Organize and Remember Everything. You can get it completely free by texting the world “smarter” to the number 44222. Again, it’s a guide we created called How to Organize and Remember Everything. All you have to do to get it is to text the word “smarter” to the number 44222, or go to scienceofsuccess.co and put in your email.

In our previous episode, we discussed pride and why it may not be the deadly sin that it’s often cracked up to be, we dug into how research defines pride, examined the critical distinction between self-esteem and narcissism, the deep importance of being able to accept criticism, and looked at the difference between strategies of dominance and strategies of prestige with Dr. Jessica Tracy. If you want to explore this deadly sin, listen to that episode. 


[0:2:17.8] MB: Today, we have another exciting guest on the show, Justin Stenstrom. Justin is a nationally acclaimed life coach, author, entrepreneur, and speaker. He’s the founder of elitemanmagazine.com, the host of the Elite Man podcast. At Elite Man, Justin focuses on helping men become better, more fulfilled versions of themselves in every aspect of their lives, from dating, to relationships, to finding success in business. Justin’s work has been featured in the Huffington Post, Lifehacker, Maxim, and many other publications. Justin, welcome to the Science of Success.

[0:02:48.1] JS: Matt, thanks so much for having me on. I’m excited.

[0:02:49.6] MB: Well, we’re very excited to have you on. For listeners who may not be familiar with you and kind of know about you, tell us a little bit about your background?

[0:02:56.7] JS: Yeah, you kind of gave the bullet point run-down sort of what I do. I help guys out on the site, Elite Man Magazine, I help them from pretty much everything under the sun, whether that’s dating, relationship advice, business advice, health, fitness, even fashion. We bring on like fashion experts and stuff to talk about men’s style.

Pretty much any manly sort of issue or topic that comes up, we try to give the best advice to guys and just kind of steer them in the right direction. This all happened for me, I mean, this is kind of my backbone of what I love doing. I’ve been in love with self-help and sort of this whole self-help world for the past 10 years, and it started with my journey of overcoming major depression, anxiety, and panic attack issues.

It took me a couple of years to get over that, but once I figured that out, the sky was the limit. I started really tackling all sorts of problems in my life, whether that was social skills, building relationships, connecting with and meeting and dating women, and different things like that, and I really started to kind of get good at those things.

From there, I began helping other people, other guys in particular, who were going through the same problems. Shortly after that, I had my first blog, and then the Elite Man Magazine concept came right after that.

[0:04:14.6] MB: Tell me a little bit about Elite Man. What is it about, and what kind of drove you to creative?

[0:04:21.4] JS: The inspiration to create it really just came from my own personal struggles, as I mentioned. Having those sort of deep-seated problems with anxiety, and getting three to four panic attacks a week, and depressed to the point where I was like suicidal. I had suicidal thoughts constantly. It came from actually a lot of pain and hardship in my life that had built up for a number of years. 

Also, the point in my life, this is back when I was about 17, 18 years old. Where a lot of the time, people of that age, teenagers are having fun. They’re going out, they’re hanging out with their friends, they’re going to parties, they’re going to homecoming dances and all that stuff, and I was sitting at home every single day like going crazy because I had nothing to do, and I was totally depressed because I had literally no one to talk to.

It came with problems with my dating life, which was a huge thing. I didn’t even kiss a girl until I was like 18 years old. I didn’t hook up with a girl till like, after high school, and you know, all these problems that I had in my life, as much as it sucked at the time, as horrible as it was to live through all these experiences at the time, looking back now, it was actually a blessing in disguise. Because it was like sort of the lynch pin to putting me on this journey.

Basically, a wakeup call to say, “You know, Justin, you’ve got to figure things out, and really fix your life, and fix these problems,” and from that point forward, I’ve never looked back and just wanted to keep growing and bettering myself, and then, obviously, helping others do the same.

[0:05:48.3] MB: I think that’s a struggle that many of our listeners have dealt with, and I’ve definitely dealt with anxiety in my own life. I’d love to hear a little bit more about your struggle and how you ultimately overcame the depression and anxiety to become somebody who is healthy, and happy, and well-functioning in society.

[0:06:08.3] JS: Yeah, absolutely man. I typically have about eight steps. Sometimes I cover a little more, a little less, but eight steps that I use to conquer my fears and anxiety. If you want, I can kind of run through them quickly, and if you want to maybe touch on a couple of specific ones, we can sort of delve into them a little more in depth. Does that sound good, man?

[0:06:28.0] MB: Yeah, that sounds perfect.

[0:06:29.9] JS: Okay cool. I’ll just kind of run right through them. The first step is realize that you’re not going crazy and that there’s a lot of solutions. Not just one, but potentially millions, thousands, whatever. There’s so many different solutions out there to your problems. This can be specific for something like anxiety or fears, or anything else in general. A lot of the time, people underestimate the fact that there’s so many solutions out there, and a lot of the time they don’t realize that there actually is so many ways to figuring out what’s happening to them.

That’s step number one, is realize that you’re not going crazy, and we’re talking specifically with the anxiety here, or your fears or panic attacks, whichever. They’re kind of interchangeable. Realize you’re not going crazy, and that there is many solutions out there. That’s step number one. 

Number two is, do a combination, or even just one, of these three things. The three things are meditation, yoga, and hypnosis. In particular, I like to use hypnosis as — I mean, meditation and yoga, the research on that is incredible. You can look up so many different research papers and studies on the efficacy of this things, but in particular, I like hypnosis. That’s what I use to help me overcome my panic attacks of getting them three to four times — it’s one of the biggest things I used, was self-hypnosis, actually.

Step number three is living in the present moment. I’m a big Eckhart Tolle fan. A lot of the time, people who have anxiety, who will get panic attacks, they often project themselves into the future. They worry about what’s going to happen tomorrow, or the next week, or a couple of years from now. This builds up a lot of anxiety and stress in their minds. 

Also, on the contrary, living in the past worrying about or regretting things, I should say, that you’ve done or maybe missed out on, or things that you think you should have done or should have had, that leads to a lot of depression. Living in what’s happening right now is the solution to both. You just live with what’s in front of you, what’s going on right now. It keeps you constantly aware of what’s happening and not falling into that trap of going too far in the future or thinking about the past.

Number four is kind of an obvious one, but it’s exercising. Four to five times a week is typically the standard I recommend to a lot of clients I have, and people who want to just kind of have an overall better feeling. Exercise, the research on that obviously is incredible, too. The IO chemical changes in your body, and the neurotransmitters, and the hormones, and all that stuff just get the way they’re supposed to be when you exercise frequently. 

As human beings, our ancestors, for hundreds of thousands of years were constantly moving around, working throughout the day, maybe they weren’t picking up dumbbells and curling them, but they were constantly active. In our 2016, 2017 lives today, Matt, we’re so opposite of this. We’re so sedentary, sitting around, I even fall into this trap sometimes. I got to remind myself, we’re so sedentary, not doing enough to physically move around. That’s number four. 

Number five is improving your sleep. Most people do best between seven to nine hours of sleep. Unfortunately, most people get nowhere near that amount on average throughout the week. It’s really important to improve your sleep. Again, this will help you with your hormone levels, your melatonin, your serotonin, some of the other neurotransmitters that can often lead to problems with anxiety. That’s number five. 

Number six is improving your diet. Getting the good fats, good proteins, good carbs into your system. In particular, fats like fish oil. The studies on fish oil for depression, anxiety, I mean, that’s a game changer in and of itself, but improving your carb intake, and lowering things like starchy carbs, like your bagels, your rice, your pasta, etcetera, and then of course like good proteins, lean protein, lean steak, chicken, eggs, etcetera. 

Step number seven is taking supplements when necessary. Magnesium, B complex, vitamin D, valerian root, niacin, which is one of the specific forms of B complex, these are all proven to dramatically improve your stress levels. Actually, even taking one of these, like a magnesium supplement, can by itself help you overcome anxiety problems, and I mean, that’s really powerful and also very safe. These are all really safe alternatives to say, antidepressant medication, or anti-anxiety medications. 

The eighth step, and this is one of the most important steps as well, is a little technique, a three-step technique I borrowed from a book called Panic Away by a guy named, he has a pseudo name. His name was Joe Barry, but I think he goes by the name of Barry McDonagh or something like that.

It’s just like this little 30-page e-book I read about 10 years ago, and the quick little three-step process is for anyone who is getting a panic attack, you typically want to run away from it. You want to hide from it, suppress it, or ignore it. In this process, this technique, step number one, you do nothing at all. You don’t react at all. You just kind of sit back and observe what’s happening. You sit back and observe the fear, the panic symptoms you’re having. Just kind of take it all in and don’t react. 

Step number two is actually welcoming the panic in. You welcome the fear in that you’re having, you have this dialogue in your head, you literally say like, “Welcome back fear,” or “Welcome back panic,” or “Welcome back tightness in my chest,” or sweaty palms, typically the sensations you’re getting when you’re having a panic attack. You start welcoming all these things back. 

The third step is, you call for more of it. You literally say in your head, “Give me more of this panic. Give me more of this fear. Give me more of these panic attacks, this tightness in my chest, this shortness of breath, the sweaty palms, the shaky legs,” whatever the sensations or feelings that you’re having, you literally ask for more of it.

This is such an empowering, yet counterintuitive approach to handling a panic attack or anxiety. What happens within a few minutes, Matt, is that the panic literally just dissipates. It completely goes away within a few moments, because what you’re doing is you’re pretty much exposing the panic, sort of the irrational fears that you’re having, for what it is. And that’s what it is, it’s just totally an irrational concoction in your mind of something that you’re projecting to happen in the future.

You’re basically putting up to the light, and what happens when you put it up to the light? It goes away and it reveals itself really as nothing, FDR himself said it best, “There’s nothing to fear but fear itself,” and using this technique is one of the most empowering things I’ve ever done.

Those are the eight steps kind of in a nutshell, but if you want to kind of dive in to any one of them, let me know many.

[0:12:54.4] MB: Yeah, no, I’d love to dial in to a number of these, actually. There’s so many different things I want to touch on, so we’ll just start kind of at the beginning. I’d love to hear more about hypnosis. I really haven’t heard much about that as sort of an intervention for anxiety. I’m really curious to learn about how that’s been effective for you. Also, specifically, I’d love to dig in to self-hypnosis and kind of what that is, and maybe how to practice it.

[0:13:20.1] JS: Love it man. Hypnosis is actually one of my favorite things to talk about, so I’m glad you brought that one up. I like to use this analogy, I’ll talk about hypnosis, but I want to quickly give an analogy of how it can work and why it’s effective.

Say you have this child, six, seven, eight years old or whatever. He’s going to school, he’s getting bullied, he’s getting called all kinds of mean names. He’s getting called fat, ugly, a loser, etcetera. All these just nasty things, and he’s getting picked on and bullied all the time. His environment is obviously a very negative environment. His stimulus to his brain, to his mind is very negative. All the inputs that are coming in to his brain are negative. What’s going to happen at this point? 

He’s going to have negative outputs. He’s going to have a low self-esteem. He’s going to think poorly about himself, he’s going to think he’s a loser, he’s going to probably develop some sort of anxiety problem, depression problem. Obviously, the best thing would be to take this child and remove him from that negative environment and place him into a different environment.

Sometimes that doesn’t help, sometimes it helps, but other times it’s not enough, and what’s happening when he’s getting all these stimuli from his environment is it’s going directly to a subconscious mind. The subconscious mind is the part of your mind — it’s actually the most powerful part of your mind. You have your conscious mind and your subconscious mind. The subconscious mind is the most powerful part of your mind, and it controls your feelings, it controls your emotions, it controls your bodily rhythms like your heartbeat, your blood pressure, things that you can’t consciously control, that’s what your subconscious mind controls. 

This child’s subconscious mind has all this negative input, as I mentioned. His output is then going to be negative as well. Like I said, he’s going to have anxiety, low self-esteem, low confidence, etcetera, and you can’t consciously control this. You can’t just say, “Johnny, eight-year old Johnny,” who is getting bullied, just snap your fingers and you know, say, “you’re going to be happy,” and you’re going to be happy all of the sudden. Or snap your fingers and you’re not going to be anxious anymore and you’re going to lose all your fears.

You can’t just consciously do that, but what you can do is use something, a technique like hypnosis or something similar to it where you can then tap in to that subconscious mind and actually reprogram it. It’s very effective for things like reprogramming your feelings, and your emotions, and you do this by getting into a very super relaxed state of mind where you’re very calm, very peaceful, and completely without worry and without stress.

For me, I was listening to a hypnosis CD by a guy — there’s so many out there, but the guy I listen to in particular was a guy named Dr. Andrew Dobson, and he had CD’s and they’re only like 25, 30 minutes usually, but I was listening to a CD, and it takes you through this sort of hypnotic induction where you’re getting into a super relaxed state of mind. 

Then he takes you into trance, what they call it in the hypnosis world, where you’re just like, it’s almost like a state in between consciousness and in between sleep. If you’re fully conscious, it’s not working. If you’re sleeping, it’s not working. It’s in that in between state where you’re kind of aware of what’s happening, but you’re not really thinking about it.

You get into this state of mind, this hypnotic state of mind, and all of the sudden for the next 20, 25 minutes, the hypnotist on the CD, or whether it’s in person, too, because you could do that, is feeding you positive affirmations. These positive affirmations, like I said, aren’t just like you consciously saying like, “I want to be happy.”

It’s hitting the part of your brain, that subconscious part of your brain, of your mind, that you can’t control. It’s working, because it’s sort of reprogramming and reconditioning your mind to feel good again. It’s going to say things like, “You’re grateful for everything you have. You’re happy, you’re healthy, you have a great family,” or “You release all your problems with worry and stress,” and the anxiety that creeps up now slowly sort of drifts away from your body and your mind. 

It doesn’t work right away, but over a certain period of time. Like a couple of weeks, usually about three or four weeks for it to really kick in, and these changes over time are going to be really effective. Something like hypnosis, like I said, is great for problems like anxiety, depression, it works wonders for people who want to quit smoking, lose weight, have better eating habits, all sorts of things like that. It’s very effective for them. For me, it was really effective for ending my panic attacks and also decreasing my overall stress and anxiety.

[0:17:42.7] MB: In that kind of three to four week period where you’re listening to a hypnosis CD, what’s the frequency that you’re doing that? Is it daily, is it twice a week, how often are you doing it?

[0:17:54.7] JS: Yeah, I was doing it daily, and I recommend anyone who is looking to try it, do it daily as well. They say two to three times a week you can kind of get away with, but I really suggest doing it daily. It worked for me, works for a lot of my clients who I recommend it to. Like I said, it’s really only like a 20, 25, maybe 30-minute commitment, and I think first thing in the morning. You just get up, add that to your daily routine first thing in the morning. It’s like 30 minutes, boom, and then you’re done with it. Do it every single day. You’re going to see some serious changes after about three, four weeks.

[0:18:23.6] MB: That’s really fascinating, and it reminds me a little bit of some of the ways that you can kind of reprogram limiting beliefs in your subconscious, kind of speaking and tapping directly into the subconscious and sending it communications that sort of bypass the conscious mind. That’s something that’s really fascinating, and I’m very happy that you brought it up, because like I said, I really haven’t heard much about it at all in this context, and it’s something that I think is really fascinating.

Going down the list, I’d love to dig in to sleep. Tell me about — we’ve talked a little bit in the past about on the show about blue blocking glasses, and the importance of things like that, but I’d love to hear your prescription for how to create more effective sleep. How to sleep better and how listeners can sort of practically implement some ideas to get better sleep?

[0:19:09.3] JS: Yeah, actually I recently got those blue blocking glasses. Not the Swannie’s or whatever. I had James Swanwick on my show recently as well. I didn’t buy the Swannie’s, but the other kind of cheaper one on Amazon. I kind of hate to throw James the bus because he has a great product, but the other ones I got for like, 15 bucks, and I think they’re pretty cool. I think those work really well because the science behind that, the blocking blue light thing is really cool. Like the blue light keeps you up, keeps you like more alert. If you can take that out, and a lot of us kind of do a lot of work and stuff as the night goes on, and I think if you can take that blue light out, it does sort of relax your mind. That’s one of the ways to do it. Removing artificial light as much as possible before sleep. 

A couple of things that I recommend though, one is, make sure you do nothing on your bed other than having sex and going to sleep. It’s really kind of an important one, but it’s also a tough one to do, because a lot of people want to sort of do work on their bed, or they want to sit up and watch TV for hours on their bed. They want to play games, or they want to be on their cell phone. 

Those are things that you sort of get into this condition, and you condition your brain and your mind and all sorts of things you do. That’s kind of just how we are as human beings. We’re always conditioning, retraining, reprograming ourselves, but you want to program your brain to have sort of the healthy, daily routine of doing something that’s going to benefit you, and to do this, you really have to cut out all the junk. You have to cut it all the other stuff you're doing. 

When you go to bed, train your mind, sort of like an NLP technique like anchoring. Anchoring yourself when you go into bed to know that it’s either sex, and then you’re rolling over and going to sleep, or it’s literally, you’re just laying down and you’re going to sleep and that’s it. It’s really important to do that, because when you start to do all these other things, you're conditioning, your training, you’re anchoring your mind to not want to be asleep, or maybe to be alert when you got to bed, even, which is pretty much the worst thing you can do. That’s really like step number one for that. 

The other thing is, as I mentioned too, cellphone usage and TV usage prior to bed is one of the worst things you can do. Whether that’s blue light, or whether that’s honestly just looking at things that may excite you, or entice you, or get your mind thinking, those are things that you really don’t want to do. Even reading a book. I mean, from time to time I read a book, and I think it’s actually kind of good, because it will put me to sleep if it’s like a fiction book. But if it’s something like self-help or like deep work, or like something really thought provoking, I won’t read it, because it’s going to sort of put the wheels in gear in my brain, and it’s going to get me excited. It’s going to keep me up a lot longer than I want to be.

I make sure, in particular, I cut out all cell phone usage, cut out TV usage, those are the things that are going to stimulate my brain, stimulate my mind, and get the wheels turning in my head. I make sure I cut that out about an hour and a half, two hours before I go to bed, and I set my alarm way in advance so I don’t have to worry about going back and resetting it, or looking through my phone, I pop it up, and all of the sudden I have a couple of emails on there I have to read, or a couple of texts.

The other big thing, too, is making sure your phone is on silent, and actually I recommend putting it away from your bed, so when you have that alarm and it goes off, you actually have to physically get out of bed. Which is another thing, is hitting that snooze button, and hitting it like 10 times, where you’re kind of delaying your sleep, but you’re not really sleeping good, but you're kind of just delaying it, and it’s kind of like messing it up. You get into that habit of thinking like, I slept 30 minutes longer, but it really wasn’t 30 minutes.Iit was like 30 crappy minutes that really didn’t do much for you, and only made you tired and, you know, drowsy, kind of dragging when you got up.

Putting the phone on silent, make sure you do that, I mean, that’s a big one. Kind of an obvious one, but if you’re having your phone vibrate or make sounds in the middle of the night, that’s obviously going to disturb your sleep. Unfortunately, a lot of people don’t do that, but putting it on silent, putting it away from the bed, making sure you stay away from it for an hour and a half, two hours before you go to bed.

Another thing I like to do is I have blackout curtains in my room, I’m kind of a night owl, which means I stay up a little later than I should, but I do kind of make it up and I get up a little later too during the day. I’m not an early bird, I never have been, I probably never will be, as much as I want to be. I have these blackout curtains that turn my room dark, and that’s the best way we sleep is having that room as dark as possible. So I have that, I recommend that, too, for anyone who has a third shift, or someone like me who maybe stays up a little later, like one, two in the morning.

The other thing is making sure the temperature’s right. 69, 70 degrees is like perfect temperature for sleep. It’s not too hot where you’re going to be rolling around, sweating, it’s not too cold where you’re going to be shivering. 69 is probably like the ideal temp to shoot for, and then the other thing is, if you live in a noisy apartment complex or you have potentially noisy neighbors, or maybe the outside, you live next to a highway or a busy street, you want to maybe think about getting something like a white noise machine.

This is basically like a sound conditioning machine, that trains you to just hearing this sort of fan-like sound in the background and getting used to that. It takes a couple of nights, like two, three nights to get used to, but once you get used to that, all outside sounds seems to like go away. I’ve been using that for probably eight, nine years now, too. That’s done wonders for my sleep, because it’s trained me to just focus on the background sound of that white noise and really not disturb my sleep from outside sounds and, you know, my environment. Those are a few tips. I hope it helped you a little bit.

[0:24:36.2] MB: I think those are great tips, you know, I personally implemented a number those, including blackout shades, and trying to have some sort of white noise that kind of helps drown out other sound effects. I’m curious, you may not have sort of a prescription for this, but I’m curious. I don’t have any trouble falling asleep, but sometimes, I’ll wake up at like three in the morning and my mind will just be like, racing. I can’t — it takes me like 45 minutes to fall back asleep. Have you ever had that experience, and if so, do you think — would any of this strategies be effective for that, or have you found anything that is effective for that?

[0:25:08.7] JS: Yeah, that definitely does happen to me too from time to time. There’s a couple of different ways to look at it. Every once in a while, I’ll get that, and I’ll be like hungry, and that’s I think the reason I get up or something.

As much as I hate to do it, sometimes I’ll just get up and I’ll have like a little snack, just to make sure my stomach’s not talking to me, and my stomach and my insides aren’t hurting. I’ll have a little snack, and then believe it or not, this actually helps me go back to sleep. As much as, you know, all the fitness guys listening are — the personal trainers out there will say you know, never eat whatever in the middle of your sleep or at night, late at night. 

I’ve done this a few times. I do it from time to time, and it actually helps me go to sleep, because it kind of just like relaxes me again and I don’t have to worry about being hungry. That’s one of the ways to look at it, or potentially having something like tea and some honey, kind of relaxing your chest, and your throat, and etcetera. Something like that, maybe chamomile tea, which is supposedly good for sleep. 

The other thing though that I also do, on the contrary, and this kind of totally goes against everything I’ve said. A couple of those times where I’ve been woken up in the middle of the night and my thoughts are racing, or I have like, my brain is just kind of very active and just thinking about all sorts of things. A few of those times, I’ve actually just said, “You know what? Screw it. I’m obviously not going back to sleep, I’ve tried for half hour, an hour, whatever.” 

I’m rolling around, I’ll actually just get up and I’ll do some work. I’ll get up and literally like, go off my bed, and go over in the other room, and open up my computer, and just start working. A few of the times, believe it or not, I’ve actually done some of the best work I have ever done. I don’t know if it was like, meant to be or whatever. I was woken up in that moment, and my mind had some idea in it, and I just put that to work and whatever. 

I think what I ended up writing my second book, I ended up writing like three chapters in a row or something in one of those nights. A couple of the other times, actually, I did work for a little bit and then I got tired again doing work, so I went back to sleep. So you can handle it in a couple of different ways, really depending on what you want to do. 

But the thing that I want to say is the couple of times I have done this, I don’t necessarily think it’s the worst thing in the world, or such a horrible thing, because once in a while you get up and your mind is racing and you have all these ideas you can’t put to sleep. Sometimes putting those things in action is maybe meant to be. Maybe you were meant to be at that moment so why not act on it? 

[0:27:29.7] MB: That’s really interesting, and I think it dove tails your advice of treating your bed as a place where you condition your mind for sleep. I’ve heard the advice before, that essentially when you wake up in the middle of the night, you can’t fall back asleep after, let’s say 20 or 30 minutes, you should get up, because otherwise you’re messing with that programming and you’re treating your bed as a place that you do things other than sleep in. 

But the midnight snack advice is actually fascinating, and I may try that the next time this happens to me, because what I’ve personally noticed is I have two or three days a week I will get up really early, at 5 AM, and go to the gym and train, and I will have a protein shake when I do that. So I am priming my body on some days to eat super early in the morning, and then the day when I am trying to sleep in a little bit longer, I will wake up at 5 AM and be like, “Where is my protein?” So maybe having a little midnight snack can be a solution for something like that. 

[0:28:22.1] JS: Yeah, for sure man. 

[0:28:23.9] MB: So that dove tails a little bit. I’d love to get a few pointers in terms of dietary interventions to deal with things that you’ve touched on. The importance of fish oil and some other supplements. I’d love to hear your thoughts about ways to improve your diet, and maybe some of the science and the research behind why these dietary interventions potentially can help with things like anxiety and depression. 

[0:28:46.6] JS: Yeah, absolutely man. Typically, what you’re putting into your body, this goes back to, as well, the inputs from the mind, the subconscious mind controls all. If you have negative inputs throughout the day to your subconscious mind, your outputs are going to be negative. Going back to that example with poor Johnny getting bullied, the same thing goes with your diet. What you put into your body is exactly what you are going to have for your output. 

Your inputs are going to be your outputs. The Greek philosopher Hippocrates said, “Let thy food be thy medicine and thy medicine be thy food.” Literally, he knew thousands of years ago the power of food. If you put the right amounts of food, or the right types of food into your body, it will heal you. It will make you feel better. It will give you energy. It will lift up your mood in every possible way and make you optimal as a human being. 

On the contrary, if you feed it junk, if you feed it garbage, if you feed it McDonald’s, if you feed it Burger King, Wendy’s, all this junk and crap out there that is so prevalent in America and some of the other more advanced countries in the world, unfortunately, what you’re going to have is a lot of crap and negative output as well. 

It’s just going to bring down your mood. It’s going to mess up the neurotransmitters in your brain. Your serotonin might drop, your testosterone may drop, your cortisol will go up, the stress hormone, which dictates a lot of these things that we’re talking about here, like your anxiety levels, the fat storage in your body, even sleep, too, by the way. If you don’t get enough sleep, your cortisone levels go up, your melatonin levels get out of whack, you start to store fat, your HGH, your hormone production, your human growth hormone gets out of whack as well. 

You have less of that, and so you start to store more fat, and then you store more fat and this fat creates different problems as well, and just adds up and snowballs ,and the more you eat, the more junk you’re putting into your body, the more crappy fats from that double cheeseburger at McDonalds, or the poor quality protein that burger has in it, or all the carbs from the bread, all those things that you are putting into your body just adds up and snowball effects. 

It just gets worse and worse and worse. The more you do it, the worse you’re going to be. The worse your body reacts to it, then your body starts to develop all these negative habits, and starts to store fat, and store more fat, and they say it’s harder to lose fat once you start to put it on than it is to stay in shape. So it’s better to keep that off and not get into that position in the first place. 

Literally, when you’re eating, you’re literally taking your body and breaking it down. From your brain, to your heart, to the rest of the organs in your body. Your liver, even your muscles, and then of course, fat around your midsection. All that stuff, it literally breaks down overtime, and the way to optimize it is to have, as I mentioned before, good fats, good protein, and good carbs. Typically, I recommend, I have a background in personal training, I like to keep it very simple, and I always recommended about 50% carbs, 30% protein and 20% fat. 

The carbs, again, these are fibrous carbs. Kale, broccoli, cabbage, and avoiding as much as possible starchy carbs. The useless carbs that your body can’t take in and actually be productive with. So avoiding the pasta, the bagel, the rice, the bread, all that stuff as much as possible. Avoiding that, you’re going to see a lot better results, and that’s carbs. Protein, again, chicken, lean steak, fish, fish is huge. I live on tuna, tuna is one of my favorite snacks. 

Greek yogurts are great for you, and the fats, the fish oils of the world, the omega-3s, the olive oil, the coconut oil, all those things are incredible for your brain. Your brain is built primarily of fatty acids and fatty tissue. The more you can supply it with fatty acids, you’re basically just giving it gas in your gas tank, and of course your brain controls your entire body. I mean, we’re talking about it a lot in this episode, your brain is the primary controller of everything you feel and all your emotions. 

If you can basically just give it and provide it the resources, the energy that it needs to function optimally, you’re going to be much better off. By doing that, the Omega-3s, we’re getting that balance of Omega-3, Omega-6, Omega-9. We do take Omega-6, and Omega-9 from the normal diet we have in western society. That’s why it’s good to optimize and supplement with things like Omega-3, to get the ratio back into balance. 

Innately, just by itself, Omega-6, Omega-9 is not bad for you, but the fact that we have way too much of it, like way too much of anything will kill you. Even way too much water you can overdose and die from. Way too much Omega-6, Omega-9 will kill you. It will break down your body slowly overtime, and that’s what a lot of people do. So optimizing that Omega-3 and getting the ratio, the balance back to normal is typically the best way to go. 

So supplementing with things like fish oil, krill oil, taking coconut oil, even having that on a spread or cooking with it is great, and doing that every day, like I said, will do wonders for your brain and your body.

[0:34:00.8] MB: One of the supplements that you mentioned was magnesium, and I have heard a number of different sources, everybody from body builders on down, talk about magnesium and why it’s an important supplement. The struggle that I’ve had is, and I don’t know if you have ever had this with taking it, but every time I’ve taken a magnesium supplement, it makes me extremely nauseous. I don’t know if you’ve ever had that experience or have any particular guidance in terms of how to overcome that. 

[0:34:26.2] JS: Yeah, I haven’t had that personally. Do you know by chance what brand it was, and also what form it was? 

[0:34:34.0] MB: I don’t know the brand, but I remember it was a big pill that was a dry-ish pill, if that makes sense. It wasn’t like a gel cap or anything. It was a solid, vitamin-looking pill. 

[0:34:43.7] JS: I know what you mean. Typically, what I’ll recommend it, and magnesium, actually one of the things that it’s actually good for, which I thought you were going to say, is it’s good for constipation. So anyone who’s having constipation, it loosens up the bowels and you can actually go to the bathroom if you’re constipated. So it’s a really good constipation relief supplement. The nausea, though, could be anything from poor quality brand, which there’s so many out there. 

If you go into your local grocery store, or even like a GNC supplement store, I always do not recommend going to. As much as they’re mainstream and popular, they typically have horrible quality supplements, some of the worst ones out there. It could have been anything from the supplement brand, or potentially it could have been the form of the magnesium. Which the worst form of magnesium, and actually, unfortunately, the most popular form of magnesium is magnesium oxide. 

If I had to guess, I would say the pill you took was probably a magnesium oxide. I could be wrong on that, but I guess I think the majority of them are oxides. The form you want to take, there’s a few different ones, but the best one or one of the best ones is magnesium citrate, and this is a lot easier for your stomach to handle. It’s also a lot easier for it to go down. 

A couple of brands to potentially think about getting, maybe next time for some of your listeners, the NOW brand is actually a really good quality brand. Life Extensions is a really good one, and there’s some of the other ones out there, like independent ones like Raw. Raw Foods is a good supplement brand, but there’s a few independent organic brands out there that are less mainstream than some of your GNC brands, or your Vitamin World, or Puritan’s Pride brands.
Those are the ones that are typically in the grocery store, and those are the worst ones you can take. 

So it was probably either the brand or the form that you took it in. Also, another thing to keep in mind, too, is the capsule in general. Capsule or a liquid will be a lot better for you, and a lot easier and more absorbable than say, a hard, big, stuffed-up pill. Like they condense down and add all these other additives to make it hold its form. So a capsule, where it’s basically, you can open up the capsule and that’s the contents of your pill, that’s usually the best way to go. A capsule or even a liquid as opposed to a hard, big pill, and also the form or the brand. You want to stay away from those grocery store mainstream brands. 

[0:37:13.8] MB: I’d love to move down the list and talk a little bit about the three-step technique you’ve talked about dealing with panic attacks. I love the advice of instead of resisting it, inviting it in, and one of the things that I found really relevant for myself in terms of dealing with anxiety or stress is the idea of, and this is a corny phrase I came up with myself, but it’s “Don’t flee it, feel it,” which is like, instead of running away from this feeling and being like, “Make it stop. I don’t want to feel like this,” just feel it and be with your body and experience it. 

I’ve had a very similar kind of experience, where, when I do that, my body experiences the stressful emotion and then it just flows away. But I’d love to hear a little bit more about that technique and how you stumbled upon it. 

[0:38:04.6] JS: Yeah man. So I stumbled upon it, the funny thing is that I read this little e-book, this short e-book, it was one of the first things that I came across when I was trying to figure out how to get over my panic attacks, but the approach in it was just so counterintuitive, and it seems so crazy that I just brushed it off and put it on back of the bookshelf, so to speak, I mean it’s an e-book. 

For the next five or six months, I didn’t even think about it until I’d tried so many other things that didn’t work. And then one day, I’m in the middle of having a panic attack, and I was like, “You know what? There was that other thing, why not? Screw it, I’m going to try this out,” and lo and behold, it actually worked. So I stumbled upon it, like I said, and I didn’t think it was going to work. I tried it, and from that point forward, my life changed as far as facing different fears, not being scared of doing different things that I’ve been scared of in the past, and I like to always use this example. 

Shortly after this, maybe about a year or so after I’ve gotten over my panic attacks, gotten over my anxiety, I started hanging out with this friend of mine. This is a real-life example of using this panic attack approach to ending any sort of fear. I was hanging around with this buddy of mine, we’re going to this roller coaster park. This Six Flags theme park in Massachusetts, where I’m from, Massachusetts, and my buddy’s name is Bobby. 

I tell Bobby before we go, “I just want to go there, hang around, walk around, talk to some girls,” I’m single at the time, “and then just have fun. I’m not going to do anything, I’m not going on any rides.” I hate roller coasters. For the entirety of my life, every single time I went on a roller coaster, I got immediately sick for the next hour and a half, and was throwing up profusely, and I just absolutely hated them. I made it very clear to Bobby I was not going to go on a roller coaster. Long story short, Bobby was this daredevil type of guy. He jumps out of planes, he rides motorcycles 180 miles an hour, he goes to all the craziest roller coasters in the world, he’s just the definition of a nut case daredevil, and he has no fears at all. 

So long story short, we’re at the theme park, and fast forward about 30 minutes, and besides being a complete daredevil, Bobby also happens to be incredibly persuasive. So fast forward about 30 minutes, and I find myself unfortunately sitting next to Bobby on a roller coaster. It’s not just any roller coaster, Matt, it’s the worst one there. It’s like the Bizzaro One that goes, I don’t know, 100 miles an hour and drops 300 feet after the first couple of seconds. Sitting next to Bobby, I look over at him, and he’s putting his hands up, he’s yelling, he’s swearing, he’s acting like a complete jerk.

I look over at him, I’m like, “Bobby, at least calm down man. We’re both about to die, at least save us some dignity before we both die.” He didn’t mean it to be profound or anything, but he kind of looked over at me and said, “Justin, this is how you ride them. This is what you have to do.” 

Like I said, I don’t know if it was because I was sort of in this transitional period of my life and I just overcome anxiety, depression about a year before. That day I just said, you know what? I’m going to try it, and so I started doing what Bobby was doing. I put my hands up, I started yelling, I started screaming, started swearing and acting like a complete fool, and we take off in the ride. We get to the top, that first big drop, and we come flying down that first drop, and I kick my hands up, I keep yelling, keep swearing, keep screaming, and lo and behold, for the first time in my life, I actually enjoyed it.

I actually enjoyed the moment, and for the rest of the ride, the rest of the two minute ride, we’re going up and down, all sorts of loops, and upside down turns and twists. I’m yelling, I’m screaming, I’m laughing, I’m having a great time, and I get off the ride and I say, “You know Bobby, let’s go again.” We ended up going on every single ride, every single roller coaster in that park, like five times that day.

You know, for the first time in my life, I actually knew how to ride roller coasters, and it wasn’t until little afterwards that I realized what had happened, and what had happened was I faced my fears head on. I just totally exposed it for what it was, which was a concoction in my mind of all this projecting of what could potentially happen, and all these negative things that might go wrong.

I exposed it for what it was, took it on, challenged it, basically asked for more of it, and this fear completely went away. From that day forward, I knew how to ride roller coasters, how to have a good time doing it.

[0:42:33.6] MB: That’s a great story, and a great allegory for how to deal with fear more broadly. For somebody who is listening that wants to kind of concretely implement some of the things we’ve been talking about, what’s one simple piece of homework that you would give for them as kind of a place to start?

[0:42:49.0] JS: It could be really any one of the steps that we mentioned, but I think maybe the one, the easiest one to implement right now is to live in the present moment. Don’t worry about what’s going to happen tomorrow. Don’t worry about worrying about the past, or regretting things you missed out on, or things you could have done, or things you wish you’d done. Just living what’s happening right now. Enjoy life for what it is. Enjoy the moment, enjoy what you have right now.

A lot of the time, even I fall for this trap sometimes. A lot of the times, we forget all the great things we have. Anyone who is listening to this podcast, you’re a lot more lucky and you should be a lot more grateful than you probably are. If you’re listening to a podcast, you’re probably not in a third world country. You probably have electricity, heat, hot water, food, shelter, you have all this basic necessities and essentials that we take for granted every single day.

Worrying about losing out on that job promotion, or worrying about a girl that didn’t text you back, or worrying about a potential business failure happening in a couple of months, or next week, or tomorrow, or regretting things you missed out on in the past. That’s all just negative self-talk and negative things that are leading to an unhappy and unfulfilled life. If you can just live in what’s happening right now and appreciate some of the things you have, you’re going to be a lot better off.

[0:44:08.7] MB: Where can people find you online?

[0:44:10.7] JS: You can check out either my website, elitemanmagazine.com, or my personal website, justinstenstrom.com.

[0:44:17.8] MB: Awesome. Well Justin, this has been a fascinating conversation, and some great really practical advice. I love the eight-step process, I love kind of digging in to a number of those different steps. We’ll include everything you talked about in the show notes, we’ll include links to your website, and links to Elite Man. I just wanted to say thank you so much, it’s been a fascinating conversation.

[0:44:35.8] JS: Matt, thanks so much for having me man. I really appreciate it.

[0:44:39.1] MB: Thank you so much for listening to the Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy, and fuel our mission to unleash human potential. 

I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an email. My email is matt@scienceofsuccess.co. I would love to hear from you, and I read and respond to every listener email. 

The greatest compliment you can give us is a referral to a friend, either live or online. If you’ve enjoyed this episode, please, leave us an awesome review and subscribe on iTunes. That helps more and more people discover the Science of Success. 

I get a ton of listeners asking, “Matt, how do you organize and remember all this information?” Because of that, we created an amazing free guide for all of our listeners. You can get it by texting “smarter” to the number 42222, or by going to scienceofsuccess.co, and joining our email list.

If you want to get all this incredible information, links, transcripts, everything we just talked about and much more, be sure to check out our show notes. You can get them at scienceofsuccess.co, just hit the show notes button at the top. Thanks again, and we’ll see you on the next episode of the Science of Success. 

February 02, 2017 /Lace Gilger
Emotional Intelligence

Pride: Why The Deadliest Sin Could Hold the Secret to Your Success with Dr. Jessica Tracy

January 26, 2017 by Lace Gilger in Mind Expansion

In this episode we discuss PRIDE – and why it may not be the deadly sin that it’s often cracked up to be. We dig into how the research defines pride, examine the critical distinction between self esteem and narcissism, the deep importance of being able to accept criticism, and look at the difference between strategies of dominance and strategies of prestige with Dr. Jessica Tracy. 

Jessica is a professor of psychology at the University of BC where she also directs the Emotion and Self Lab. She is the author of Take Pride: Why The Deadliest Sin Holds the Secret to Human Success. She has published over 80 journal articles, book chapters, edited volumes, and reviews, and her groundbreaking work on pride has been covered by hundreds of media outlets, including ABC’s Good Morning America, NPR’s All Things Considered, the New York Times, the Economist, and Scientific American.

  • How Jessica defines Pride in a way that may shock you

  • How pride can also be positive

  • The two different kinds of pride experiences

  • How one type of pride is linked to tons of positive outcomes (and the other has severe downsides)

  • The critical distinction between self esteem and narcissism

  • The truth about what narciststs and hubristic people feel deep down

  • We dig into research studies show about how people with narcissism deal with criticism

  • The critical importance of being able to take criticism

  • Why not being able to take criticism is a huge red flag for hubristic pride

  • We discuss Paul Eckman’s research on the universality of emotions

  • The expansive and visually apparent physical display of Pride and how you can recognize it

  • The fascinating finding from studying blind olympians and how they demonstrate pride

  • How pride can be a huge positive motivator to make you want to succeed

  • We dig into a number of specific research examples from Dr. Tracy’s research

  • How your emotions are “adaptive” and what that means

  • The adaptive benefits of pride and how it helps you achieve status

  • The critical difference between prestige and dominance

  • We discuss whether a strategy of dominance or a strategy of prestige is more effective in creating the results you want

  • Would you rather be loved or feared? (we answer that)

  • We discuss President Donald Trump and how his strategy of dominance caught many people by surprise and serve as a fascinating real life case study of Dr. Tracy’s research

  • We discuss the concept of “self conscious emotions”, what they are, and why they are important

  • We discuss some of Dr. Tracy's research about shame

  • Why its better to be guilty than ashamed

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Book] Take Pride: Why the Deadliest Sin Holds the Secret to Human Success by Jessica Tracy

  • [Bio] Jessica L. Tracy, Ph.D.

  • [Website] UBC Emotion & Self Lab

  • [Book] Grit: The Power of Passion and Perseverance by Angela Duckworth

  • [Book] The Blank Slate: The Modern Denial of Human Nature by Steven Pinker

EPISODE TRANSCRIPT

[00:00:06.4] ANNOUNCER: Welcome to The Science of Success with your host, Matt Bodnar.

[00:00:12.4] MB: Welcome to The Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee, and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study, and I am going to take you on a journey into the human mind and what makes peak performers tick, with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.

In this episode, we discuss pride, why it may not be the deadly sin it’s often cracked up to be, we dig into how research defines pride, examine the critical distinction between self-esteem and narcissism, the deep importance of being able to accept criticism, and look at the difference between strategies of dominance and strategies of prestige with Dr. Jessica Tracy.

The Science of Success continues to grow, with more than 725,000 downloads, listeners in over a hundred countries, hitting number one New and Noteworthy, and more. I get listener comments and emails all the time asking me, “Matt, how do you organize and remember all this incredible information?” 

A lot of our listeners are curious about how I keep track of all the incredible knowledge you get from reading hundreds of books, interviewing amazing experts, listening to podcast and more. Because of that, we created an epic resource just for you. A detailed guide called “How to Organize and Remember Everything.” You can get it completely free by texting the world “smarter” to the number 44222. Again, it’s a guide we created called “How to Organize and Remember Everything.” All you have to do to get it is to text the word “smarter” to the number 44222, or go to scienceofsuccess.co and put in your email.

In our previous episode, we discussed what Elon Musk, Bill Gates, Stephen Hawking, and others consider to be the single greatest threat to humanity, why death is not a binary event that makes you transition from being alive or dead at a specific moment in time, we asked if you would spend a thousand dollars on a chance to live forever, we looked at the biology behind cryogenics, vitrification, and putting your body on biological pause, and explored why poverty, climate change, war, and all of our problems melt away in the face of one extremely important issue with our guest Tim Urban from Wait but Why. If you love exploring relevant, highly fascinating scientific topics, listen to that episode. 

[0:02:25.0] MB: Today, we have another fascinating guest on the show, Dr. Jessica Tracy. Jessica is a professor of psychology at the University of British Columbia, where she also directs the Emotion and Self lab. She’s the author of Take Pride: Why the Deadliest Sin Holds the Secret to Human Success, she’s published over 80 journal articles, book chapters, edited volumes and reviews, and her ground-breaking work on Pride has been covered in hundreds of media outlets, including Good Morning America, NPR, New York Times, The Economist, and The Scientific American.

Jess, welcome to the Science of Success.

[0:02:56.7] JT: Thank you so much, thanks for having me.

[0:02:57.7] MB: Well, we’re very excited to have you on here. For listeners who might not be familiar with you and some of your work, tell us a little bit about yourself.

[0:03:04.9] JT: Sure. I’m a researcher, a psychology researcher at the University of British Columbia. I teach psychology, but mainly what I do is do research, and most of my research is on emotions. The emotions that I kind of specialize in are the emotions that we call self-conscious emotions. These are emotions that are all about how we feel about ourselves. They typically include shame, guilt and pride. Pride is the one that I’ve really done the most research on.

[0:03:28.2] MB: Very exciting. Tell me a little bit, sort of what is pride? I know a lot of people have misconceptions or maybe don’t really understand it, obviously not to the degree that you do, but when people think of pride, they might not necessarily think of what you talk about. How do you define pride?

[0:03:45.1] JT: Yeah. Pride is, in its simplest terms, it’s the emotion that we feel when we feel good about ourselves. That can mean we feel good about ourselves for having accomplished something really big and really important, or even something small but that we worked hard for, or it could be that we feel good about ourselves because we just kind of are reflecting back and feel like, “Hey, you know, I’m pretty awesome. I’m really great.”

Those are two slightly different feelings, and we can talk about that, that pride is not one kind of simple thing, it’s two different things, and it’s most straightforward sense, it’s basically these positive feelings about one’s self.

[0:04:18.0] MB: When many people think of pride, it’s a deadly sin, pride cometh before a fall, all of that kind of stuff. Is pride something that’s negative?

[0:04:26.7] JT: Yeah, this is kind of the big issue that I was sort of implying, that pride can be negative, but it’s also positive. So what we found is that there are actually two different kinds of pride experiences. This is a really big important finding, because I think the failure to distinguish between these two prides has led to all kinds of confusion in many different ways.

On the one hand, we have the kind of pride that is all about feelings of self-confidence and self-worth. It is typically found in response to a hard-earned accomplishment, when you really work for something that’s important to you, and you achieve it, and then you feel good about yourself as a result. We call that authentic pride, and that’s because it’s based on an authentic sense of self. You’re sort of reflecting on who you are, and the hard work you put in a realistic manner. 

That kind of pride is linked to all kinds of good outcomes. When you feel that kind of pride, it typically makes you want to keep on working hard. People who tend to feel it tend to be good people. They care about others, they care about their society, they want to help others, and they’re high in sort of achievement motivation. 

But there is this other kind of pride as well. That’s the kind of pride that we feel when it’s not just that we feel good about ourselves, but that we feel like we’re really great, and even better than everyone else. This is the kind of pride that like arrogance, egotism, conceitedness, and we call this kind of pride hubristic pride. The word hubris, of course, comes from the Greeks, who talk about hubris in pretty much these terms. People who had hubris, according to the Greeks, were people who basically believed they were kind of like gods more than humans. That’s a little bit what hubristic pride is. It really is this almost godlike feeling, very self grandizing. 

That kind of pride, we found, is linked to a lot of problematic outcomes. People who tend to feel it tend to be aggressive, they’re sort of manipulative of others, they take advantage of others in order to accomplish their own ends, or they’re sort of selfish and as a result, they have a number of psychological problems, they tend to succumb to depression and anxiety, they have trouble making close friends, they’re disliked by others around them. 

There’s really a big distinction, these really are two different experiences in many ways, and yet in English, we refer to them with that same word, pride.

[0:06:23.2] MB: Tell me a little bit more about the distinction between authentic pride and hubristic pride, and why haven’t people kind of grasped that distinction before?

[0:06:32.8] JT: One reason that I think people haven’t grasped it, I guess I would say is because both prides do involve positive feelings about their self. It’s not that one is pride and one is anger. They’re not two totally different emotions. They are both this good feeling about the self. I think it’s pretty easy to say well, one’s just an extreme version, right?

You feel a little bit of pride, that’s authentic pride, you feel a lot of pride, that’s hubristic pride. That’s really not what it is. I think, you know, that’s an easy mistake to make, but there really is actually more of a qualitative, not just a quantitative difference between these two kinds of pride. One way to understand it from a psychological perspective is to think about the difference between self-esteem and narcissism.

Psychologists talk about self-esteem as this really great thing. We want our kids to have high self-esteem, and lots of studies have looked at high self-esteem and shown that basically, it’s really pretty much everything good that psychologists study. If there’s a good personality trait, or good behavior, or good social behavior, it’s linked to high self-esteem.

Narcissism, which is another topic that psychologists have studied for quite a while, is linked to all kinds of bad behaviors. Narcissists tend to be aggressive, they take advantage of others, they do all the things that I was saying before characterize people who feel a lot of hubristic pride. That’s because narcissism, unlike self-esteem, isn’t a genuine good feeling about the self, it’s not based on a realistic self-appraisal, it’s based on a more exaggerated sense of self. 

That’s exactly what hubristic pride is. Hubristic pride is the emotion that fuels narcissism, and it occurs not when we’re kind of looking realistically at ourselves, and what we’ve done, and our accomplishments; but rather when we’re sort of taking this biased view of ourselves. This sort of inflated view of ourselves, where we really are motivated to see ourselves in the best possible light.

One thing I argue in my book is that the reason for this motivation is because deep down, people who are feeling hubristic pride really aren’t feeling good about themselves at all. You’ve got this kind of almost ironic process that happens, where when people, some people, feel bad about themselves, feel shame, those feelings are so painful to experience, rather than consciously accept them, they sort of burry them. They repress them, they pretend they’re not there, they try to avoid them.

One way of doing that, or one way to help do that, is to instead experience the opposite, right? You feel threatened in some way, someone maybe criticizes you, and instead of thinking god, I feel horrible about myself, you bury that. Instead, you say, “You know what? He’s an idiot. I’m the one who is great, I know everything, I’m better than everyone else. I’m going to show him,” and that’s what people who are narcissistic tend to do, and that seems to be a behavior associated with hubristic pride.

[0:08:57.2] MB: So deep down, many people who exhibit kind of narcissistic behavior, or as you call it, hubristic pride, they don’t feel good about themselves, and in many ways it’s sort of a manifestation of a lack of self-confidence and self-esteem?

[0:09:11.1] JT: Yeah, that’s exactly right. This is a fairly controversial idea. Some people who study narcissism say that’s not the case, narcissists just think they’re really great, and the reason that they get aggressive when other people challenge them is because it kind of annoys them to have other people challenge them when they know that they’re really great.

My view is that it doesn’t make a lot of sense, you know? You can sort of think about it logically. If you think you’re great and you have total confidence in that, you're not sort of underneath it all questioning that or feeling insecure about it. Someone comes along and challenges you in some way, and typically, in research studies, the way this is done is you’re asked to write a short essay about a topic that you may or may not have strong feelings about.

Spend five minutes or so on it, and you’re just doing it for some course credits. It’s really not something you’re deeply invested in anyway. You then submit the essay to who you think is another student, you get it back, and you find that the essay’s been sort of torn apart. This other student has written red marks all over it telling you how terrible they think it is.

You could imagine yourself in a situation, and again, if you’re someone who has a real genuine sense of confidence in yourself, you probably would respond to those criticisms by thinking, “Well, you know, I spent five minutes on that essay, it’s really not something I care about, this is no big deal.” Or maybe you think, “You know, I think my essay was pretty good. This guy, he doesn’t know what he’s doing. That’s fine, he can say what he thinks, and I’ll continue with my opinion.”

What the narcissist does is instead say, “That guy, I hate him.” He lashes out at that guy, and so studies show that narcissists will go to great lengths to punish the person who just gave them this negative feedback. They’ll blast them with loud noise, they’ll dose them with really spicy hot sauce. Whatever opportunity researchers essentially give them to punish these people, they’ll take it, and so my view is that we really can only explain that kind of extreme aggressive behavior in the situation by suggesting that well, underneath those feelings of confidence is really the opposite. It’s something else that the person is really desperately defending against.

[0:10:59.1] MB: That’s fascinating. You know, one of the things we’ve talked a lot about on the show is kind of the idea of accepting criticism, and being really open about feedback, and kind of understanding your own limitations. It seems like something that people who struggle with hubristic pride really can’t do is accept criticism.

[0:11:16.9] JT: Yeah, you’re absolutely right. That’s a huge limitation, and I think it’s one of the big findings about narcissism in general. It seems to be the case for hubristic pride that criticism is a real weak point, that it’s not acceptable to be attacked. These people can’t handle it.

I think that’s actually one reason to think about the distinction between authentic and hubristic pride, because if you can focus on authentic pride, your genuine accomplishments, the things you worked hard for, and have a realistic sense of self-confidence when based on what you actually did, rather than this artificial self-grandized perception that’s all about defending these unconscious feelings of insecurity, then you can accept criticism. 

Then you can hear this negative feedback and say, “You know what? They’re right. I could do better,” or “They’re wrong. I think I did a really good job, and I disagree with this person,” but kind of take it either way and not get upset about it, and not get too upset about it. I think that’s a really, obviously, important thing to do for people in almost any work you meet.

[0:12:08.4] MB: I’d love to hear a little bit about some of your research background, and maybe starting with looking at pride displays, and some of the research you’ve done around Olympic athletes, and going to Burkina Faso, and all of those different stories.

[0:12:21.7] JT: Sure, yeah. When I started my research on pride, it was about 2003, and at the time, really, it’s fair to say pretty much no one had studied pride. There were sort of hints of it here and there, some developmental psychologists, people who study children had looked at pride and kids, but there really wasn’t a lot in the adults. 

There’s a whole bunch of historical reasons for that, but one of the big factors is that emotion research really took off in the 1970’s and 80’s. When Paul Ekman famously traveled around the world and found that people everywhere recognize and show facial expressions and emotions in the same way. This is a really kind of ground breaking finding.

He very famously went to Papua New Guinea and studied people who were members of this small tribe, who have never seen a westerner before in their lives, and he showed them emotional expressions from the west and they identified them in the same way that westerners did. This was a big deal because it suggested emotions are universal, right?

If people all over the world identify emotion expressions in the same way, that has to mean that expressions aren’t something that each culture creates individually in its own way. Instead, it has to mean that emotions are a part of our human nature. They’re something we evolve to experience and display. That was a really kind of ground breaking finding at that time. 

That was really great, but the downside of it was that Ekman studied and found evidence for the universality for only a very small set of six emotions. These six emotions, you know, you probably can maybe guess what they are, but anger, fear, sadness, disgust, happiness, and surprise. They do seem to be universal. They have these universal facial expressions, and they’re important in many ways, and sort of have all kinds of adaptive functions for humans.

That doesn’t mean that there aren’t other emotions out there as well that might also be adaptive and important. Yet, what people took from Ekman’s research is that actually, no, only these six emotions, only these six that have these universal facial expressions. Those are really the only kind of important emotions worthy of studying, fundamental to the human species. 

When I started and got interested in pride in the early 2000’s, there really hadn’t been much done. Partly for this reason, it occurred to me that, you know, perhaps pride does have a universal nonverbal display. The thing about Ekman’s research was that it was really restricted to the face. He was very focused on finding the emotions that people show in their faces.

Pride, you can’t show it just from the face. If you look what a facial expression of pride looks like, you won’t be able to tell it from happiness. It looks essentially the same. However, when people feel pride, they do something distinctive with their nonverbal behaviors, it’s just that what they do involves their body as well as the face. You can think about this, right?

People who feel pride, yes, they smile, but they also tilt their heads upwards a little bit. They push out their chests, they pull back their shoulders, they basically make themselves expansive in various ways. Sometimes they raise their arms above their head and put their hands in fists. It’s really an expansive, very visually apparent display. We thought, “Well, you know, if we can show that display is also recognized as pride, or it’s recognized reliably by people all over the world, then that might mean that pride, much like these other six emotions, is a fundamental part of human nature.” 

To do that, we basically began by having people pose expressions that we thought mapped on to what we expected pride to look like, and we tested whether other people recognized them, and we started just in California, where I was in grad school, and then we took it to Europe, and then eventually to Burkina Faso, as you mentioned.

We traveled to this country in west Africa, we were able to do studies with the help of a collaborator there, with people who very much had almost no exposure to really any culture outside their own, certainly to anyone in the west. These were people living in what anthropologists call a small-scale traditional society, basically living off the land in much the same way as their ancestors had for really for millennia.

They lived in mud huts with no plumbing or electricity, in the rural countryside of this country that’s incredibly poor. Burkina Faso is typically ranked as the second or third poorest country in the world, as a result of which, they have really no access to anything outside of their own country. There’s no media, at the time, there was no internet in these rural villages. Sometimes in the cities you can find it, but certainly not where we were doing our research. No magazines. Really no way for these people to have somehow seen a western pride expression, right? It’s hard to tell a story about how that could have happened.

When we showed them pride expressions posed by people form the US, we found that they recognized them. You know, they recognized them, and they were able to say, “Yeah, that’s pride.” That’s really good evidence that this expression isn’t something that’s unique to American culture, but rather something that’s universal, that is part of our nature, because again, it’s hard to explain how these people on the other side of the world would recognize this expression in the same way if it were not for the fact that humans as a species recognize the emotion this way, because we evolved to do that. We evolved to recognize the pride expression.

[0:17:01.6] MB: You also studied blind Olympians, right? They demonstrated the same expression.

[0:17:06.5] JT: Yeah, the Burkina Faso study was nice because we looked at recognition, but you know, recognition’s just kind of one side of demonstrating a universal expression. You also want to know people actually show this expression when they’re feeling pride. To do that, we looked at Olympians, these were Judo athletes in the 2004 Olympic games, and we just looked, we coded their behaviors after every match in that Olympics. We did that, we actually were fortunate to have photos taken by an official Judo Federation photographer.

They were really high-quality photos, very up close to these people, this guy was right on the mat with them, and there were moment by moment shots of every behavior these people engaged in while experiencing what’s probably the most intense pride of their lives if they won their match. We simply tested whether the behaviors these people showed, in fact, mapped on to this recognizable pride expression that we found to be recognized by people all over the world.

Sure enough, it did, and we found no differences by culture, so we looked at athletes and countries all over the world, and basically, no matter what country they were from, they tended to respond to the success experience by displaying pride. Then we looked at blind athletes. We looked at the Paralympics, where you have people who were blind, including people who were congenitally blind, meaning they were born blind and they’ve never been able to see. 

The reason that’s really important is because here we have a group of people who literally could not have learned to display pride from watching others, right? They’ve literally never seen a pride expression. The athletes in countries all over the world probably had seen other people show pride. They’re professional athletes participating at the Olympic level, they’re obviously exposed to lots of cultures. For these blind athletes, that’s just not the case. 

When we looked at how this people responded to success, we saw exactly the same thing. Just like athletes from countries all over the world who had sight, the congenitally blind athletes also responded to winning an Olympic match by displaying these pride behaviors.

[0:18:48.1] MB: Humans display pride in a similar way across many different cultures. Does that vary for displays of authentic pride versus hubristic pride?

[0:18:57.6] JT: That’s a great question, and it’s something that we’ve really kind of tried to look into in a number of different ways. The short story is no. Both authentic and hubristic pride are associated with the same inaudible expressions. The expansive posture, the little bit of a smile, the arms extended out form the body. People will see that and will sometimes call it authentic pride, sometimes call it hubristic pride, and really can’t reliably distinguish between the two.

Now, if we give them a little bit extra information, if we tell them something about the person showing pride, like for example, “This guy is known to be kind of arrogant. He thinks he’s really great,” then they’ll say, “Okay, that’s hubristic pride.” With context, they can make this distinction, but without it, we fail to find any clear sort of pattern, which I think is surprising in many ways, and I don’t want to say the story’s over there. I think future studies might find the distinction, but that seems to be what we found so far.

[0:19:46.4] MB: We talked about some of the downsides of narcissism and hubristic pride. What are some of the benefits of authentic pride?

[0:19:53.2] JT: Well, authentic pride is in large part what motivates us to want to succeed. Basically, authentic pride is what we feel when we’ve worked hard for a particular success, and it is essentially our mind’s signal for telling us that we are doing the right thing. 

That is to say, we’re doing what we need to do to become the kind of person we want to be, which really means the kind of person our society wants us to be, because we all evolved to want to have this sense of self that we feel good about. Because doing so makes sure that you essentially stay included with our society, that people don’t reject us, and we gain status in our societies. Authentic pride is essentially the emotional signal that tells us we’re on track for doing that.

What that means is, authentic pride is incredibly rewarding. It’s one of the most pleasurable emotional experiences. We all really want to feel it, because it’s not just that we’re happy, it’s that we feel good about ourselves, right? We desperately want to feel good about ourselves, that’s just how we evolved to be.

As a result of that, we are very much motivated to want to attain authentic pride, and that desire is what pushes us to achieve in all kinds of ways. We had one interesting study, I think, that showed this, where we looked at undergraduate student’s responses to their performance on the exam. This is a real exam they took in their class, and we took a look at how well they did, and then we ask them to tell us how much pride they felt in response. Then we ask them a few weeks later, “Okay, are you going to study the same or differently for your next exam,” and then we looked at how well they did on that next exam.

It was interesting, because we thought, “Okay, the people who did well on that first exam, they’re going to tell us they felt a lot of authentic pride as a result, and then those pride feelings are going to motivate them to work even harder for the next exam, and they’re going to be even better.”

That wasn’t actually what we found. The people who did well, they did feel authentic pride, as we expected, but they didn’t change their work habits for the next exam. In fact, what they said is, “You know, I worked hard for the last exam, I did well, I feel good, I’m going to work the same way.” It’s sort of like, these are people who are performing at a really high level. They don’t actually need to change their behavior, and it’s probably more adaptive that they don’t change their behavior, and in fact, when they don’t, they still end up doing quite well on the next exam.

What was really neat, though, was that the people who didn’t do so well on that first exam, the students who sort of underperformed, many of those students told us they felt a lack of authentic pride in their performance. They essentially did not feel authentic pride in their performance. That lack of authentic pride, that is the absence of those feelings those people who told us about, that led them to tell us a few weeks later, “I am going to change my behaviors. I’m going to study differently for the next exam,” and those changed behaviors in turn led to an improved performance on the subsequent exam.

We were able to trace that improvement in their performance directly back to those missing feelings about authentic pride. It’s a bit of a complicated story, but the short version is, when people don’t do well, and people are missing that feeling of success and are able to recognize, “Hey, I’m not feeling that sense of confidence and self-worth that I want to,” that absence can actually directly motivate a change of behavior, which leads to improved performance.

[0:22:46.0] MB: The drive for authentic pride is what creates that motivation?

[0:22:51.0] JT: That’s exactly right. Yeah.

[0:22:52.3] MB: Earlier, you kind of briefly touched on the concept of emotions being adaptive. For somebody who is listening and doesn’t kind of understand what that means, could you contextualize that, and I think, sort of specifically within talking about pride?

[0:23:05.4] JT: Yeah, absolutely. It’s a good question in any case, because psychologists use the word “adaptive” in lots of different ways, which can be really confusing. Sometimes by adaptive people mean it’s good for you, it’s good for your mental health, and that’s actually not what I meant.

What I mean when I say adaptive is that it’s something that we as a species evolved to do or to have, because it increases our fitness. Fitness has a very specific meaning from an evolutionary perspective. It essentially just means increases your gene’s chances of replicating.

Basically, things that are adaptive are things that make it more likely that you're going to survive and reproduce, or survive long enough to reproduce. From that perspective, the reason pride is adaptive is because it helps us get status. The way that it does that, interestingly enough, varies for the two kinds of pride. This is where I think things get really interesting.

Because form a sort of a mental health perspective, authentic pride is adaptive and hubristic pride isn’t. Like I said, it can lead to all kinds of psychological dysfunctions and poor relationships. From an evolutionary perspective, both prides are adaptive, because they both help us get status, but they do it through very different pathways.

Authentic pride basically motivates us to achieve, as I just kind of explained, and as a result of that, it helps us get a kind of status that we call prestige. Prestige is essentially the kind of status that’s based on earned respect. Prestigious leaders are people who have achieved a great deal, they’re smart, they’re wise, they have various abilities that everyone else admires, and as a result of that, people look up to them and people willingly choose to defer to them, right? The group sort of thinks, “This guy knows what he’s doing. If I follow him, it’s going to be good for me, it’s going to be good for everyone. I’m going to learn a lot and everyone will benefit.” 

That’s one way of getting status. There is another way of getting status as well, and this is what we call dominance. Dominant leaders are people who don’t necessarily contribute anything of value to the group, they’re not big achievers, they’re not people who have special competencies or skills, but they’re people who have control over some resource that everyone else in the group thinks is valuable.

For example, perhaps they’re particularly wealthy, or perhaps they’re just big and strong. They wield their control over that resource in their really manipulative and aggressive way, essentially threatening and intimidating other people, and forcing them to give them the power that they feel they want.

You can think of a dominant leader, sort of the boss who threatens his employees, right? “If you don’t do what I say, I’m going to fire you.” People give that boss power, right? Employees will do whatever the boss says, they’ll defer to him, but they don’t want to. They don’t’ respect him. They’re not giving him the power because they’re willingly choosing to, they’re doing it because they feel that they have no choice at all, and we found in some studies that both dominance and prestige are effective ways of getting social influence. Both of these tactics actually work in terms of getting ahead. They’re both going to be adaptive strategies, but one, prestige, seems to be really particularly facilitated by authentic pride, whereas dominance is facilitated by hubristic pride. 

The reason for that is because hubristic pride, again, is an emotion that makes people feel like they’re better than everyone else, makes them willing to engage in aggressiveness and manipulation, basically topics that are required in order to take advantage of others, to advance their needs and desires, and basically puts people in a mental state that’s almost exactly what you would want in order to attain dominance, right? In order to sort of takeover, take control, be aggressive, and really just dominate others and force them to give you the power that you’re looking for.

[0:26:16.9] MB: The data shows that both paths can potentially be ways to achieve status and achieve what you want to achieve.

[0:26:24.3] JT: That’s right. We did a study in which we look at this, where we had undergraduates come to our lab and work together to complete a task, and they basically had to work together for about 20 minutes on this task. We did this because it’s sort of an ideal way to allow hierarchies to naturally form. Whenever you get a small group of humans together and don’t assign a leader, leaders kind of naturally emerge, right? Someone just takes charge, other people fall in line.

It’s just sort of how it works in our species. We wanted to know, well, how does this happen? What determines who gets control over the group? They did the task, and then afterwards we had everyone in the group rate everyone else in terms of how dominant and prestigious they were, how much they looked up to each person, and how much they were basically afraid of each person, and also how influential everyone was. Who really had influence over the group, and we also measured how influential everyone was by having outside observers watch videos that we had taken.

We recorded these interactions on video, had outside observers watch the videos, and then they told us who they thought the most influential people in the group were. That’s a useful way of kind of getting beyond just people in the group who now have come to know these people and have relationships. They’re going to be a little bit biased, and then actual influence in terms of the task itself. Who actually determined how the task played out? Who made the decisions about what the group was going to do for the task?

What we found was that the people in the group who were rated by their peers in that group as highly dominant were just as likely to get influence over the group as were the people who were rated by their peers as highly prestigious. In fact, there was actually no difference in terms of how effective dominance was as a strategy compared to prestige. Both were equally effective in terms of being rated as highly influential by your peers, being rated as highly influential by outside observers, and in terms of actually getting influence in terms of determining the outcomes on that task. 

That suggests that even though, you know, people — dominant leaders, those people, we don’t like them. That’s what we found, in fact. The people who worked in these groups who told us they did not like the people who are dominant, they actually said they were afraid of them, but it’s still an effective way of getting power, right? Even though we don’t like these people, we give them power because we’re sort of afraid not to.

[0:28:21.6] MB: Despite the fact that they didn’t like the dominant leaders, they still followed them, listened to them and did what they want.

[0:28:29.0] JT: That’s exactly right, yeah.

[0:28:29.9] MB: It kind of makes me think of the old saying, you know, would you rather be loved or feared? It seems like the research demonstrates either one might work.

[0:28:37.5] JT: Yeah. Unfortunately, right. It sort of turns out either one might work. Now, that said, if you think about it that way, well, either one works, but one gets you power and love. People really like prestigious people. They respect them. They look up to them, and they also give them power.

The other gets you power, but tremendous hate. If you have the choice, you know, there’s sort of no reason to go for dominance over prestige if you have the option, right? If you can contribute something of value to the group, if you can be a nice person, if you can be helpful to others and still get power that way, that’s the better way to go. Simply because, you know, it’s not fun to be disliked. There’s all kinds of negative psychological consequences that I mentioned before.

The hubristic pride, and that comes with dominance as well. The thing about dominance is because they’re not liked, their staying power is going to be fairly limited. People will follow them and do what they say as long as they feel threatened or intimidated by them. As soon as they don’t, when a dominant loses his power for one reason or another. Perhaps, as it comes into question, or you can think of, you know, chimpanzees, the alpha male is no longer as strong as he once was, when that happens, that person’s going to lose all power.

In fact, perhaps even be exiled from the group, right? You see coalitions can form to overtake a dominant leader, because no one likes this person and everyone wants to get rid of him. In contrast, if you’re prestigious leader, even if for some reason you no longer have your power for whatever reason, perhaps you’re not as wise as you once were, your skills deteriorate, people will still find a place in the society for you because you retain your love, right? People really like you, and so they won’t kick you out of the group, even if you’re not as powerful as you once were.

[0:30:06.0] MB: Doesn’t some of the research show that dominance in some context was actually more effective than prestige? 

[0:30:13.2] JT: Yes, so that’s this other study that we did more recently. So what we did there is we had groups work together again, and we assigned a leader in each case. We just randomly said one person in the group is going to be the leader, and we had them complete a bunch of different tasks together, and then afterwards, we looked at how well they did in all the tasks and we had everyone rate their leader on dominance and prestige again.

Our question was, “Who’s going to do better on this task, the groups that are led by someone who happens to be really high in prestige, or the groups that are led by someone who happens to be really high in dominance?” and we thought the prestigious leader was going to win the day. Everyone liked that experience better, they enjoyed it, and they would do better on the task, and that’s not what happened. 

The groups led by a prestigious leader did do better on one particular kind of task. It was a task that required creative, out of the box thinking. So it’s called the brick test. Basically, people have to come up with as many creative uses for a brick as they can. It really is this exercise in spit-balling, feeling open, being comfortable with yourself and with your group, and it’s a fun exercise, and so a prestigious leader is actually very good at getting people to generate a lot of really creative answers in the brick test. 

But the other three tasks that we gave them, which required more analytical thinking, reaching one right answer on a complicated logical test, for all of those tasks, groups actually did better if they were led by someone who is high in dominance. That really surprised us, and I think it’s very — potentially has really important implications in driving these corporations and what kind of leader we want for different tasks. 

However, one caveat that I think is important to bear in mind, is because we randomly designed the leader in these cases, we the researchers said, “You’re going to be the leader,” that’s a situation where someone whose natural disposition is prone to prestige might not feel comfortable taking charge in the way that’s often necessary to reach a clear decision. 

There’s a time when you can try for consensus for a long time, but eventually someone’s going to have to make the call and come to the conclusion. When you put someone who is high in prestige in charge, they might not feel comfortable doing that, and I don’t know that’s the case in the real world, when leaders who are high in prestige know that they are at that position because they deserve it, because they earned it, right? They worked hard to get there, and in those cases, it’s possible that people would be more willing to say, “Okay, I tried for consensus, but now it’s time and I’m going to make the call.” 

Which I think is what dominant leaders were doing in our study, because people who are prone to that kind of personality, I think, don’t have a problem doing that. Who cares about if I deserve being here? I’m the leader, I’m going to make the decision. 

[0:32:28.9] MB: So without delving into the actual politics of it, a strategy of dominance that’s caught many people by surprise, and someone you’ve talked about in the past, is Donald Trump. I’d love to hear your thoughts about that. 

[0:32:40.1] JT: Yeah. Well, Trump is a great example of someone who has an extreme amount of hubristic pride. I used him in the book as an example of this, because he really just, throughout his life and his career, has had no problem being so explicit about how great he thinks he is. That’s fairly unusual to see that level of hubristic pride, and typically, even people who have a lot of hubristic pride often know there’s ways in which they’re supposed to cut it down, or show humility, or tame it back, basically, and Donald Trump has almost never done that. 

So he’s a really nice example of that, and it’s been purely interesting to watch him in politics in the past couple of years, because he really has used the dominant strategy to get ahead, and what I mean by that is he wields his power in this incredibly aggressive manner. He attacks extremely vehemently anyone who criticizes him. So the studies I was talking about before, where people who are hubristic blast noise when they are criticized, that’s like Trump on Twitter. 

If anyone criticizes him, he lashes out, and just incredibly angrily, and it’s been really effective. People are afraid to attack him. So I think the large reason why he won the primary election is because he attacked all of the other candidates so harshly that many of them backed down, and more importantly, republican activists who wanted to criticize him and perhaps support someone else couldn’t, because the repetitional costs were too strong. 

He was attacking these people to the point where their reputations were being destroyed through social media, and they had to no choice but to back down to protect themselves, and so this is really how dominance works. People are afraid to take on a dominant leader. In the case of Trump, I think it’s because he’s very effective at using aggression and at the same time, gaining the support of a lot of people who see him as the tough guy who’s going to be on their side. 

And then other politicians have really been afraid of angering those people, of angering his mob of supporters, who see him as the guy who’s going to fight for them, and so then he created this situation where there’s really no way for these people to take on Trump without risking angering the people whose support they feel they need. 

[0:34:33.8] MB: It’s a fascinating and relevant real-life case study in some of the topics we’re talking about. Changing directions completely, at the beginning of the interview you touched on the concept of self-conscious emotions. I’d love to learn a little bit more about that and what those entail. 

[0:34:49.6] JT: Sure, so self-conscious emotions are a special category of emotions that we experience as humans, and we don’t think any other animal experiences. There’s evidence that other animals have dominance and submission, and certainly that’s a precursor of pride and shame, that’s probably evolutionary origins of pride and shame. The lion, dominance and submission, we’ve seen it in other primates, but we humans are the only ones who really experience these self-conscious emotions, because we are the only ones who have a fully complex sense of self. 

So humans are the species that basically can think about who we are, can hold that in our minds, and then evaluate it. We can think about “What kind of person do I want to be, and is who I am today, is that getting closer to the kind of closer to the person I want to be, or is it getting farther away? Do I feel good about the things I’ve done today, or do I not feel good about those things? Do I feel I need to change who I am right now?” These are really important cognitive processes, and we really do see them only in humans, and the emotions that we feel when we make these evaluations, those are the self-conscious emotions. 

[0:35:45.1] MB: And I know you haven’t researched it in nearly as much detail, but I’d be very curious to hear about some of the research you’ve done with shame, and what your thoughts are about shame. 

[0:35:54.9] JT: Yes, shame is, in many ways, the antithesis of pride, and I think it’s a really important thing. Whereas pride is motivating, both because we feel it, we want to feel it more because we like it, there are studies that show when we think about how much pride we’ll feel from doing something good, like resisting temptation, that gets us to be more likely to do that good thing. If we think about pride, we’ll resist temptation more. 

Shame is not motivating in this way. There’s very little evidence to suggest that shame actually motivates people to change their behavior for the good. There’s evidence that suggests that when people feel ashamed they want to be different, they wish they had a different self, they really don’t like themselves. Shame is this horrible negative global feeling about the self, but it’s almost demotivating, because we feel so bad about our self in such a global way, we feel powerless and hopeless, and shame typically makes people want to hide and run away from their problems and escape them rather than try to approach then and do better. 

So we actually have one study where we looked at recovering alcoholics. These are people who are newly sober, trying to sober up, and they came to our lab and we had them talk about the last time that they had a drink. We had them do this while they were on video, and so this is a really intense shame moment for these people. This is often defined when they’d bottom out, the moment that led to them to seek sobriety, and then we say goodbye to them, and then we have them come back to our lab about four or five months later just to see how they’re doing. 

It’s really interesting, because what we find is in that the first time they come in, they talk about the last time they drank. We code their non-verbal behaviors while they’re talking about their drink for displays of shame, and displays of shame basically look like the opposite of displays of pride. Head is tilted down, posture is constricted and narrowed, they are hiding themselves away, and what we find is that the more shame these people show when talking about the last time they drank, the more likely they are to relapse when they come back four months later. 

That is to say, the more likely it is that they’ve now had a drink or several drinks, and in fact, the amount of shame they show while talking about their last drink actually predicts the number of drinks they had consumed. So essentially, how bad the relapse is. So that’s a neat evidence that suggests that if we feel shame about something about ourselves, that’s not going to help us get over that thing. It’s actually going to potentially do the reverse and make us go ahead and do more of that bad thing, and I think that’s because we sort of think, “I feel terrible about myself. This is who I am, but there’s no getting out of it, so I might as well embrace it and just be this person.” 

[0:38:10.1] MB: So how can we deal more effectively with shame?

[0:38:13.5] JT: I think the best solution to shame is to try to instead feel guilt. Lots of research suggests that guilt is the much more adaptive negative self-conscious emotion, because instead of being about the entire global self “I’m a bad person,” it’s much more focused on a specific bad thing that happened. So when we feel shame, we feel “I’m horrible,” but when we feel guilt, we feel “I did a bad thing. I messed up. I forgot something. I didn’t study hard for the exam,” and so there’s a solution there. 

Rather than sort of the whole self being the thing that’s incriminated, it’s just one behavior that is problematic, and so you can change that behavior. You can say, “Okay, I’m going to study harder next time. I’m going to work more on this. I’m going to change what I did,” and studies do show that, in fact, guilt is motivating. It motivates people to fix the situation, to apologize if they hurt someone, and to basically try to do better in the future. 

So that is really the best way to do it, and really the only way to do that is when something goes wrong, not to attribute it to who you are as a person globally, but rather to something more specific that you did. 

[0:39:11.3] MB: I think that’s a really important distinction, and one that — we won’t go down this rabbit hole — but ties into, in many ways, some of the things we talked about many times on the podcast, which is the idea of the fixed mindset versus the growth mindset, and the notion of you can always change yourself. A related question, how do we cultivate authentic pride? 

[0:39:31.7] JT: Well I think the best thing to do in terms of thinking about how to cultivate authentic pride is to think about the kind of person you want to be. I think this is a really interesting point that we often don’t do. We often are just living our lives day to day, getting by, everything is fine, not really thinking about whether we are becoming or doing the things that we need to do to become the kind of person that we really want to be. 

To develop the sense of self that’s most important to us, to have that need that we can feel good about, and often if we do, what we realize is we’re not, but typically, more often what happens is we just feel like something is missing in our lives. In my book, I tell the story of Dean Karnazes, who’s this ultra-marathon runner who spent most of his life in a business career, and he was doing really well. He had one success after another, he had a happy marriage, all was fine, and then the moment he turned 30, he just had this overwhelming sense that his life was not going the way that he wanted it to. 

That he wasn’t satisfied with the person that he was, and he couldn’t figure out what was wrong, but that night, he went out drinking with his friends to celebrate his birthday. His wife went home early, and this woman started flirting with him, and he realized he was close to possibly ruining his life flirting with an attractive stranger, and he just started running and running, all the way to his house in San Francisco, about 30 miles down the coast to Half Moon Bay in California. 

This is someone who used to be a runner when he was in high school, but he hadn’t run in I think 10 or 15 years at that point. So you can imagine how he felt the next day, but what he realized during this amazing run was that that’s what he wanted to be doing. That he was someone who his sense of self was based on pushing himself physically to extreme levels, and that’s really what he needed to be doing with his life, and so he made that a priority and he started by on the weekends running. 

Running nonstop, and started to do 24-hour runs, which is hard to believe, but they exist. Hundred-mile runs and eventually, he turned his whole life around and actually was able to give up his business career and parlay the running career into a profitable enterprise, and that’s not something everyone can do, but I do think figuring out who you are and what kind of person you want to be and what things you can do to best become that person, that’s really the answer to trying to achieve authentic pride. 

[0:41:33.6] MB: What’s one piece of homework that you would give to somebody who’s listening to this episode? 

[0:41:38.1] JT: Homework, that’s interesting. I guess I would say, like I said, think about if there’s something missing in your life in terms of attaining a sense of self-satisfaction. You can think about it as pride, but I think pride is tough. We often don’t like to talk about ourselves, just feeling proud of ourselves, because we get it confused with hubristic pride. So just think about satisfaction. What are you satisfied by in your life? Maybe it’s work. Maybe you’re bored at work and you’re not mastering things. 

You’re not having opportunities to master new things, or maybe work is fine, but you don’t have an opportunity to be creative in your life, and you’re someone who really craves a creative outlet. Or maybe like Dean Karnazes, you want to physically punish yourself, or physically challenge yourself, I should say, and train for a marathon. I think thinking about that kind of thing can open up new windows, new avenues to think about things that people can do to start feeling more of a sense of authentic pride in their lives. 

Again, it doesn’t have to be a career switch. It can be career switch, it can be picking up a hobby on the weekend, taking a photography class, helping out others, coaching your kid’s soccer team, there’s lots of different ways, I think, to get these feelings, but the first thing to do is to probably think about what’s missing? What am I not doing? What am I lacking in my life? 

[0:42:40.2] MB: So we touched on the top of your new book, Take Pride: Why the Deadliest Sin Holds the Secret to Human Success. I’m curious, obviously, listeners who want to dig into this topic, that’s a great place to start, but what are some other resources you’d recommend for people who want to dig in and do some more research about this? 

[0:42:56.8] JT: Well, I mean, it depends on what level the research is. The book is a good broad overview of all the work that I’ve done on pride, and that others have done, and then related topics on the things that we’ve been talking about, like sense of self, and identity, and evolutionary science. That’s one way to go, but if you want a more in-depth look, on my website all my research papers are available there. So anyone who’s interested can go to my website and check that out under publications. 

You can download papers or take a look if you want the more scientific version of that kind of stuff, and then if you are interested in this topic more broadly of how to use psychology, or finding some social and emotional psychology to achieve in various ways, I think Angela Duckworth’s new book is a great version of that. She talks about grit, and I think grit is very much related to authentic pride. So that’s a book that people might be interested in seeking out. 

For evolutionary science, more general, I always recommend Steven Pinker’s The Blank Slate. It’s a bit of an older book, but it’s a fantastic book, and I think still the best book out there in terms of just generally understanding what is evolutionary psychology, how did our minds evolve and why, and it’s really a readable take on that, so I’d recommend that. 

[0:43:58.1] MB: And where can people find you and the book online? 

[0:44:00.9] JT: Sure. If you go to UBC, that’s University of British Columbia, so ubc-emotionlab.ca/take-pride, that will get you right to the book’s page, but if you just go to ubc-emotionlab.ca, you can see all of my work and the kinds of stuff that we do in my lab. 

[0:44:17.4] MB: Well Jessica, this has been a fascinating conversation. Very surprising take on what many people consider a negative attribute, so it’s been really interesting to hear about your research and some of the really cool conclusions about authentic pride and prestige. So thank you very much for being on the Science of Success. 

[0:44:35.5] JT: You’re welcome. Thanks so much for having me. 

[0:44:37.3] MB: Thank you so much for listening to the Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I love hearing from listeners. 
If you want to reach out, share your story, or just say hi, shoot me an email. My email is matt@scienceofsuccess.co. I’d love to hear from you, and I read and respond to every listener email. 

The greatest compliment you can give us is a referral to a friend, either live or online. If you’ve enjoyed this episode, please, leave us an awesome review and subscribe on iTunes. That helps more and more people discover the Science of Success. 

I get a ton of listeners asking, “Matt how do you organize and remember all this information?” Because of that, we created an amazing free guide for all of our listeners called “How to Organize and Remember Everything.” You can get it by texting the word “smarter” to the number 44222, or by going to scienceofsuccess.co and joining our email list. 

If you want to get all of this incredible information, links, transcripts, everything we just talked about and much more, be sure to check out our show notes. Just go to scienceofsuccess.co, hit the show notes button at the top, you can get everything, and we have show notes for all of our previous episodes. If you’re missing links, information, research studies, book recommendations from a previous episode or this episode, be sure to check out our show notes at scienceofsuccess.co. Thanks again, and we’ll see you on the next episode of the Science of Success.


January 26, 2017 /Lace Gilger
Mind Expansion
58 - Artificial Intelligence, Cryogenics, & Procrastination with Wait But Why’s Tim Urban-IG2-01.jpg

Artificial Intelligence, Cryogenics, & Procrastination with Wait But Why’s Tim Urban

January 19, 2017 by Lace Gilger in Mind Expansion

In this episode we discuss what Elon Musk, Bill Gates, Stephen Hawking all consider the single greatest threat to humanity, why “death” is not binary event that makes you transition from being alive or dead at a specific moment in time, we ask if you would spend $1000 on a chance to live forever, we look at the biology behind cryogenics, vitrification, and putting your body on biological pause, and we explore why poverty, climate change, war, and all our problems melt away in the face of one massively important issue with our guest Tim Urban. 

Tim Urban is the creator of Wait But Why and has become one of the most popular writers on the internet with fans such as Maria Popova, Sam Harris, and Elon Musk.

His content has become so popular that according to Fast Company he has “captured a level of reader engagement that even the new-media giants would be envious of” with an average of over 1.5 million unique readers visiting and engaging on Wait But Why each month. 

We discuss:

  • Tim’s story and how he got started with Wait But Why

  • How Tim writes about everything from the human condition, to the universe, the future and huge technology trends

  • How Tim becomes a mini-expert in tons of different fields

  • How Tim overcomes massive procrastination to achieve his goals

  • The interplay between “The Rational Decision-Maker”, “The Instant Gratification Monkey” and "The Panic Monster”

  • The vital importance of "important but not urgent" activities

  • Tim’s struggle with perfectionism

  • The importance of creating accountability to overcome procrastination

  • What Elon Musk, Bill Gates, Stephen Hawking all consider the single greatest threat to humanity

  • Why Artificial Intelligence is the single most defining issue facing humanity

  • Are you smarter than a computer?

  • The difference between “narrow” artificial intelligence, “general” artificial intelligence and artificial “superinteliigence"

  • What happens when artificial intelligence develops the ability to improve itself?

  • Why the AI revolution is inevitable and will take place within the next 20-40 years

  • Why poverty, climate change, war, and all our problems melt away in the face of artificial superinteligence

  • The battle between instant gratification and long term planning - how it relates to procrastination and AI

  • Why the notion that cryonics is the act of “freezing” “dead people”is fundamentally wrong on several levels

  • Why “death” is not binary event that instantly transitions you from being alive or dead at a specific moment in time

  • The biology behind cryogenics, vitrification, and putting your body on biological pause

  • Would you spend $1000/year for a chance to live forever?

  • “The truth is, involuntary death sucks”

  • The body is just a physical object that can be upgraded and replaced

  • And much more!

If you love exploring relevant and highly fascinating scientific topics - listen to this episode! 

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Website] Wait But Why

  • [TedTalk] Inside the Mind of a Master Procrastinator

  • [Article] The AI Revolution: The Road to Superintelligence by Tim Urban

  • [Article] Why Cryonics Makes Sense by Tim Urban

  • [Fable] The Fable of the Dragon-Tyrant by Nick Bostrom

  • [Youtube Video] Nick Bostrom's -The Fable of the Dragon Tyrant

  • [Encyclopedia of Philosophy] Pascal's Wager about God

  • [Website] Alcor Life Extension Foundation

EPISODE TRANSCRIPT

[00:00:06.4] ANNOUNCER: Welcome to The Science of Success with your host, Matt Bodnar.

[00:00:12.4] MB: Welcome to the Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee, and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study, and I am going to take you on a journey into the human mind and what makes peak performers tick, with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.

In this episode, we discuss what Elon Musk, Bill Gates, Stephen Hawking, and others consider the single greatest threat to humanity, why death is not a binary event that makes you transition from being alive or dead at a specific moment in time, we ask if you could spend a thousand dollars on a chance to live forever, would you take it? We look at the biology behind cryogenics, vitrification, and putting your body on biological pause. We explore why poverty, climate change, war, and all other problems melt away in the face of this one massive issue with our guest, Tim Urban.

The Science of Success continues to grow, with more than 725,000 downloads, listeners in over a hundred countries, hitting number one New and Noteworthy, and more. A ton of our listeners are curious about how to organize and remember everything, how to keep track of all this amazing information. I get tons of listener emails asking me, “Matt, how do you organize yourself? How do you keep track of all the incredible knowledge you get from reading hundreds of books, interviewing amazing experts, listening to podcasts, and more?”

Because of that, we created an amazing free resource for you, and you can get it completely free by texting the world “smarter” to the number 44222. It’s a free guide called, How to Organize and Remember Everything. Again, to get it, all you have to do is text the word “smarter” to the number 44222, or go to scienceofsuccess.co and put in your email.

In our previous episode, we discussed whether time speeds up as we get older, why your life story only makes sense looking in reverse, whether or not brain games actually work, the importance of proactive learning instead of passive learning, why psychology confirms all your worst fears about studying and getting smarter, and much more with a special two-guest interview featuring Dr. Art Markman and Dr. Bob Duke. If you want to master your mind, listen to that episode.

[0:02:33.9] MB: Today we have another incredible guest on the show, Tim Urban. Tim is the creator of one of my favorite blogs, Wait But Why. He’s become one of the most popular writers on the internet with fans including Maria Papova, Sam Harris, and Elon Musk. Tim combines long-form content, humor, and stick figures to explain the world’s most interesting concepts, including SpaceX, AI, procrastination, and we’re going to dig in to a number of these. 

His content has become so popular that, according to Fast Company, he’s captured a level of reader engagement that even new media giants would be envious of. With an average of over 1.5 million unique readers visiting and engaging on Wait But Why every month. Tim, welcome to the Science of Success.

[0:03:11.5] TU: Thanks Matt, thanks for having me.

[0:03:14.1] MB: Well, we’re very excited to have you on here. For listeners who may not be familiar with you, tell us a little bit about yourself and your story.

[0:03:21.1] TU: Yeah, I started blogging — actually, I started blogging a long time ago. I started 2005 with a blog that I was kind of doing on the side. I always kept it to something I did on the side, but I really liked it, and it was in about mid 2013 that I decided to start a new blog and go full-time, and kind of see what would happen, and you know, I always kind of wished on the other blog I could see what would happen if I could just work on a post all week.

This was a chance to do that, and I started that in 2013 and to partner, and in the last three and a half years it’s kind of basically what I’ve been doing, is full-time blogging about all different kinds of things.

[0:04:02.6] MB: What is Wait But Why, and why did you decide to start it?

[0:04:08.6] TU: Yeah, well, Wait But Why, what it has become is a long-form stick-figure illustrated blog about everything from kind of the human condition, and kind of human psychology, to the questions of the universe, and the future, and the big things going on in tech, and kind of whatever I’m interested in.

I feel like what I just said is like, a list of things that a lot of people are kind of interested in all those things, and so am I. I just kind of write about all those things. The post go really in-depth, I’ll spend sometimes over a month working on a post, sometimes they get really long, and I really kind of enjoy the liberty that I have as an independent blogger to just go in as much depth as I want without having to worry about limitations on either time or words.

That’s what it is. When I started it, I didn’t say, “I want to do a long-form blog.” I didn’t really know exactly what it was going to be. I did know I wanted to write about a lot of different kinds of things, and I did know that, you know, that I wanted to do high quality things, because so much of what I saw on the internet was clearly done for clicks, done for volume, it was put out by a site that was trying to put on a lot of stuff, and I saw where the priorities were. They weren’t on, “We want this to be the best piece that we can do.” 

That wasn’t really the focus on anything, most things I was reading online. I said that was the thing that I wanted to do different, is that I wanted to focus on not on volume, not even on consistency, but just on trying to do quality of product. That was kind of the core initial principle, and then I wanted to have fun. I didn’t want to try to figure out what I could write about that would get an audience, I wanted to make sure that if I was going to do this for a long time, I ended up doing something I really liked. I wanted to kind of — it was an outlet for my curiosity, and I wanted it to stay that way, and I wanted to kind of enjoy myself as I was doing it. That was the core idea, and it’s kind of become what it has become, and that happened as I went.

[0:06:19.1] MB: Before we dig into a couple of my favorite topics that you’ve covered on the blog, I’d love to share with our listeners a little bit about your TED Talk, and the themes of procrastination. We talk a lot about psychology and personal improvement on the show, so I’d be really curious for you to share the story of the TED Talk, and the message, and talk a little bit about procrastination.

[0:06:43.1] TU: Yeah, I always say I’m not really an expert on anything I write about, because if I wanted to be an expert on something, I would have to make that the one thing I wrote about, basically. I’d have to spend a bunch of years reading about it, and that’s not — that’s for some people but not really me. I get ADD’d about topics and want to move on after I’ve been in one for a while, and I’m curious about so many things that I want to skip around and I want to do a bunch of different things.

Which means I have become what I call a mini expert on things as I go. Procrastination is an exception, that I am an expert on being a procrastinator. That’s one thing I feel like I understand. I’m not an expert on the deep psychology of it necessarily, or that’s the work of a psychologist, but I am an expert on what it feels like to go through this problem, and to live with it, and to struggle with it, and to try a bunch of things that don’t work to fix it, and I think that made me very qualified to really write about what goes on in the head of a procrastinator.

What it feels like, and why it’s so hard, and so that started as a blogpost and ended up also being the subject of a TED Talk that I did. What I did for that is I kind of just sat back when I first wrote the post, and I just thought about what actually goes on in the literal, like, in the second, the exact second when I’m trying to do something, and I know I should be doing one thing, and then I go and actually do something else.

What is going on in that moment? I came to the conclusion that there’s two characters in my brain. There’s literally two motivations going on, and one of them, which I call the rational decision maker, is this adult, the adult in my brain, and just says, “Well, we should do this now, so that later we can do this.” The decision maker wants to have fun, like anyone else, but he just gets that there needs to be a balance. He can think long-term, he can see the big picture, and gets that if we do this now then we can do this later, if you don’t do this now then later’s going to be bad and we won’t be - very simple concept. 

Then there’s this other character, the child in my brain. The child doesn’t think long-term, lives entirely in the present moment, and I call that child the instant gratification monkey, because it really is like a remnant of our animal past. We are in the animal present, we are currently animals, and this is the very primitive part of our brain that simply wants to eat, reproduce, and conserve energy.

We need both of these characters, because we are like weird species, we are an animal that needs to keep the animal alive and keep the animal satisfied, but we’re also this weirdly rational animal that has this like, super-higher being of consciousness that has all these big long-term plans. We live in this very complex, advanced civilization that requires this rational center of our brain.

They’re living together. It’s like two very — it’s like two very shitty roommates. It’s like Ernie and Burt are like, bad roommates, it’s like that. Or, it’s like a really dysfunctional single parent household with an only child and one parent, and they don’t — I realize that in that moment, the adult will say something — and everyone’s got both characters. The thing that makes someone a procrastinator is that when they disagree, which is a lot, a non-procrastinator, the adult, is able to say, “Not now, monkey. sorry. I know you don’t want to do this, but we have to,” and the monkey relents, or gets overpowered, or just knows its place and this point doesn’t even try that hard. The procrastinator’s brain, it goes the other way. The power is not in the right place. The adult says this, the kid says, “I don’t want to do that,” and grabs the wheel and starts driving.

The adult just kind of like helplessly stands there. It’s a power balance between these two characters. So that’s the core of the post, and the core of something I’ve struggle with for a long time. You seem like a crazy person, but it’s actually just that you have this kind of like, unhealthy relationship in the two characters, where the parent isn’t able to control the kid, he’s always mad at the kid, the kid probably doesn’t like the parent very much, and I don’t know whether…

Where I’m not an expert is like, the core psychology. Like a psychologist might say, “That’s when your growth was stunted at some age in this one area, and it was stunted because your parents did XY and Z.” I don’t know that, I don’t know why my power balance is off, but I know what is happening, and it’s that my power balance there is off. 

Then the other part of the post and the talk is that I say, “So then how does any procrastinator get anything done? If the power balance is off, and anytime something hard needs to happen the monkey grabs the wheel, why isn’t that always just the problem?” And the answer is that there’s one other character in the brain, which I call the panic monster, which is a character that’s dormant most of the time and you don’t notice it, but then, when the deadline gets close, or when you’re in danger of public embarrassment or something like that, suddenly he wakes up and starts screaming. 

That’s the one thing the monkey’s scared of. The monkey’s not scared of the rational decision maker, but this child in your brain is terrified of the panic monster and will run away, and then the rational decision maker, in those moments, can kind of grab the wheel and finally, with no monkey there, can go and do your work, do whatever you need to do. A really bad procrastinator situation, the only time they get something done is panic, and the reason that’s dangerous is not just because panic isn’t fun or healthy, it’s not going to produce your best work, but something much darker than that and deeper than that, which is the panic monster only shows up in situations when there’s a deadline.

That’s fine when you’re in school, maybe, or if you have a certain job that’s very deadline heavy, but most situations in the real world, after school ends, unfortunately don’t have deadlines. So things like careers and the arts, your entrepreneurial careers, or something maybe — anything you want to — or being at work in a job with a boss, but somewhere where you want to spend some of your time on self-improvement.

Long term self-improvement, actually, you know, learning more, getting better. There’s no deadlines on those things, and the panic monster doesn’t wake up for those things, and of course, like all the stuff that makes people happy outside of work. Learning a new instrument, or going into the gym getting healthier, working on your relationship, or just yeah, taking care of your health, or cooking really good meals, getting better at something.

All these things that kind of make life rich. There’s no deadlines on those, and without the panic monster, if they’re hard, the monkey’s usually going to not let you do them, and you don’t have anyone to help you. Procrastinators, they often — people see them as people who they cram the last minute and you have a bad relationship with deadlines. Actually, the much sadder thing, and the thing that affects way more people, I think, very quietly and behind the scenes is this kind of concept of long-term procrastination. This situation where there’s no panic monster to help, and the procrastinator just kind of has this problem forever, and it just sits there and kind of eats away at them, and no one else even really knows about it often. 

It’s kind of like their own personal struggle, and they have huge regrets later, and they end up doing a lot of what you could think of as kind of — really urgent, but not important stuff, and there’s a lot of that in life. Emails, and your errands, and pick your kids up, or you have to go out to dinner with your friend, and you do that stuff, because those things have little deadlines. The urgent stuff. So often, the urgent stuff isn’t what’s important.

I mean, important stuff isn’t urgent most of the time, especially big life things. I want to change my job, that kind of thing is not ever going to be like, “I have to do that by Tuesday,” that doesn’t exist. You could skip a Tuesday and do it Wednesday, or Thursday, or never. They spend a lot of time doing that stuff, and they spend almost no time doing the important stuff that’s not urgent, which, like I said, is usually the really big things in life. The things that will end up on your gravestone. The things that you’ll be on your death bed really proud of. 

That kind of stuff is really often not urgent, and without a panic monster, the procrastinator can really kind of miss out on that stuff in life, and so that’s what like - procrastinators need to think about is like, not just “Am I bad with deadlines,” but “Is there important, but not urgent, stuff in my life that if I really look at this honestly, I’m just not doing, because I’m not good at doing stuff when there’s not external pressure.” I think a lot of people can answer that question and say yes, there is, and it’s bothering me.

[0:15:29.9] MB: As a self-proclaimed procrastinator, how do you overcome that challenge?

[0:15:34.9] TU: A lot of times I don’t. A lot of times I continue to have this be my core struggle, like yesterday, when I have been working on this one blog post for a long time now, and I’m dying to just get it going. A lot of readers are emailing me and wondering what the hell’s going on, and I’m very frustrated with my pace on this, so I think, okay. I sit down all day yesterday to work, I should just be writing, working. I’ve done so much research already, already outlined it, and what I did is this is like a monkey clever tactic. 

The rational decision making person isn’t so weak that he’s going to let the monkey sit around and watch TV all day. I don’t do that kind of procrastination usually. What I did do is I read articles that were relevant, I researched all day, even though I’ve already done plenty of research for a blog post. I’m not writing a book on this, I don’t need to do more research, and I did anyway, because my perfectionism kicked in, which is some — the monkey kind of like takes it. He can kind of use other characters in your brain, for like, you know, assistance, or uses my perfectionist guy all the time. Yeah, perfectionism kicked it, I said, “Oh, now I need to read this, oh, now there’s a hyper link in that article, we have to read that.” 

The rational decision maker is screaming, saying, “Stop it! This doesn’t matter! This is not important for the long-term goals here, reading the 65th and 66th articles here.” That’s classic. I still definitely have — I still definitely struggle. That said, I have written a lot on Wait But Why. I’ve written probably almost a hundred pretty long blogposts in three years, that’s a lot.

That’s equivalent of many books of writing. I managed to conquer some things, but I think it’s mostly the fact that at the beginning, as I said, Wait But Why was started by me and a partner, my partner is my friend and business partner who runs kind of this other business that two of us started in 2007, and he is running that for both of us while I’m writing Wait But Why and starting this kind of what could be a media platform, what could be  a brand, or could just be a cool project, but I’m starting it for both of us. 

I had kind of a couple of things. I had pressure from the fact that I was letting someone else down, not just myself, if I didn’t work on this early on. That helped, that was external pressure, and then there were readers pretty quickly. I got lucky in that situation, where the readers happened pretty quickly, quicker than I thought they would, but there was an audience and it built up pretty early on in the life of Wait But Why, which for me is huge, because suddenly, that is kind of a panic monster.

It’s not a full one, like a hard deadline. The panic monster’s volume of his scream never gets to like a full peak volume, but he is always kind of there, because you have readers and they’re going to go away. That hard-earned readership is going to give up on you. They have plenty of other options on the internet, they’ll just get up and they’ll forget about you if you don’t write.

I kind of had some external pressure, some panic monsters going on, and that’s part of why I did that, so I would say that that’s — what I did is kind of an interim step a procrastinator can take. It was really important to me to do something like Wait But Why. I’m really happy and gratified that I have done it.

I think it’s like it’s a great thing for me to have done this, but I don’t think that I did it by solving that procrastination problem, I think I did it by creating panic monsters in my life, which is kind of a Band-Aid. It’s getting you through the next step without solving the problem, and its a problem. As far as the problem, I’m still working on it really hard, and I hope to one day come back and write another post about — it’s called, “How I Beat Procrastination.” That’s going to be a fun post to write, and I’m not anywhere near ready to write that yet.

[0:19:15.5] MB: In many ways it sounds like accountability and kind of creating some external pressure is one of the effective strategies that you’ve used in the past?

[0:19:24.0] TU: Yes, it is an effective strategy, but it’s not a sustainable long-term strategy, I don’t think. It could be, it’s just not great. It’s not — the really good long term strategy will be learning how to just have the adult have the power.

When there’s something hard to do, that I don’t want to do, that the adult has to say, “Well, it’s time to do it anyway, and we’re just going to do it even though there’s no deadline, even though it’s kind of amorphous and you don’t really know how to really do it. Just get working on it, and be efficient about that,” and there’s some days I see that. It’s not like I can’t ever do it, but not as much as I would like.

I’ve done kind of, like I said, a Band-Aid solution, which is build external pressure. There’s - some people have it because they have a boss, and they have a schedule they’re on, and they have to. If you don’t, that’s really dangerous for a procrastinator, and you have to — if you haven’t solved your long-term problem, you’ll have to figure out how to build external pressure into your life so that you’re forced to make progress, because otherwise it’s going to make you really unhappy.

[0:20:35.4] MB: I’d love to change directions a little bit and get into some of the topics that you’ve covered on the blog. One of my absolute favorite posts, or I guess series of posts that you did was a two-part series about artificial intelligence.

That, I highly recommend anybody listening to go and read that, because there’s no way we could cover everything in there just in this interview, but I’d love for you to kind of share at a very high level, some of the core findings that you had when you wrote those articles, and kind of the core themes of them.

[0:21:04.6] TU: Yeah, that’s definitely one of the craziest topics I dove into. Since I have started writing I, it’s kind of when you get into that topic, every other topic kind of melts away in importance in your head, because this is like, imagine if there was a bunch of monkeys on the earth only. There’s no humans or anything, and they’re trying to do a bunch of things. They’re trying to figure out better ways to crack the coconuts, and better ways to build nests in trees, and they’re fighting with other monkey tribes.

They’re dealing with all those things, and they seem like all these dire issues. Then some monkeys are going about and they’re saying, “We’re doing something new over here, we’re building this thing called humans.” It’s also an interesting project. We know from looking at that, that’s not a normal project, that’s not one of the projects, that is a project that’s going to define every part of their existence. It’s going to define all the other projects. 

It can build humans that want to help them, the humans will easily solve all their problems. They could have a grocery store just for monkeys with every possible food they need. It’s not about cracking the coconut, now they can have any kind of food they have ever wanted - if the humans are working for them. If the humans aren’t working for them, humans could kill them all very easily without any — they could cage them, they could poison their food, they could tranquilize gun them, they could shoot them, they could taze them. They could have bombs.

There’s absolutely no match if the humans aren’t on their side, or it could be somewhere in the middle where the humans kind of ignore them, do their own thing. Sometimes the monkeys are in the way, and then the humans hurt them in order to fix that, or sometimes the humans find compassion for the monkeys and want to help. Some of them want to help and they can be a great help, but either way, building humans would be the most significant thing that the entire species of ape have ever done by far. 

That’s what we’re doing. We’re building our version of humans. We’re building something far smarter than we are, and the thing that confuses people is they say, “Well, you know, my computer’s already smarter than me. It can hold more information, it has better memory, it’s faster. My calculator can multiply 10 digit numbers way faster. Computers are already smarter,” and the answer’s no, they’re not. What they are is they’re more intelligent in a very narrow sense, in a very specific sense. Whatever the computer’s specific job is, it’s better than humans at that job, but humans have this amazing capacity for breadth. 

We have this incredible diverse intelligence that can — we have wisdom, we have social skills, we have creativity, we can learn from experience, we have reasoning, we have all this general reason. We’re smart in a way that no computer is or ever has been, not even close. There’s never been a smart computer, if you want to define it like that. You can accurately define that as general intelligence.

There’s never been a computer that had anything close to what we have, general intelligence. What computers have is narrow intelligence. We have a lot of artificial, narrow intelligence on the planet that’s really great at one thing. What humans are working on right now, and the thing the post was about, was not Siri, and Pandora, and all of this artificial narrow intelligence, it was about the concept of building AGI. Artificial General Intelligence, and what that will be like.

It’s not an easy thing to get there. I went through a bunch of different ways we’re trying to do it and the challenges on the hardware side and on the software side. Our own brain is a mystery to us, it’s extremely complex. Some people think it’s the most complex object in the known universe. Trying to replicate what it can do is not easy. We’re trying to do that, but the thing is, first of all, that alone would change everything. If there was a computer that actually could just talk to you like a person, and the computer could look at any situation and just kind of give you advice, or think about it with you and have its own ideas and plans about any part of your life.

That’s completely unheard of, but the thing about it that’s really intense is that it’s not going to just — once we get there, a lot of the way that we’re trying to build this is by building computers that can improve themselves, like they can make itself smarter through — it will be good at researching AI, and coding, and changing its own architecture, its own coding to make itself smarter, that’s why a lot of people think we’re going to get to this.

What’s going to happen when it gets there, it’s going to keep making itself smarter, and it’s going to be able to do that more and more as it gets smarter. You’re going to have something that’s the intelligence of a normal human, and it will be as good as a computer scientist as kind of a normal human, other than the fact that they can work 24 hours a day, never forgets anything, and can sync up with other computers so they can have all the same information.

You know, it will be pretty good. Suddenly it gets itself to be Einstein’s level of intelligence, which we think is a huge difference from the average human, but actually, in the big scheme of things, there’s very small difference on the intelligence scale between the smartest and the dumbest human. Very small.

Now, we have a computer that’s as smart as Einstein. Now, it’s a really good computer scientist, and before you know it, it makes itself smarter than any human’s ever been, and now it starts just leaping up in intelligence, and it can be like, once we get there, whether that’s in 20 years or 40 years or 60 years, people think it’s around, that’s kind of the ballpark area where they think we can get to general intelligence. It might be a month from that point, or maybe a week, or maybe an hour when suddenly the computer that has hit general intelligence has hit something else. What we call artificial super intelligence.

Something that, if Einstein had an IQ of 200 or whatever, just say. An average person’s IQ is maybe 110 or something. We’re talking about the computer’s IQ is now at like 50,000. Unheard of. Things we don’t even understand. Just like a monkey can’t get what a human even can do. Monkey doesn’t even know that we do what we do. It can’t even get that, even if we try to explain all the things humans do.

Not only can they not do those things, it can’t really understand even that we’re doing it. It doesn’t even have that level of capacity. That’s the kind of thing we’re talking about. Now we have this thing on the planet that can use things that seem like magic to us, that are so amazing, not only can we not do it, but we literally can’t even understand what it’s doing.

If it sat down and spoke in perfect English to us and it tried to explain, it can’t. Our brains are not capable of even understanding what it’s working on. That’s such an intense concept, that again, everything else melts away. We talk about climate change, poverty, war, these things are huge problems. Nothing compared to the problem we’re going to have if super intelligence is not either on our side in the exact way we need it to be.

And, those problems are no problem at all if the AI wants to help us fix them, and it’s going to be like a monkey smashing its hand into a padlock a thousand times, when a human can just walk over and undo it. There would be no problem for an AI to fix all of our problems if it wants to, or we could very well go extinct in the next 100 years, because AI does something we don’t want. The mistake that people make is they anthropomorphize, meaning they apply human values and characteristics to something that’s not human and never will be. 

So they think, “Oh it’s going to be evil.” I don’t know if you’re watching Westworld, but they’ve got that. The AI is going to want, it’s going to feel bad about itself, it’s going to want to be the intern, that’s something that human does. But it’s much more like is a human might build a house because it wants to build a house, and it builds on top of an anthill, and it kills all the ants in the anthill by doing it. That human doesn’t hate the ants. Humans aren’t like, “Yes, now I am king of all the ants,” no. The human is just doing it’s thing, and the ants happened to be in the way. 

So the scary thing is that when the AI is that smart, it has an unbelievable amount of power. And that power, even just a bit, it could elbow the human race off the table by accident with that power. It’s like, if we’re in the way of something it wants to do, and we haven’t very specifically programmed it to value human life, then it’s an unprecedented amount of power on this planet, and we don’t know what’s going to happen with that. That’s just a huge question mark, so yeah that’s that topic. 

[0:29:19.6] MB: You know, the funny thing is it’s really interesting, because if you look at like Elon Musk and Bill Gates, all of these people who are in the forefront of technology, you hear them off in the distance being like, “Hey guys, this AI think is really big.” No one is really paying attention to it, and I’ve heard that a number of times and thought, “Okay, whatever. What are these guys really talking about?” and your series of articles really brought the life for me the massive stakes and the consequences. 

And there’s a couple of pieces of it that I’d really love to dig into. One of the things that you touched on is the idea that all these other challenges that we’re facing, all these things that seem like major risks or challenges, global warming, or climate change, poverty, economic displacement, war, there’s this binary outcome when artificial intelligence happens, right? 

And we can talk about the science, and you’ve done a ton of research and talk about the science behind this is very, very valid, that it’s not really a question of if we’re going to have artificial super intelligence. It’s inevitable at some point, and when that inevitably gets created, there’s a binary outcome. It’s either the AI solves all of our problems forever, or we get completely wiped off the planet and humanity goes extinct.

[0:30:37.1] TU: Yeah, it kind of is. It’s one notch more complicated in that even the good side is tricky. When we think it solves all of our problems, well, who is determining what our problems are? ISIS thinks it knows what problems are, and what right and wrong is. ISIS thinks solving all of our problems means killing all infidels and creating a caliphate that rules the earth, so that’s it’s idea. Even within the US, with fairly likeminded people, you have people on opposite sides of the aisle, with different ideologies, who all say, “Well I think,” so in a very broad sense, yes. 

The big problems you are talking about it can solve, but it has to be created by people who have similar values to you that successfully program the AI to have those values. To understand those values, or it’s going to be a problem, because you can imagine how many different humans and different parts of the planet with different motivations and different values are going to want to make sure the AI does what they think are the right things, so it’s very tricky. 

It’s not an easy scenario to picture where everything goes right for everybody, so there is that. But yes, it is pretty binary whether, in general, this is a force for great good, at least to someone, or this is a destructive force like nothing we’ve ever seen. A destructive force like an asteroid was to the dinosaurs. It has that kind of potential. 

What’s funny is these two topics we’ve talked about so far, procrastination and AI, they have a lot in common, and that’s what Elon, and Stephen Hawking, and Bill Gates, and a lot of these people who tried to warn us about AI, Nick Bostrom, what they say sounds a lot like the rational decision maker of humanity saying, “Hey, let’s do this slowly and carefully, or not at all maybe, since we’re thinking really long-term. We’re playing with fire here.” 

They think we’re kind of a bunch of kids playing with a bomb, and what humanity is doing I is kind of the same thing humanity does when it comes to getting ourselves in climate change trouble, which is it’s humanity being controlled by its instant gratification monkey. Climate change is a full instant gratification monkey thing. It’s species only being able to see two feet in front of its face, trying to do stuff that’s going to make it money in the next 10 years at any given point, and not worrying about the big picture, and AI says the same thing. 

If these entrepreneurs and these developers who are just working feverishly on this thing to change the world, they probably have good motivation, most of them, but it’s still slightly instant gratification motivation, where there’s some major potential long-term consequences, and it’s just not the thing that they seem to be focusing on. They’re saying, “Build, build, build, let’s do it!” 

So I feel like the same thing that makes humans problematic, this battle in our brain between the long-term thinking adult and the instant gratification, this wanting child, which from my case comes up with procrastination. For other people, it comes up in eating unhealthy, and not being faithful in a relationship, and many other ways that this battle in our brain manifests itself. I think it’s also, humanity as a whole is dealing with the same battle, and I think that AI might be the most important example of where that now is going on, and in this case for better or for worse, hopefully not for worse, the side that is trying to build is not thinking too much about the long-term stuff. 

There’s a lot more of them out there right now, and so I have my fingers crossed here thinking like, “I hope somehow these goes well, because it seems to be happening, and the people making, I am not sure they’re thinking about human extinction. They’re thinking about their particular app, and how developing a little bit better AI for that app can make them a lot richer. It can make their app a lot better and can make a bigger impact in the world.” 

And then someone else in a different part of the world was working on their software, and they’re coming up with breakthroughs and AI for their software, and together as a species we are moving collectively down this road that’s going to end up with artificial super intelligence, but we’re all doing it in an instant gratification way. So I do think that this bit is kind of a child-adult battle. It’s the story of us, and the story of our time, and the story of the future, and for better or worse. 

[0:35:11.2] MB: And AI is such an important topic. I highly recommend anybody listening that really wants to dig in on this, as we said, some of the smartest thinkers on the planet right now consider this to be one of the most important topics. Read both of the Wait But Why posts about artificial intelligence, and we will make sure to include those in the show notes so that you can take a look, but I highly recommend, everybody that I talk to that this topic comes up even remotely, I send them the articles and I say, “You need to read this immediately.” 

I’d love to pivot a little bit and talk about another topic that’s controversial, which is cryonics. You’ve written about that, or many people refer to it as cryogenics, which I think you talked about is a misnomer, but I’d love for you to share some of your thoughts and experiences around that. 

[0:35:53.2] TU: Yeah, cryonics, cryogenics is a branch of physics that deals with really cold temperatures. A branch of science. So it’s like anything that has to do with cold temperatures of metal or rock, or embryos. We call it frozen embryos, or artificial organs, a big topic. Cryonics is a specific thing that deals with - what people who don’t know what it is, they call it freezing a human after they die to try to bring them back to life later, which sounds rightly insane. 

When I would hear about that, I’d say, “Okay, that’s obviously, nutsy people. People who can’t accept death, and just are desperate, and are trying some crazy thing that obviously won’t work.” Then I learned a lot more about it, and I understood how wrong my conception of it was. I learned a lot. I spent two weeks doing nothing but reading about cryonics, and I learned that a bunch of conceptions are wrong. So first of all, people say it’s freezing dead people. 

So the first thing is the word freezing is wrong. If you freeze a human, the liquid in their bodies, which is most of our body is, turns to ice, which crystalizes, which it actually, A, it expands to 9% bigger than it’s normal volume. B, it crystalizes and the crystals themselves splash through cell membranes, and it completely irreparably damage the cells. You cannot freeze a human without killing a human permanently.

What cryonics does is it vitrifies a human. Vitrifies means, it’s the same thing we do with embryos and organs, transplanted organs, and so the concept of glass is not a solid in the normal sense. Glass does not form an organized crystalline structure when it’s in its solid state. Glass looks like a liquid, and then it’s just a jumble of atoms and molecules, and like liquid, they just aren’t moving. That’s the only difference, they’re not moving. They’re too discus, they cannot move. 

So that’s what they do to a human. Well, let me come back to that, actually, because I want to talk about the dead part first. So freezing dead people, let’s talk about the word dead, then we’ll come back to freezing. So here’s the big part about cryonics, is that the reason we get confused about why someone could ever try to bring back a dead person is that we think about the word dead as a binary thing. Someone that’s living, and then you could pinpoint the exact second that they die. 

And once they’re dead, they’re dead as anyone who’s ever been dead, and you’re either alive or dead at any given point. That’s not true. Cryonicists see death not as a moment, but as a process, and if you really look at the science, they’re the smart ones about this. They’re correct in that 50 years ago, if someone is walking down the street and they collapse and their heart is not beating and they’re not breathing, they can be declared dead. 

That’s it, nothing to do, your heart stopped beating. They’re not breathing, it’s over, and they’d be taken to the funeral home and that’s the end of it. Today, with more technology, if that same thing happens, they wouldn’t be declared dead. They’d be rushed to the hospital - someone will give them CPR, and then they’d be rushed to the hospital and use the defibrillator, and many other more advanced techniques to try to bring them back, or not even bring them back, to keep them alive because they’re not dead. 

And so when that happens, and that person ends up walking out of the hospital later that day, we don’t say, “Oh you were dead and you came back,” we say, “Thank God you didn’t die.” So what that shows is that the person 50 years ago who fell over in the street, they weren’t dead. They were hopeless. They were unable to be saved with the technology of the time. That’s a big difference. So a cryonicists says today when someone dies, when they die of cancer, when they die of a stroke, many things that we die of, they say, “That person is not dead. That person is unable to be saved with 2016 technology.” 

The hospitals today can’t save them now. If there was a hospital across the city, if someone in the hospital is dying, and there’s a hospital across the city that has a tool that can save them, but this hospital doesn’t, everyone agrees we would get an ambulance and rush them to that hospital to try to save them. What cryonics is trying to do is rush someone to a hospital in the future that can save them, because the hospitals in the future probably will be able to. 

I strongly bet that in a hundred years or 50 years, most of the things that when someone dies in a hospital today of, would not be a death sentence anymore, and so if someone is rushed into a hospital in the future, they do that by putting them on biological pause. The reason a frozen embryo can be frozen for a long time is that it’s not actually frozen. It doesn’t die in that state, because biology, officially, it’s proven many times, can sustain the concept of being vitrified. 

They cool the embryo or the organ to such a cold state that, without changing a structure, without freezing the liquid, the atoms can no longer move anywhere. Now how do they do that? Well how do you vitrify a human? You pump anti-freeze into the blood stream, so that now you can bring the temperature down well below freezing, and you still won’t get freezing of the liquid. It will just slow and slow and slow until all activity stops. There’s not any atom in the human body that can move. It’s just paused, exactly the way it was. 

With an organ, we know how to do that, and we know how to un-vitrify it and bring it back, and have the organ work in a real living thing. With an embryo, there are people walking around the earth today that at some point were frozen, were vitrified embryos. So this works. Now, it’s more complex with the human brain. We have not yet figured out how to do that. Cryonicists are very honest about that. They say, “We don’t know if this will work. We don’t know if this will ever work, and we don’t know when if it does, but we think there’s good scientific reason to believe that this is plausible, especially to the scientists of the future.” 

Who knows what the human species of the future would be able to do? Probably pretty incredible things. Our society would be unbelievable to someone in the 1800’s, so why wouldn’t the future society be just as unbelievable to us? Why wouldn’t they be able to take a vitrified brain and say, “Yeah, we do know how to un-pause this brain and have it work.” It’s not that big of a stretch. It’s not that crazy. So essentially, that’s why cryonics is. If you sign up, then it depends on how you die. If you die in an accident, you’re going to have a very hard time. No one is going to be there at that moment, and it is a battle of time there. 

So ideally, you die in a predictable way on a death bed on a hospital somewhere, and if you’re signed up for cryonics with your annual membership fee, and by the way, people think - another myth is they think it’s for rich people. Actually, most people can afford this. So I am currently now signed up for cryonics. My bill, my annual bill is about a thousand bucks a year total. That pays for my membership fee, and I get a very cheap life insurance plan that is just for the purpose of paying. It’s made out to the cryonics company, Alcor. 

So whenever I die, that money will go to pay for the final part of the payment. A thousand a year. I mean I spend a thousand a year on so much shit. I spend that on cable. I spend it on coffee, I spend it on taxis, and other things I don’t care about that aren’t important. This seems worth it. Even if people say, “What if Alcor is a scam?” I don’t think it is. My sense, after reading about it and talking to the head of Alcor, I really actually don’t think it is. It’s a non-profit run by passionate cryonicists who are all signed up themselves. 

But you know what? Yeah, maybe it’s a scam, A. B, maybe this whole thing never works, sure. For a thousand bucks a year, even if there’s a 1% chance of this working, I’ll take my chances, because the alternative is a zero percent chance, as an atheist. If you’re religious, different story here. If you believe there’s an afterlife, a different story, but for an atheist or someone who doesn’t believe strongly in an afterlife, your alternative is closing your eyes upon death and that’s the end of you forever. 

And when you sign up for cryonics, you get to have the awesomeness that a religious person doesn’t get in their life. You get to your deathbed and you say, “You’ll never know. I might wake up. I might blink right now and then wake up in a new place,” and for me, just having that whole biz is almost worth the money. It’s like I’ll give my vitrified brain to future humanity. See what you can do, and it gives me some hope that maybe you won’t feel the passage of time. 

It will be like a blink, and you’ll wake up, and you’ll be in some future year, and ideally, the idea is they bring you back. They can cure whatever it is that killed you, but also rejuvenate you, because the human body and brain is just a physical object. It’s just cells. It’s not that complicated. The species gets good enough with nanotechnology, and don’t forget, artificial intelligence can help? 

It might be very well that you wake up with a new fresh body. A young body, they rejuvenate your brain. This is not out of the realm of possibility, and that’s all I care about. Just give me a shot. For a thousand bucks a year, it gives me a shot. So that’s the idea, and the final thing I’ll say is people’s instincts, because death is this hideous thing that’s in all of our faces and Nick Bostrom, this philosopher I like, compares death to a dragon that we all just accept. Yes, every year 60 million people have to go to the dragon. 

Don’t ever question the dragon, and it’s not even that. It’s good that they go to. It’s like we ended up in a Stockholm syndrome hostage situation, where we’re convinced that this is a good thing because there’s no way we can help it, so we try to make the best. The truth is death sucks or no, death doesn’t suck. Involuntary death sucks. If someone wants to bow out at 90, cryonics isn’t going to stop that. If we can live a lot longer than 90, someone will have the option to bow out. 

Death when you’re not ready is what sucks. When you really, really wish you could still be living. When your family still needs you or whatever. No one ever thinks that’s good, when humans just die at 40, or 33 with was the average lifespan 200 years ago. I guarantee you there are all kinds of people when doctors were saying, “I think we can get humans to live up to 70 and 80 on average one day,” there were people saying, “Oh why are you such a narcissist, wanting all this life,” you know? “Isn’t death the lot of man? Just accept it.” No. 

But now, we all live up to 80 or 90, or the average lifespan is in the 70’s on the planet. No one is saying, “Oh, well we’re such narcissists for wanting to live to fight through cancer at the age of 60, so maybe I can live until 80.” Everyone thinks that’s a brave person doing that. We think, of course, it’s great to try to live until 80. As soon as cryonics and other developments allow us to live to 150, 200, 250 and again, that sounds crazy. 

But not when you can replace your organs with truly great artificial organs, or you rejuvenate your brain cells. All we are is an object. If you can fix it, then there’s no reason that that number can go way up. As soon as you can do that, you know people aren’t going to look back and say, “Oh, this is so vain to want to live this long.” They’re going to say, “Great! This is so great that we now can live this long, and it’s so sad that people used to just die all the time in their 60’s, 70’s, 80’s, 90’s, before they’re ready.” 

Or they were ready because they’ve convinced themselves through some mind game that this is a good thing and that they’re ready to go, when the truth is, if they’ve could have lived longer they’d probably would have had a totally different mindset. So that’s my long story about cryonics. I just think the more you learn about it, the more you’re like, “Wait, this is a total no brainer and it’s amazing,” but before you learn about it, it sounds insane and icky and who wants to be frozen? Everything just sounds terrible about it, and a huge waste of money, and a scam, and crazy, and all of that, and then as soon as you learn about it, it seems like the only option.

[0:47:48.0] MB: You know, the funny thing, or the most interesting thing about cryonics is, as you pointed out, is other than the financial cost, there’s really no downside. If it doesn’t work, you’re in the same boat as if you’ve never done it, but if it works, it’s a massive upside for you, and so it’s almost like the golden wager.

[0:48:06.7] TU: Exactly, Pascal’s wager. Why not? Literally, the alternative is getting eaten away by bacteria underground. Does that sound awesome to you? Or being cremated, that sounds great to you? You either have a zero percent chance of something cool happening after the moment of your death bed, or you have some chance, and some cryonicist think it’s not a 1% chance. It’s a 50% chance. Another one thinks maybe it’s a 5%, but either way, yeah. 

A thousand bucks a year, I can’t think of anything I am spending a thousand bucks on currently in a year that is a better use of that money. People say, “Oh that’s a lot of money.” It’s not when you think about the things that you spend three bucks a day on, so yeah. You just start paying for it. You adjust your lifestyle to not having that thousand dollars a year, and you move on. You’re just living the same life, not thinking about that expense anymore, because it’s just built in. 

Now you have this hope, what a cool thing. That’s my full pitch to why everyone should look into this at least. By the way, the Alcor website - Alcor is like one of the two major companies that currently does this. I wouldn’t be surprised, by the way, my life insurance claim is currently made out to Alcor. I wouldn’t be surprised if I switch it over to like, in 20 years, and like Google or some company like Google has now created like the best cryonics facility in the world. I’m just going to switch then. If something that I think is more reputable comes along, I’ll switch. 

At the moment, Alcor is the most reputable. What I was going to say is, the Alcor website has a great FAQ. It’s long, thorough, well-written FAQ, clearly by scientists, which is heartening to me to say this, by very smart, reasonable people who are not salesy, they’re not trying to sell you anything other than being just trying to be upfront. It has a ton more info there. I hope that any listeners who are intrigued by this do it so that we can all hang out in 2400 together, see how cool the phones are then, and other things. There’s going to be a lot of things that are really cool in 2400, and I want to see them.

[0:50:05.8] MB: This has been such a fascinating sample of just some of the topics that you cover on Wait But Why. There’s so much more that I want to ask you about, and I wish we could dig deeper on — we may have to do another interview. There’s just so many interesting topics, but for listeners who are curious about these things.

As I said, Tim has written blog posts that are super detailed, very research minded, rooted in science about both of these topics, and we’ll include all that stuff in the show notes, as well as the Alcor website, everything else.

Tim, before you go, where can people find you and the blog online?

[0:50:37.9] TU: Yeah, everything I do is basically on waitbutwhy.com. That’s just where I put all my blog posts, everything I’m doing for the last two years basically is sitting on that site. That’s the answer. Then I would try and encourage people who like what I do to subscribe to the email list. 

Subscribing to email lists is icky, and I don’t like doing it, and I’m sure you don’t either, but this is a very unannoying one, where we just kind of send out a post when it’s done and that’s it. Only thing the email list is for. Otherwise, because posts happen so sporadically, it’s hard to remember to check the site, and it’s not like something where we let you know when it’s going to go up, so the email’s the best way to kind of just stay in touch, and I promise I won’t annoy you.

[0:51:23.9] MB: Well Tim, this has been a fascinating conversation, and topics that I’m really interested in, thank you so much for coming on the show and sharing these insights.

[0:51:32.7] TU: Yeah, thanks so much for having me, this was fun.

[0:51:34.9] MB: Thank you so much for listening to the Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I love hearing from listeners, If you want to reach out, share your story or just say hi, shoot me an email, my email is matt@scienceofsuccess.co 

I would love to hear from you, and I read and respond to every listener email. The greatest compliment you can give us is a referral to a friend, either live or online. If you’ve enjoyed this episode, please, leave us an awesome review and subscribe on iTunes. That helps more and more people discover the Science of Success. 

I get a ton of listeners asking, “Matt, how do you organize and remember all this information?” Because of that, we created an amazing free guide for all of our listeners. You can get it by word “smarter” to the number 44222, or by going to scienceofsuccess.co and joining our email list. If you want to get all this incredible info, links, transcripts, everything we talked about on this show and much more, go to our show notes page at scienceofsuccess.co, hit the show notes button at the top, you’ll get everything for this episode, and you can find information on all of our previous episodes.

Thanks again, and we’ll see you on the next episode of the Science of Success. 

January 19, 2017 /Lace Gilger
Mind Expansion
57 - The Hard Truth About Psychology, Learning New Skills, & Making Mistakes with Dr. Art Markman & Dr. Bob Duke-IG2-01.jpg

The Hard Truth About Psychology, Learning New Skills, & Making Mistakes with Dr. Art Markman & Dr. Bob Duke

January 12, 2017 by Lace Gilger in Best Of, Decision Making, Mind Expansion

In this episode we discuss whether time speeds up as we get older, why your life story only makes sense looking in reverse, whether or not brain games actually work, the importance of proactive learning instead of passive learning, why psychology confirms all your worst fears about studying and getting smarter – and much more with a special TWO GUEST interview featuring Dr. Art Markman & Dr. Bob Duke!

Dr. Art Markman is a Professor of Psychology and Marketing at the University of Texas and Founding Director of the Program in the Human Dimensions of Organizations.

Dr. Bob Duke is a Professor and Head of Music and Human Learning at The University of Texas at Austin, He also directs the psychology of learning program at the Colburn Conservatory of Music in Los Angeles.  
Together they co-host the NPR radio show Two Guys on Your Head and recently co-authored the book Brain Briefs.

We discuss:

  • Does time speed up as you get older?

  • Why your brain pays less and less attention to things that don’t change

  • How you underestimate the power of new experiences to have a positive impact on you

  • Brains are efficient, and efficient is another word of lazy

  • Why your brain wants to keep doing what it did last time

  • How Dyson vacuums were created (and what sawmills have to do with it)

  • The importance of learning things that seem like they “don’t matter” right now

  • The downside of a linear and close-minded path of achievement

  • Why “everyone they know who is successful knows A LOT about A LOT of things” and you can’t know ahead of time what key information will make you successful

  • Why you shouldn’t edit your life story in the forward direction (and what that means)

  • Is your memory doomed to fail?

  • Why one of the worst things you can do for your memory is to worry about your memory!

  • Do brain games actually work?

  • How do you engage the mind a way that develops thinking?

  • The difference between reading and writing and how they impact your brain

  • The importance of proactive learning instead of passive learning

  • What the data says about regret and how to deal with it

  • How learning is effortful when it actually works, and why without effort, there is very little learning

  • Is it true that we only use 10% of our brains?

  • Your brain is 3% of your body weight, but uses 25% of your daily energy supply

  • Does listening to Mozart make you smarter?

  • Why we can’t get something for nothing (and why you should stop looking for “get smart quick schemes”)

  • Why psychology confirms all your worst fears about studying and getting smarter

  • How curiosity is vital to your thinking ability

  • Why its OK to get stuff wrong, as long as you repair your error

  • Why every bit of skilled performance that you see has a deep reservoir of hard work hidden behind it

  • The critical importance of perception and self awareness in growing and improving

  • Why you are worst at judging your performance when you are bad (isn’t this one true!)

  • Why “expert performers” are really good at identifying all of their flaws

  • How to cultivate self awareness of your flaws in a way thats non-threatening to you and your ego

  • Mistakes are not the problem, but denying them is

  • The critical importance of sleep

  • How sleep clears toxins out of your brain, helps you form better memories, learn more, etc

  • Think about what has brought you joy, what brings you joy, and schedule those things into your life regularly

If you want to master your mind - listen to this episode! 

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Book] Brain Briefs by Art Markman and Bob Duke PhD

  • [Podcast] Two Guys on Your Head

  • [Book] Smart Thinking by Art Markham

  • [Book] Smart Change by Art Markham

  • [Book] Mindset: The New Psychology of Success by Carol S. Dweck

EPISODE TRANSCRIPT


[00:00:06.4] ANNOUNCER: Welcome to The Science of Success with your host, Matt Bodnar.

[00:00:12.4] MB: Welcome to The Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study and I am going to take you on a journey into the human mind and what makes peak performance tick, with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.

In this episode, we discuss whether time speeds up as we get older. Why your life story only makes sense looking in reverse. Whether or not brain games actually work. The importance of proactive learning instead of passive learning. Why psychology confirms all your worst fears about studying and getting smarter, and much more with a special two guest interview featuring Dr. Art Markman and Dr. Bob Duke.

The Science of Success continues to grow with more than 700,000 downloads, listeners in over a hundred countries, hitting number one in New Noteworthy, and more. A lot of our listeners are curious about how to organize and remember all this information. I get tons of listener emails and comments asking me how I keep track of all the incredible knowledge I get from reading hundreds of books, interviewing amazing experts, listening to podcast and much more.

Because of that, we created an awesome resource for you and you can get it completely free by texting the word “smarter” to the number 44222. It’s a guide we created called How to Organize and Remember Everything. Again, to get it, just text the word “smarter” to the number 44222 or go to scienceofsuccess.co and put in your email.

In our previous episode, we discuss the daily practice that works to develop self-love, how fear is often the signpost for what we most need to do next, the lessons from a 550 mile pilgrimage through Spain, how seeking too much knowledge can be often counterproductive and much more with our guest Kamal Ravikant. If you want to be inspired starting out this new year, listen to that episode.

[0:02:07.2] MB: Today, on The Science of Success, we have a special episode. Two guests at once. We have Dr. Bob Duke who is a professor and the head of music in human learning at the University of Texas in Austin. He also directs the psychology of learning program at the Colburn conservatory of music in Los Angeles. 

We also have Dr. Art Markman who is a professor of psychology and marketing at the University of Texas and the founding director of the program in the human dimensions of organizations. Together, they cohost the NPR radio show, Two Guys On Your Head and recently coauthored the book Brain Briefs. Gentlement, welcome to The Science of Success.

[0:02:39.2] AM: Thanks a lot for having us.

[0:02:40.3] MB: Well we’re very excited to have both of you guys on here. For our guests who may not be familiar, can you each kind of introduce yourselves and say hi and tell us a little bit about yourself?

[0:02:49.1] AM: Sure, I’ll go first. Yeah, I’m Art Markman, I am a professor of psychology, I study the way people think so I’m interested in reasoning and decision making and motivation and for me, in addition to writing lots of papers that get read by 30 of my closest colleagues, it occurred to me not so long ago that almost everybody I know has a mind, almost nobody knows how that mind works.

I try to spend a lot of my time, in addition to doing research, to bringing insights from the field of cognitive science outward to other people in the hope that they might use that information to live their lives differently and probably better.

[0:03:25.3] BD: I’m Bob Duke and as you said, Matt, I’m a professor of music and human learning here at the University of Texas. Throughout my career, I’ve been studying learning and memory, not only in the context of music making but in other context as well. It’s always been of interest of mine because I work with a lot of people who are preparing to be teachers, what are the mechanisms by which people develop skills for memories, refine your skills over time.

Art and I had had several informal interactions over the years before we actually got started doing the radio show and it’s been now I guess going on four years now, right Art? It’s been a wonderful collaboration that it’s been a great deal of fun to be a part of.

[0:04:03.4] MB: Well, you guys have so many fascinating topics that you’ve written about and talked about. I’d love to start out you know, the way that the book, Brain Briefs, is kind of structured, you have all this amazing questions and you kind of go into answering a bunch of them. I’d love to start out and kind of go through a few of this questions that I found really interesting and kind of get your take on it and share some of those insights with our audience. One of the first that I found really fascinating was, does time speed up as we get older?

[0:04:30.5] AM: The older you get, the more that you begin to worry about that. But since Bob’s the older one, I’ll let him share his experience on this first.

[0:04:37.6] BD: Well the short answer is, yes. Of course what we mean by that, it doesn’t actually speed up but certainly our perceptions of the passes of time change as we age and there are a couple of explanations for that that I’ll let Art tell you about. But one of the things that’s sort of interesting about that is that when you look back into your past right?

Our perceptions of what we recall, what we remember change over time for reasons that have to do not only with an aging brain but also with just the proportion of experiences that we’ve accumulated over the course of many years of a lifetime. 

[0:05:09.6] AM: Obviously one thing that makes time feel like it’s sped up is that the older you get, the more experiences you’ve already had relative to what you’re going through right now. A year of your life when you’re six years old is an enormous proportion of your life, whereas a year of your life when you say 50 is a much smaller proportion compared to what you’ve experienced. But in addition to that, as you get older, your life tends to become more routine. You tend to rely on things that you’ve done before and as a result, you don’t lay down lots of new landmarks in your life the way you do when you’re younger.

When you’re younger you have your first time on a bicycle, your first time going to school, your first time getting in a fight on a schoolyard, or whatever it is. When you get older, you tend to do the same stuff over and over again and then when you look back on it, it’s hard to separate out all of the events, which does have the happy fact that if you continue to create lots of new experiences for yourself, like say by starting to do a radio show or something like that, then you have the opportunity to slow time down a little bit.

[0:06:13.3] BD: Yeah and I think one of the things that’s embedded in what Art’s talking about is how much our brains in their efficiencies pay less and less attention to things that don’t change. One of the ways that that routine issue that Art was talking about affects what happens to our memories is that our brain recognizes that there’s no real reason to keep reforming this memory because it’s just like the memory that’s already in there. 

I think all of us have probably experienced driving to work or driving home from the office and, you know, having many things on our mind and getting home and not remembering the trip. Well, that’s an example of how our minds can be other places when things become highly routinized.

[0:06:54.2] AM: Which, by the way, isn’t a terrible thing since the last thing you’d want to do is to clutter your mind with all the details of your daily commute. But it does make the time seem a little bit shorter when you look back on it.

[0:07:04.6] MB: I find it so fascinating and I think the idea that it’s sort of a proportion of your life right? Like you said, if you’re a six year old, on year is a massive portion of your life, whereas the older you get, a year is sort of incrementally less and less of your total life experience.

[0:07:19.0] BD: Thanks for the reminder.

[0:07:23.7] MB: You know, one of the things that you said I found really fascinating is the idea of landmarks, and how our memories are formed by unique new experiences. I once heard an example of a dinner party and someone was saying, “How can you make a dinner party more memorable?” And they said, “Instead of having everybody sit in the same room and listen to the same music for four hours, change the room you’re in and change the vibe, change the music every hour.” So Instead of having kind of one memory that your brain lumps together, you suddenly have four distinct memories that feel longer even though it’s the same amount of time.

[0:07:53.3] AM: Yeah, that sort of thing is great and I think, by extension, I think people should be a little bit mindful of trying on some new experiences, trying out some new things in order to create those landmarks in your daily life so that it’s not just remembering the dinner party, it’s also remembering October.

[0:08:13.7] MB: That touches on something, this is not a question from Brain Briefs but something I know you’ve talked about, which is kind of the importance of openness to new experiences. I’d love to hear a little bit about that and why it’s so relevant.

[0:08:24.0] BD: Yeah. Well, you know, I mean. In most of our lives, this is a good thing to follow up on, what you just asked about the passage of time. Our brains make memories when there are things to pay attention to that we need to pay attention to. The more predictable our lives are from day to day, the less our brains need to pay attention because we know what’s going to happen and it pretty much happens the way we expected it to.

There’s not much to really think about or to lay down memories for. When you create new experiences for yourself, and Art mentioned this a couple of minutes ago about aging. When you create new experiences as you age, you’re creating more memories that make your life seem more full and more interesting and more engaging.

I think often, we underestimate how much new experiences actually can do for us for our mood or sense of wellbeing and everything, but we have to acknowledge the fact that many people are not so open to new experiences. They like routines and they like to know what’s coming up. In everybody’s life, the challenge is to find a balance, a personal balance for you about how much newness, how many new experiences do you want in a given span of time, and how much do you want to rely on the predictable things that you know are going to happen every day? 

I think if anybody examines our own life, I mean, certainly for me, there are routines that I have in my day that I like very much, the fact that those are routines. But having the job that I have and the job that Art has, we get to experience a lot of new things in any given week and that also makes our lives seem that much more energized and vital.

[0:09:55.1] AM: The thing is, you have to remember that, as Bob likes to say, brains are efficient and he usually follows that up by pointing out that efficient is another word for lazy, which means that brains really want to keep doing what they did last time. So one of the reasons why they’re such a strong driver to keep doing the comfortable and familiar thing is because it actually feels good in the moment to do that. 

You know it’s going to happen, you know how it works and so you settle into this routine and as a result, you’re often a little bit hesitant to engage in some new thing because it seems like an awful lot of work and so we often don’t do those things. We actually do in the book, talk a little bit about openness in the first chapter because, you know, Bob and I as he said are privileged to be in careers where we have the opportunity to do all sorts of new and interest sting things. 

Nonetheless, when our producer Rebecca Macenroy asked us, “Hey, would you guys like a show on the radio?” Which is something we had never really considered before. We sort of stared at each other at first. I think our initial reaction was, “What? That seems a lot of work.” But then our openness to experience kicked in and we thought, “Yeah, sure, why not?” We ended up doing this brand new thing that neither of us had ever envisioned for ourselves and it’s turned out to be a wonderful part of our lives.

I think that that first hesitant reaction is one we often give in to. But by not giving in to that and trying that new thing, we create all sorts of opportunities that we didn’t envision in advance.

[0:11:26.0] MB: In a previous talk that you guys have given, I think you shared an example of Dyson vacuums.

[0:11:32.1] AM: Yeah.

[0:11:32.8] MB: I’d like to hear that story.

[0:11:33.1] AM: Sure. So James Dyson, he was an interesting guy and one of the things about him that was so interesting was that he just learned a lot of stuff about a lot of stuff without regard for why it might be valuable later. One of the things he learned about was sawmills, which most of us don’t have much experience with saw mills. 

My personal experiences usually in cartoons, right? Saw blade, log, body on the log. A real sawmill has no bodies on the log in general but definitely logs in saw blades and a lot of saw dust. What he learned about them was that the way they get rid of all that sawdust is by sucking it out of the air and then using a giant contraption called an industrial cyclone to pull the sawdust out of the air. 

Now, he learned about this without any real sense of “wow, this is going to be important to me later”. Until one day he was contemplating how to make vacuum cleaners work more effectively and in particular, how to keep the bag of a vacuum from filling up and getting its pores clogged in ways that lessen its efficiency and he realized that you could take the industrial cyclone that a sawmill uses and build a small home version of it and put it into a vacuum cleaner and that that would actually change the need for a bag in a vacuum.

I think what’s most important about that is we live in an era, educationally, in which we are told what to learn in our education system and then we’re told, “Learn this stuff in particular because it’s going to be on the exam,” which leads to my least favorite question as a professor, which is when students come up to me and say, “Will this be on the exam?”

After years of struggling with that question, it occurred to me that the proper answer to students is when they say, “Will this be on the exam?” I say, “Yes but it might not be my exam,” because you never know when that piece of information you learn is going to turn out to be valuable.

[0:13:24.4] BD: That really speaks to, I think the way many people think about planning out their lives and what’s going to happen and I think there’s become an unfortunate trend in certainly achievement oriented people in American culture that the thing to do is to plan out this linear trend, “I’m going to get this degree and I’m going to do this internship and then I’m going to go to graduate school and then I’m going to get this job.”

All of those plans are built around the idea that “I know now, exactly what I’m going to need to do and need to learn and need to be able to do 10 years from now”. That is a fiction, right? Everyone we know and I do mean everyone who is really successful at what they do knows a lot, as Art said, about a lot of things that when they learn them, really, there was no indication that that would be one of the central things that would allow them to be successful.

So the questions that people think about whether they’re college students or even younger students or young adults who are just starting out in their life and thinking, well what kind of things do I need to know to be able to be successful in this thing. Well there’s certainly is a package of stuff that’s important for you to be able to function. But beyond that, the people who really excel, the people who have all the features that employers and admirers claim to want — they’re creative, they’re insightful, they’re good problem solvers — didn’t get there through a linear path of activities and learning experiences.

They got their through some circuitous path going through some things that seem to be pointless at the time, other things that didn’t seem to be particularly interesting, other things that were fascinating but maybe weren’t going to be useful and then ended up being useful. I think the openness to experience idea really is about that issue, about exploring things that you might be curious about that might be interesting to you. That might be enlightening in some way even without the guarantee that in the long run it’s going to be useful.

[0:15:17.0] AM: Just to follow up on Bob’s point for a second. One of the things that’s really important is, I think a lot of people tend to edit their life story in the forward direction. Meaning, they have this idea of what their life is going to be like and then they seek experiences that are consistent with that idea of where their life is going and they avoid experiences that don’t seem to fit the narrative that they’re creating.

The problem is that when you look at the life stories of successful people, that life story generally only makes sense when you look back on it. In the forward direction, it’s pretty chaotic. They tried all sorts of things, some of which worked out, some of which didn’t, some of which turned out to be important, some of which didn’t and in the moment, it was often very difficult to determine what the pivotal pieces of learning were, what the pivotal experiences were. Yet they were just open to trying those things, knowing that some number of us were going to turn out to be valuable in the future.

[0:16:10.8] MB: I think that’s such a powerful insight and something that I think you guys did such a good job explaining and really impacting for the listeners. In the vein of something you touched on a little bit earlier, the idea of the brains kind of efficiency or laziness, another question that you asked in the book is, “Is our memory doomed to fail?” And I’m really curious what you think about that.

[0:16:30.8] AM: Bob, do you remember when we wrote about that?

[0:16:32.3] BD: I can’t remember a thing. I don’t know. I mean, the short answer to this, this is how you turn something, little ideas into a book, you have a short answer and then you talk about it for the next six pages. But I mean, the short answer is, well, our memories are doomed to decline in terms of the retrievability of things in our memory. 

My favorite thing in art says, I see we’re both saying each other’s lines on this podcast is that you know what? By the time you reach your new 20’s, your brain starts the long and slow decline, that’s the bad news. The good news is that the decline is long and slow. Even though there are certain diseases and injuries and other kinds of things that lead to rapid declines in memory and cognitive function.

For a typical human being who is relatively healthy, that decline is so slow that it’s mostly imperceptible even though, as we get older because we’re attuned to the idea that our memories are likely to fail, we are on heightened alert to notice every instance when we can’t find our keys or I can’t remember somebody’s name or whatever happens to be when in fact, those are things that are probably have been a part of our lives for many years it’s just as we’re getting older, they seem to loom larger in our perception.

[0:17:46.4] BD: yeah, the fact is, we’ve been forgetting things our entire lives and we don’t start worrying about that forgetting until we get older because we believe that that is now a sign of an impending cognitive apocalypse and I always like to point out, I have three kids and when they were younger, they would constantly forget stuff, they’d forget to do homework, they’d forget to take out the trash, they would forget all sorts of stuff and I like to say that at no point did any one of them ever say, “Wow, I just had a senior and high school moment.”

Then you get older, you turned 50 or whatever age it turns out to be for you and you forget something and now you think well it’s over. It turns out that one of the worst things you can do for your memory as you get older is to worry about your memory. What the studies show is that older adults who are worried that their memory is getting worse perform worse on memory tests than people who are getting older and don’t worry about their memory getting worse.

You can even induce that in a study, you can induce that worry about your memory and see that effect. What this means is, relax. The fact is yeah, look, studies show that if you want to know where somebody’s cognitive peak is, that long, slow cognitive decline means that in your 20’s, you process information fastest and you remember new things the quickest. In terms of what makes you really smart, because that has to do with what you know, you’ve accumulated lots of knowledge over the course of your life. 

So the people who are actually acting most intelligently, tend to be people in their 60’s and 70’s because they have a huge base of experience and knowledge that they can draw from. Yeah, there might be a couple of things here and there that they have forgotten but that huge store of knowledge actually gives them an advantage over younger people. In many ways, younger people need to be faster because they don’t know as much.

[0:19:33.1] MB: The processing power itself kind of slows down a little bit but the benefits of the accumulated wisdom and knowledge, essentially outweigh that slowdown for a number of years?

[0:19:43.0] BD: Particularly for people who remain mentally active, right? We know very clearly that the more new things you continue to learn throughout your life and the more new things you experience, the longer the deficits in memory that begin the accrue are held at bay. They don’t become noticeable to you because the way we retrieve memories from our memory store is by ways of all of the things that each memory is connected to, right? 

So the more interconnections you have among the things in your head, the easier it is to retrieve them. If you’re experiencing new things, one of the things that that’s prompting your brain to do is to create new connections among things that may be related in ways that when you learn them 10 years ago, you didn’t really recognize that relationship and now you do.

As Art was saying, the advantage of older adults, and being one I’m happy to claim this advantage is that not only do I have a lot of stuff in my memory but that stuff is organized in a way that lets me access it in ways that are very advantageous. We talk often about why would you have people memorize a lot of things when you’ve got an encyclopedia, a map of the earth in your pocket, in your phone? You can retrieve all kinds of information from the phone. 

But the issue with that is, you can only work with so many things at a time in your so called working memory, your processing part of your memory. The more time it takes you to get the stuff, you’re going to stick in your working memory, the slower you are. If you’ve already memorized some things and you’re pulling out information that’s already in your memory, I’m sure it’s clearer how much more efficient that would be then have to start typing on a keyboard or on a phone to go and find something out.

[0:21:24.1] AM: The other thing is, the brain has so many great ways of accessing that information based on the similarity between the situation you’re in right now and stuff that you’ve learned before. Whereas if you’re trying to find that information on the computer, you have to find the right question to ask. Had Google existed in the late 1970’s when Dyson was thinking about trying to remove the bag from the vacuum, if he had been able to Google “how do you get rid of the bag in a vacuum cleaner”, he would have gotten a whole bunch of websites and probably educational videos about how to change the bag in your vacuum.

But at no point would any of those sites have said, “Oh and by the way, consider replacing that bag with an industrial cyclone.” You got to have that knowledge in your head if you’re going to do really interesting stuff.

[0:22:10.9] MB: One of the things, I’m a huge fan of Charlie Monger and we talk about him a lot on the podcast, and he talks about the idea of kind of mental models and organizing your memories and your knowledge in a kind of a coherent lattice work that this easily accessible. I think that’s such a great point.

[0:22:27.2] AM: Yeah.

[0:22:27.5] BD: Yeah.

[0:22:28.3] MB: On the ideas of sort of remaining mentally active, one of the questions that you guys touched on, it’s something I’m really curious about is do brain games work?

[0:22:37.0] AM: Shortest chapter in the book.

[0:22:40.2] BD: Well if work means, do they help you learn to play brain games? Absolutely they work. Whether they do anything beyond that, there’s not a lot of evidence that that’s the case.

[0:22:52.7] AM: It turns out that brain games tend to focus on very specific tasks and well intentioned at first, right? I think the idea was that we know for example that this concept that Bob was talking about a working memory, the amount of stuff you can hold in mind, is related to performance on all kinds of tests of intelligence and things like that.

There was a real interesting question of, if we could expand your working memory capacity, would that in fact make you smarter? But it turns out that there isn’t really a compelling way of changing the brain’s architecture in a way that increases that working memory capacity in a way that creates general intelligence.

As Bob was saying, what you learn when you play these brain games is how to play the game. But you may as well, if you’re going to practice something, you may as well practice something that you may actually encounter again later outside of the context of sitting on your phone or your computer.

[0:23:49.5] BD: Yeah. You know, for anybody who enjoys brain games just for the fun of the game, well then great. They should play whatever things they want to download. I’m an Angry Birds fan but nobody claimed that that was a brain game, right? If you think about what really engages the mind in a way that develops thinking, it’s not just responding to other things, but it’s creating new things on your own. 

People who read have a different experience than people who write because writing requires a different set of activities in your brain than reading, watching a good video, whatever it happens to be, which mostly receptive kinds of responses were. We know that brains are trying to figure out what they need to do. If you’re engaged in something where you’re receiving input from somewhere else, it really doesn’t matter what you do, this stream of input keeps coming and whatever, well then, there’s not really a lot for your brain to be engaged in.

But if you happen to generate something on your own, it engages not only the parts of your brain that have to control whatever motor activity or whatever has to do the stuff but it also requires you to draw from different parts of your memory. That might not even have been connected before because of the nature of the task you’re trying to accomplish.

I’ll let Art talk about this too, but one that springs to mind is that Art as an adult had always wanted to play the saxophone and rather than waiting until his family was surrounding him on his death bed, saying whispering, “I wished I played, I always wanted to play the saxophone.” He actually went out and learned to play the saxophone.

I’ll let him talk about that experience a little bit.

[0:25:24.5] AM: Yeah, I think that’s absolutely right, you know? As Bob points out, it’s really important to engage in activity. In fact, B.F. Skinner who is one of the grand daddies of behavior of psychology kind of gets a bad rap in modern times because there were limitations to behaviorism. But one of his fundamental insights was that in order for the brain to learn something, you don’t just expose yourself to information, you also engage in activity. 

Activity was a fundamental part of the learning process that he was working on and I think that that’s something that’s actually gotten lost a little bit. As Bob was saying, I think it is really important for us to continue to do that throughout our lives and so when I was in my mid-30’s and was thinking about stuff I would have always liked to do and I had read some research on regret, actually. The research on regret shows that if you ask a bunch of college sophomores, what they regret, it’s almost exclusively dumb stuff they did like getting drunk at a party. But if you ask older adults, people in their 70’s, 80’s and 90’s what they regret, it’s almost exclusively stuff they didn’t do.

One of the reasons that that data point is so important is because we all have a remarkable mental capacity for time travel where we can project ourselves to the end of our lives and then look back and ask, “Is there something I would regret not having done?” For me, one of those things was I had never learned to play the saxophone and so in my mid 30’s, I got up one day and said, “All right,” I went out and found a teacher and bought a saxophone and said the fairly realistic goal that in 10 years I wouldn’t suck. That’s worked out okay. I’m in Austin and I’m in a band, which almost obligatory if you live in Texas.

[0:27:03.5] MB: As a corollary to kind of thinking about brain games and by the way, actually before I say this, I love the point that you guys made about the critical importance of active learning and not just sitting there passively. Whether it’s watching YouTube or reading or whatever it might be but really, engaging your brain in the learning process.

I’m curious, writing as you guys touched on is obviously kind of one potential way to do that. But for somebody that’s maybe outside of school that’s graduated, that’s in the working world, what are some ways that we can kind of actively learn and really engage with information instead of just being passive consumers of it?

[0:27:38.0] AM: I think, if you’re in a community that’s large enough, that there are various clubs and where people who share a given interest can go and engage together in something. It doesn’t have to be necessarily an intellectual only task or even a musical task. There are many community choirs that people can sing in, if music is what you’re in to and what you’d like to do. Some people take up a new sport. They learn, if they never played handball they learn to play handball or they learn some other skill that requires some effort and one of the things that Art and I talk about a lot is that learning is effortful if it works. 

If you don’t feel like you are putting much effort into something, you’re probably not learning much as you might think you are or as much as you are intending to. I think if you are engaging in something that makes you happy like for Art playing the saxophone, well then the effort is well-spent because you feel like, “My God an hour ago I couldn’t do this and I’ve been practicing for an hour and now I can do this. That’s a pretty cool thing and it’s enjoyable because I like music and I like playing the saxophone,” and when you contrast that to a brain game as you say, “God my score an hour ago was X and my score now is X plus whatever value. Okay and what?”

[0:28:55.6] AM: “I’m going to call mom!” 

[0:28:58.9] BD: Yeah, right. 

[0:28:59.8] AM: I think that is absolutely right and the fact is that technology provides all sorts of opportunities for people to be more active in a way that they learn. So 25 years ago if you wanted to practice your writing you might keep a journal but for many people just keeping a journal or writing something that you kept to yourself wouldn’t necessarily feel that rewarding. Now you can go in the internet and have a Google blogger’s site set up in eight minutes. 

And then you can start writing and putting it out there for people to see and so there are all of these opportunities to engage with material that you think is important and interesting to write about it and while you may have the opportunity to educate or influence others with that, you are also solidifying your own knowledge by engaging with it in that active way. So I think there’s just more avenues for doing that that don’t require just sitting and playing little games. 

[0:29:54.9] MB: So changing directions a little bit, I’m curious, one of the other topics that you guys talk about is the idea that we “only use 10% of our brains”. I’d love to hear your insights on that. 

[0:30:06.4] AM: Yeah, well that is one of the great myths that’s out there and as a cognitive psychologist, probably the question I get asked most frequently in some form or another and so one of the things we wanted to do is to understand where that sentiment came from because of course the brain, we actually use all of our brain all of the time. It’s an extraordinarily energy hungry organ. It’s about 3% of the human body weight, it uses 20 to 25% of someone’s daily energy supply. And that’s really the amount of energy that’s required just to keep the lights on. 

The physiological processes that are required to keep the brain active are very expensive from an energy standpoint which is why most beings in the planet don’t have large brains relative to their body size. So where does this myth come from? And it may come from one of two places. One is that early neuroscientist when they were exploring the brain found that only a small mass of the cells in the brain are neurons. 

The ones that actively carry signals and most of them are support staff, glial cells and other things like that support what the brain is doing. And so you could argue well only about 10% of the cells in the brain are the ones that are actively engaged in the thinking process and a lot of the rest of it is cells that are working behind the scenes, but another issue has to do with brain capacity.

One of the amazing things about the human brain is that we’re continually able to learn stuff and the brain doesn’t get full. There isn’t some day at which you try to learn some new thing and your brain says, “Sorry can’t do that, can’t learn anything else,” and so a number of writers, from William James on forward, have made the point that we may very well only use a small fraction of our capacity for thinking and so that 10% number may reflect that also. 

[0:31:55.8] MB: Another question that I thought was interesting out of the book is, “Does listening to Mozart make us smarter?”

[0:32:02.8] BD: So wouldn’t that be lovely if it did? I’d be so smart, I listen to Mozart all the time. Like many things in the sciences, and Art and I talk about this in many different contexts, somebody publishes an article that is caught by the media and portrayed in a way that it’s not quite as circumspect as it should be. And then it just takes off and in 1997, I think it was this article came out almost 20 years ago now that these psychologist in California had people listen to Mozart and then take a special reasoning test, which is one dimension of IQ. And the people who listen to Mozart got higher scores than people who didn’t, it sort of became the Mozart Effect. 

Now the term “Mozart Effect” is copyrighted and people publish things that they sell for babies and all this kind of stuff and actually when you look critically at the data, there’s no evidence that listening to Mozart really does anything that doing a lot of other things would do. There was one study that I don’t think is ever published but this guy put this up online. He had people stare at a moving computer screen saver and their scores went up as much as they did listening to Mozart. So a lot of it has to do with… 

[0:33:12.7] AM: The flying coaster effect. 

[0:33:14.1] BD: Yeah, right. Exactly. So a lot of this has to do with arousal and attention and what we know basically if you’re going to stimulate somebody such that they might do perform better on some cognitive task, for people who don’t like Mozart, if you make them listen to Mozart they’re not going to perform better. They’ll probably perform worse. So what people actually are responding to are ways to heightened arousal and heightened attention. 

You would understand how that would be evolutionarily a smart thing for brains to do, right? When you’re aroused in some way, you’re a little more attentive, you’re thinking a little more faster. I mean all those things that allow us to navigate the world are in play here but like many things that sound too good to be true, this is too good to be true. 

[0:33:57.9] AM: And I want to follow up on one thing because if you juxtapose playing brain games and listening to Mozart you also get this other piece, which is a lot of times, we want to find ways of getting something for nothing, right? We all know from school that in order to get a good grade on a test, you have to read the textbook and answer some questions and study and study early off and we know that but what we keep hoping is that there’s an easier way. That if we could only put the book under the pillow or let it play while we’re asleep or listen to Mozart or play this fun video game, then that would obviate the need to do the hard work that’s required to learn stuff. 

And what I tell any student that I teach in a cognitive psychology class is that psychology confirms all of your worst fears about studying. You have to do the work and while it may, at the front end, seem unappealing to have to take that big book down and slog through it that is in fact what you have to do in order to learn stuff. You have to actually do the work and face the knowledge, there really isn’t a shortcut but man, wouldn’t it be great if there were? And that’s I think what a lot of people respond to when they see effects like that. 

[0:35:10.4] MB: And that’s something we’ve had previous psychologist on the show that have talked about the exact same phenomenon, which is that maybe instead of “get rich quick schemes” people are constantly looking for this kind of “get smart quick schemes” and the reality is the way to become smarter, the way to become a better decision maker is to just put in the work and it’s a long journey. It’s a challenging journey, but at the end of the day it’s one that’s really worthwhile. 

[0:35:31.9] BD: I think Matt what leads people to be attracted by the ideas of brain games or whatever other thing that have offers some promise of getting you smarter or more creative or whatever is that when people say this to somebody, we have to put in the work. A lot of people are asking, “What the hell does that mean? Work at what? What do I do?” and I think when you look at people who are generally adept at dealing with the circumstances that they confront in their lives, those people tend to be generally curious people, right? 

They wonder about things. They say, “Well, why is that like that and why does that thing take so much more time than this other thing does?” Or whatever happens to be that they are considering at the moment, and that kind of curiosity is enlivening in terms of your memory, in terms of your perception, in terms of your general thinking ability. Because you’re asking a lot of questions and what brains are willing to expand the effort to do is solve a problem and so by creating little problems for yourself, even just asking the question, “Well why is that?” Well now you’ve got a problem to solve and that ongoing problem solving is beneficial to your thinking overtime. 

[0:36:37.1] AM: But this actually raises another point that we talk about in the book a little bit but it seems relevant here, which is we have a very strange relationship with errors and failure. We don’t like to not know stuff. We don’t like to not know how to do stuff and if you think about our education system, one of the things that it teaches us is mistake minimization. The way you get good grades in school is by getting stuff right. Not by getting something wrong and then repairing your error, which is actually what makes you smart in the long run. 

And so this is a real problem because what it means is that a lot of people are a little bit afraid of really digging into some new thing because they don’t like that feeling of being in this nether region in which they are aware that there’s this thing they don’t know anything about but they don’t know it yet. And I think one of the things you have to do if you’re going to really broaden that base of experience and do the work you need to do to be smarter is to be willing to tolerate both the knowledge that, “Hey, here’s something I know I don’t know and I’m going to work for a long period of time to repair that gap.”

[0:37:43.1] MB: And I am a tremendous fan of Carol Dweck, and the book Mindset and the whole distinction between the fixed and the growth mindset, I think it’s so important to accept and embrace your mistakes and to try to move your ego out of the way whenever you’re thinking about your own mistakes. 

[0:37:57.7] BD: I absolutely agree with you, Matt. I’m also a Carol Dweck fan but the thing is schools don’t make that easy, right? Because I know of very few instances where not getting things right provides you with opportunities to correct what you’ve done and actually get credit for the correction, you know what I mean? Usually what schools cultivate, as Art was saying a minute ago, is get it right when you get asked or when the paper comes due or whatever happens to be. 

I think Art and I have the privilege of working at a major research university and so we get paid our exorbitant salaries to be confused most of the time. I mean we are trying to solve problems that no one has solved before and answer questions that nobody has answered before and it’s confusing and we get a lot of stuff wrong. But without the opportunity to try and fail and then retry and maybe retry many times after that, it’s impossible to make any intellectual progress.

[0:38:51.8] AM: Carol Dweck is great. Carol and I were colleagues together for a while at Columbia before she went off to Stanford and I came down here to Texas and I completely agree that that mindset of being willing to try things that may fail is so important, particularly because when we evaluate the skilled performance of other people, we discount all of the work that they’ve done. So when people hear your podcast or when they read a book that they really enjoy, they are seeing a final product of something. 

They are not seeing all of the work that went into creating that. They are not seeing all of the attempts that didn’t go as well. They’re not reading the first drafts of the pros. Bob has the privilege, the way we wrote this book in general is I like to fill blank pages, Bob likes to edit and so it was a match made in heaven. One of the things that that means is that Bob got to read a tremendous amount of half-baked pros that ultimately became what came out in the book but nobody else gets to see that and I think that it’s important for people to realize that almost every bit of skilled performance that you see required a tremendous amount of work and effort and revision and practice to get there and then that is the critical insight underlying the mindset work that Carol Dweck works on. 

[0:40:14.9] MB: So I’d love to segue into something that you talked about in the very beginning Bob that relates to this, which is that you said your expertise is helping people develop skills and thinking about how they form memories and how they refine their skills overtime. I’d love to dig into that a little bit and some of the major lessons you’ve learned about how we can become more skilled, how we can really focus in on refining our skills overtime. 

[0:40:38.1] BD: Yeah, one of the things that is central to this whole idea of becoming more skillful is you have to become more perceptive about what you were doing. A lot of people who were practicing a skill, whatever the skill happens to be who aren’t noticing the somewhat smaller features of what they’re doing, really has no opportunity to improve and anybody who watches somebody teach a really good lesson or take a really good lesson, what you see is what really excellent teachers do is they help people know what to pay attention to. 

And that’s what’s a big part of the teaching is telling them what to do, right? Because when we develop skills, it’s not because someone told us to do something and now we do it. I mean would that it were that easy, right? But the part of our brain where skill memories are activated and where they went off is not something you can tell verbally or consciously to say, “Okay, do this now.” You have to just do it and as we were talking about a few minutes ago, in doing it you’re going to make some errors and you’re going to have to make adjustments. That are even below being able to control consciously. 

I mean Art plays the saxophone, the saxophone is one of the most inherently out of tune instruments, in terms of the way it’s built, of the wind family. I mean it is terribly out of tune. So if a saxophonist is going to play a scale in tune and all the notes are going to be in tuned, the saxophonist has to make all kinds of adjustments to the tension in their mouth and the placement of their tongue and the speed of the air and there’s no way to tell somebody, “Now this is where your tongue comes up a little bit, and this is where you squeeze a little bit with your arbiter.” 

There’s no way to do that. What you do is you listen to the sounds that you are making and somehow your body figures out through trial and error what kinds of things you need to do to play the scale in tune but that’s not going to happen if somebody doesn’t hear what an in-tuned scale sounds like and recognizes the discrepancies between the scale and playing now and the in tuned scale. So that’s a real challenge. 

I think a lot of people who see or if you are a golf fan. I am not a golfer but I bet that if you really love golf and you watch pros or you watch these videos that help you become better, one of the things that really, when you watch a great teacher whether you’re a pitching coach or a gold pro or whatever happens to be and you say, “What are they talking about the most?” They are getting the students to notice more about what they’re doing. Because if you don’t know really clearly what the goal is you’re trying to accomplish and recognize the discrepancies between what you’re doing now and what you’re trying to do. Well then the likelihood of improving at what you’re doing is really, really low. 

[0:43:06.5] AM: And what we know from a lot of studies is that the lower your level of performance in an area, the worse you are at judging your own performance. So that the least good performers are the ones who most over-estimate how good they are at whatever it was they just did and one of the things, and Bob talks about this a lot, one of the things that expert performers are really good at is identifying all of the flaws in what they just did so that they can improve them. And I think it’s just that self-monitoring ability is so crucial for improving your skills because you can’t fix and area you are not aware of. 

[0:43:44.8] BD: Yeah, exactly. 

[0:43:46.8] MB: That phrase, that line, is so important. “You can’t fix an area you are not aware of” and I think many times a lot of it comes from this kind of framework of mistake minimization that people are taught in school and elsewhere. There is such an almost subconscious incentive to bury your mistakes. To hide from your mistakes, to pretend like, “Oh I didn’t make any mistakes.” What are some ways that people can cultivate that self-awareness of their flaws in a way that is non-threatening to them? 

[0:44:10.9] BD: One of the most important things to do is to hang out with other people who acknowledge their flaws and you see this in industries. My favorite example is, and I talk about this a lot is the FAA. The airline industry you would think that if ever an industry wanted to hide it’s flaws it would be the aviation industry because if you scared people into thinking that aviation was unsafe then people wouldn’t stick themselves in a metal tube and allow themselves to be hurled through the air at hundreds of miles an hour. 

In fact, if you are a member of the aviation industry and you make an error, if you report that error through the system the FAA has developed within 24 hours and your error was not the result of breaking the law like coming to work drunk, then that error can’t influence your status with the company you work for. You can’t be fired, you can’t be reprimanded for that error and the reason for that is because the FAA actually takes all of those mistakes and catalogs them and uses that to figure out what changes in procedures, what changes in maintenance schedules are needed to keep aviation safe, which is why airplane flight is as safe as it is. 

The reason that this works is because the entire industry has decided that single mistakes are not the problem. The cascade of errors that leads to catastrophic failure is the problem and I think that by extension, whenever you spend time with a community of people who are willing to acknowledge their mistakes, it makes you much more comfortable in doing that yourself and I think that that’s just absolutely crucial for allowing yourself to continue to improve in all of the things you do.

[0:45:52.6] MB: I’d love to segue into a different topic just for a moment. You’ve talked about the importance of sleep. I’d love to hear your thoughts about why it’s critical to sleep and why sometimes doing things like pulling all-nighters is often not the most effective strategy. 

[0:46:07.4] AM: So we live in a chronically under-slept society in which people think that sleep is something that they’ll do when they’re dead. And it turns out that you spend about a third of your life asleep which means that it must play some important function and it really does. The brain is actually extraordinary active while you’re sleeping and it’s doing several different things. 
One of the things that brain is doing during sleep is actually clearing toxins out of the brain that build up over the course of the day partly just through the things that build up from using energy. And partly from other toxins that may come in through other activities people engage in. But on top of that, the brain is actually actively helping you to remember and to forget while you are asleep. So one of the stages of sleep actually helps with your skill learning. So if you’re learning to play a musical instrument and you practice a scale over and over, you get a little better while you’re practicing and then you get more better when you sleep. It actually smooth’s out the performance, the motor performance. 

In addition to that there are other stages of sleep that influence what’s called memory consolidation, that is it actually helps to burn in some of the most important memories. So if you study for a test before you go to sleep then after you wake up you have better memory than if you study for that test and then stay awake for the same amount of time. So sleep ends up having a big influence there as well and not only does it help you to remember, it also helps you to forget some of the less desirable things. 

So details of your day that were somewhat mundane tend to be lost while you are asleep and the emotional impact, particularly the negative emotional impact of things that happen to you will fade as you sleep and that’s important. Because we all know, we all have things happen to us where somebody gets really angry at somebody else for something they did and in the moment they’re really angry but overtime and in part because of sleep you begin to disengage your memory for the event from the emotional content of that event. Which is part of what enables you to get on with your life and to do other things with those people who may have done something to bother you. 

[0:48:22.9] MB: What is one piece of homework that you would give to people who are listening to this episode?

[0:48:27.6] AM: Bob you got some homework for people? 

[0:48:29.1] BD: I do and you know, I think I would spend a few minutes speaking about what are the things that I experienced, I have experienced in the past that bring me joy and I would schedule those into my week. I think a lot of people do a lot of drudgery that they think, “Well I’ll get this over with and then a week from now, a month from now, this summer or whenever they are thinking about it, I’ll schedule in a little happiness here,” and I think it’s important to schedule happiness into every day. 

That’s easier for some people than others because some people’s lives are easier than others. They have more privileges, they have more opportunities for choice, those kinds of things. But I think irrespective of your life circumstances, to be able to put yourself in situations where you think, even if it’s for five minutes, “I will have a conversation with a friend that I haven’t spoken to in a while or I’m going to take a walk,” or whatever it is that brings you some feeling of happiness and joy that that should be a part of every day.

[0:49:27.9] AM: Yeah and I’m going to add one thing to that, which is I think that as another piece of homework, find somebody you haven’t talked to in a while and ask them to talk in some amount of detail about what they’re doing and why they’re doing it and learn from the people around you. Learning doesn’t have to be drudgery. It doesn’t have to involve sitting in front of a big book and struggling through it. 

We learn a tremendous amount because we’re such social species from the people around us and taking the time to really sit down and have a great conversation with somebody and understand the way they think about things, can be a really valuable learning experience and at the same time also be a joyous one and I think having more of those conversations is a great thing to do. 

[0:50:10.6] MB: Where can people find the two of you and the book online?

[0:50:14.9] AM: I’m the designated self-promotion person in this duo. So the podcast we do, the radio show is called Two Guys On Your Head. It can be found wherever podcasts are found, so iTunes, Stitcher. You can go to twoguysonyourhead.org. If you’re on the Austin, Texas area of course we’re on KUT Radio in Austin and you can also find our book Brain Briefs, pretty much wherever books are sold except that our publisher is a division of Barnes & Nobles. So it’s not available as a Kindle book. The hard cover is available on Amazon, but they refused to make a Kindle so the seven nook readers have access to it. 

[0:50:53.5] MB: Well Art, Bob, I just want to say thank you so much for being on the show. I’ve really enjoyed this conversation and I know the listeners are going to get a ton out of all the incredible insights that both of you shared. 

[0:51:04.5] BD: Well thanks Matt, it’s been a real pleasure. Thanks for inviting us on. 

[0:51:07.3] AM: Yeah, this was great. Thank you. 

[0:51:09.4] MB: Thank you so much for listening to The Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I love hearing from listeners. If you want to reach out, share your story or just say hi, shoot me an email. My email is matt@scienceofsuccess.co. I’d love to hear from you and I read and respond to every single listener email. 

The greatest compliment you can give us is a referral to a friend either live or online. If you’ve enjoyed this episode, please, leave us an awesome review and subscribe on iTunes. That helps more and more people discover The Science of Success. I get a ton of listeners asking, “Matt how do you organize and remember all this information?” Because of that, we’ve created an amazing free guide for all of our listeners. You can get it by texting the word “smarter” to the number 44222 or by go to scienceofsuccess.co and joining our email list. 

If you want to get all the incredible information, links, transcripts, everything we talked about in the show and much more, be sure to check out our show notes page. You can get it on our website, scienceofsuccess.co. Just hit the show notes button at the top. We have show notes for this episode and all of our previous episodes. 

Thanks again and we’ll see you on the next episode of The Science of Success.



January 12, 2017 /Lace Gilger
Best Of, Decision Making, Mind Expansion
56 - The Power of Storytelling, Loving Yourself, and Using Fear as Your Compass with Kamal Ravikant-IG2-01.jpg

The Power of Storytelling, Loving Yourself, and Using Fear as Your Compass with Kamal Ravikant

January 05, 2017 by Lace Gilger in Emotional Intelligence

In this episode we discuss the Daily Practice that works to develop self-love, how fear is often the signpost for what we most need to do next, lessons from a 550 mile pilgrimage through Spain, how seeking too much knowledge can be counter productive, and much more with our guest Kamal Ravikant.

Kamal has worked with some of the best minds in Silicon Valley, hiked to one of the highest point in the Himalayas, mediated with tibetan monks, earned a US army infantry patch, and walked 550 miles across Spain. Kamal is the best selling author of several books including Love Yourself Like Your Life Depends On It and most recently Rebirth: A Fable of Love, Forgiveness, and Following Your Heart. 

We discuss:

  • How a 550 mile pilgrimage through Spain transformed Kamal's life and taught him many powerful lessons

  • How everyone who is great goes through some kind of fall before they truly rise and start to shine

  • The Daily Practice that works to develop self love

  • How Kamal leveraged neuroplasticity to pull himself out of a deep depression

  • How Kamal spends 10 mins per day to develop real self love

  • Why you have to work every day consistently to love yourself

  • The BEST piece of advice Kamal has ever received in his life

  • "Life is from the inside out” and how that wisdom transforms everything

  • Why practice means you have to do it frequently

  • Why loving yourself is the opposite of being egotistical and selfish

  • The paradigm shift of life happening to you vs life is happening for you

  • "Rejection is God’s Protection"

  • The difference between “success” vs “success and fulfillment”

  • If something scares you, there is magic on the other side

  • How are fears from within are often a signal where we need to go, what we need to do next

  • You have to take a jump first, and then you sprout wings

  • Why we can’t overcome fear, but we can use it to our advantage

  • Why gaining knowledge doesn't make you better, but applying it does

  • How seeking too much knowledge can be counterproductive

  • How Kamal re-evaluated his definition of success and realized that we are the effort not the outcome

  • Why Kamal decided to write a fictional self-help book and how stories can help you learn

  • The amazing power of forgiveness, and why self forgiveness is so important

  • Why you should ask "If I loved myself, would I do this?"

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Book] The Bhagavad Gita (Easwaran's Classics of Indian Spirituality) by Eknath Easwaran

  • [Book] Rebirth: A Fable of Love, Forgiveness, and Following Your Heart by Kamal Ravikant

  • [Book] Love Yourself Like Your Life Depends On It by Kamal Ravikant

  • [Book] Live Your Truth by Kamal Ravikant

  • [Blog] Founder Zen

  • [Youtube] Love and Entrepreneurship by A-Fest

Episode Transcript

[00:00:06.4] ANNOUNCER: Welcome to the Science of Success with your host, Matt Bodnar.

[00:00:12.4] MB: Welcome to The Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee, and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study, and I am going to take you on a journey into the human mind and what makes peak performers tick, with the focus on always having our discussions rooted in psychological research and scientific fact, not opinion.

In this episode, we discuss the daily practice that works to develop self-love, how fear is often the sign post for what we most need to do next, the lessons from a 550-mile pilgrimage through Spain, how seeking too much knowledge can often be counterproductive, and much more with our guest, Kamal Ravikant. 

The Science of Success continues to grow, with more than 700,000 downloads, listeners in over a hundred countries, hitting number one New and Noteworthy, and more. A lot of our listeners are curious about how to organize and remember all this information. I get tons of listener emails and comments asking me, “Matt, how do you keep track of all the incredible knowledge you get from reading hundreds of books, interviewing amazing experts and listening to awesome podcasts?” 

Because of that, we created an awesome and completely free resource for all of our listeners. You can get it for free by texting the word “smarter” to the number 44222. It’s a guide we created called How to Organize and Remember Everything. Again, all you have to do to get it is to text the word “smarter” to 44222, or you can go to scienceofsuccess.co and put in your email.

In our previous episode, we discussed why you should not follow your passion. The two biggest pitfalls people struggle with trying to build careers they love. The incredible importance of deep work, why deep work is so valuable and how we can cultivate it, as well as how you can structure your lifestyle to attain autonomy and mastery with Cal Newport. If you want some tools and strategies to start your new year off right, listen to that episode.

[0:02:08.8] MB: Today, we have another incredible guest on the show, Kamal Ravikant. Kamal has worked with some of the best minds in Silicon Valley. Not only that, he’s hiked to one of the highest points in the Himalayas, meditated with Tibetan monks, earned a US Army infantry patch, walked 550 miles across Spain, and much more. However, all of this is overshadowed by his mission in life, which is to teach others to love themselves and find the best from within, and see the joy and beauty in the world.

Kamal is the bestselling author of several books, including Love Yourself Like Your Life Depends on It, Live Your Truth, and is the author of the upcoming book, Rebirth: A Fable of Love, Forgiveness, and Following Your Heart. Kamal, welcome to The Science of Success.

[0:02:45.1] KR: Thanks for having me. That’s quite an intro man. I mean, that’s quite a mission. I never committed to a mission, I’m just a guy who is like trying to figure himself out, he just happens to share it in his books, but thank you. I like the sound of that — mission.

[0:02:58.5] MB: Well, you’re welcome to borrow that one. For listeners who may not be familiar with you and kind of your story, I’d love to kind of share that with them.

[0:03:06.0] KR: Yeah sure, I’m a former startup guy in Silicon Valley, and I obviously was in the US Army, and I’ve just kind of like you know, done my own thing. Backpacked across the world and those kind of things, but I think the thing that I believe I was put in this planet for was to write books, and to write from the heart, which is something I’ve done for a very long time, without ever getting published. With lots of rejection letters.

Eventually, them getting better and better, and in the end, I self-published a little book on Amazon in 2012, based on my experience of 2011 when everything fell apart and I fell apart with it, and how I got out of it by working on my inner self. The book’s called Love Yourself Like Your Life Depends on It.

That little book that I put out, within a month, with no marketing, because I literally hid underneath the table after I put it out. I was terrified I’d destroyed my career in Silicon Valley. Instead, it was the number one self-help book in Amazon within a month, and has gone on to be one of the bestselling books on Amazon four years in a row. 

It just kind of changed my life. The power of just really taking what I have lived, what I’ve learned deep within myself, not theory, not from reading others, just what came from within and put it out there to the world. It just showed me just how magical that can be, and how the world responds in spades.

After that, I followed with the book called Live your Truth. It was more meditative and less prescriptive than Love Yourself, more designed to help someone come up with their own truths, and now Rebirth, which is this novel I’ve been working on for a long time and I’m very excited about it, because I put so much of what I learned in life in it. That’s a bit of my path, and here we are.

Day job, I run a venture fund and invest in startups and entrepreneurs. Between that and writing, pretty full-time.

[0:04:44.9] MB: Yeah, that’s quite a busy schedule. I’d love to share the story of kind of how you wrote Love Yourself like your life depends on it, and kind of the startup you had that failed, and how that kind of led to creating that book.

[0:04:58.0] KR: Yeah, it’s funny, I was on a TV show a couple of years ago. I was talking about this, this is because of Love Yourself, and I was talking with the host, and he’s interviewed like, heads of state and so forth. He was a very successful guy.

Between the break we were talking about something we both noticed, which is that everyone we know in our life that we consider great, went through some sort of a fall. It’s like almost like, you have to go hit bottom to realize what you’re made of, and then you rise and that’s where you really start to shine.

I think for me, what happened was with my last company that I built, it self-funded for several years, and it was doing really well, and it blew up and I lost everything. In the process, I kind of lost myself too, and I was really sick, and depressed, and suicidal, until one night I decided I couldn’t take it anymore. I got up and I made a vow to myself that I would actually just focus on loving myself. That’s it. That’s the only thing I would do.

Don’t ask me where that vow came from. It was like one of those moments where you get out of bed and it’s like, I’m going to get out of this or I’m going to try trying. Then, I set out to figure out how to do it, and I was sick and by myself anyway, so I just worked inside my head. What worked, I went deeper, what didn’t. I threw aside. I mean, I had no preconceptions of what was theory or not, I only cared about what would work. I needed to save myself.

Within a month, I was completely in a different place by doing this, and out of that process, I developed a practice of what was working that I would do daily, and my life just got better and better. Eventually, I would tell people about it, they would do it, it would work for them, so eventually enough people were like, “Listen, just write this down. You need to share this.”

I did, more to shut them up and not have to tell the story again and again. I worked very hard on that book to really fundamentally just make it about the simple things that work. Take out all the fluff and put that book out. That’s the story behind the book.
 
[0:06:44.4] MB: What is the daily practice that you developed?

[0:06:48.0] KR: The daily practice is a combination, actually. The reason why I wrote it in a book rather than a blog post is because it’s not just a formula. It’s also the feeling around the formula, thinking around the formula, which is why it’s in a book. There’s chapters that deal with fear, and chapters that deal with other things that come up, and just doing the formula.

The formula itself is basically, I start with a very basic thing of just neuroplasticity. As you know, neurons that fire together wire together. Using that in a concept of light and emotion, and really creating a certain kind of feeling within myself using a particular thought pattern of loving myself and then a meditation. I started doing like a seven-minute meditation purely based on those principles.

Then, the same thing by looking at myself in the mirror and doing that, and ultimately, when I was better and I was out in life, and dealing with people in their — people’s negativity, as  you come across in life. Certain things I would ask myself that would snap me out of engaging with the negativity and keep me in the state that I worked so hard to build, which is very important.

It’s very easy to get become reactive and get sucked in by life. You know, honestly, I still do. I notice when I’m doing the practice hard, consistently, I don’t. But when I get lazy, because I do, and I get slowed down, I get caught up in life and work and so forth. My life starts to show it, and so I go back on it. Practice fundamentally is a mental loop, it’s a meditation, it’s the same kind of mental loop and meditation combined by using a mirror and your eyes, and then fundamentally, questions you ask yourself. 

They’re very simple, it’s not like you got to spend the entire day doing them. I spend maybe 10 minutes a day doing it max. It’s like going to the gym. The fundamental thing I learned and I think that I shared in the book was that listen, you know, everyone says love yourself, your mom says that to you. There’s nothing new about it. The only thing is I came up with a systematic process that I used on myself, and it worked.

It’s like going to the gym, it’s like eating healthy. If you want to be fit, you got to go to the gym regularly. You’ve got to eat healthy consistently, you may have days off, or you don’t, but over time, consistently. Otherwise your life will show. Same thing if you want to become a person who is fundamentally just walking around with the sense of self-love with themselves. We have to work on it consistently.

I don’t know why our minds have this pattern of going towards the negative, but they do. Would I rather try to figure out why it’s negative? I say screw it, I don’t care. This is how it is, let me focus on how to get to the positive.

[0:09:11.6] MB: I think that’s so important, and you know, we often have this evolutionary bias that’s been programmed into our brains to think about the threats in our environment and survival all the time. You weren’t evolved necessarily to be happy and fulfilled, you were evolved to reach a reproductive age.

[0:09:27.4] KR: Survive.

[0:09:28.1] MB: Yeah, exactly.

[0:09:29.1] KR: Survive or reproduce, right? Every twig snapping was danger, yet modern society, you know, a twig snapping could be like someone leaving an online comment, or a bad tweet, or election result, or anything, you know? We’re not designed for the modern world. I think we have to actively work on our inner self. 

Like the best piece of advice I ever got in my life, which ultimately I based everything on was this one sentence: Life is from the inside out. What I decided was when I was in the bottom that I was only going to work on the inside, and you know what? It transformed everything. When you’re working — and something I fundamentally believe in now — when you work on the inside, as the inside shifts, the outside shifts.

It’s like direct one-to-one correlation. It’s like, stuff that I couldn’t even predict that would happen. One could say, “Okay, if you’ve become better inside, you take better actions, you’re a better person.” Yes, true, all that happens, but then things also happen that you have no control over, for your benefit. That, I don’t know why it happens, but it does. It’s consistently happened for me every time I do the practice. Notice I call it a practice you know? It’s gym practice, it’s football practice, whatever. It’s practice. You do it consistently.

[0:10:41.7] MB: That’s the key point is that it’s not something you can just do once or twice to kind of snap out of a funk, or a depression, or whatever it is. It’s something that is important to do every single day, ideally, but if life gets super busy multiple times a week on a regular basis....

[0:10:56.6] KR: Yeah, I mean, ideally, daily. Like for me life just zings when it’s daily. It’s starts to slide a little bit when it’s not. Of course, over time it also shifts you inner state. I’ve never been as down as it was back then. Things happen, like people die. I’ve had friends die, you know? That’s life. You can’t — and you should feel, you should get sad. If you don’t, there’s something wrong, but yet this practice has become my foundation.

This core thing about loving myself has become my foundation. Think about it, there’s worse foundations to have, you know? Than loving yourself. If you’re truly loving yourself, everything you know, ultimately works yourself out. One of the things I believe is like, we have to start within first, on ourselves first, because that’s actually, it naturally, then ripples over into our relationships and our life. Versus if we try to — I think a lot of you know, like modern society to love someone, it actually comes out of — it’s a place of insecurity.

That’s not love. Love is wanting the best for someone whether they’re with you or not. Let me tell you, it’s hard for me as well, right? If you love yourself, truly it’s far easier to love others. It’s a very interesting correlation there.

[0:12:02.8] MB: I’d love to kind of dig in and understand how you define loving yourself, because I think it’s something that I think you and I and many listeners may kind of intuitively grasp it, but I can definitely see somebody listening to this and thinking, you know, that seems kind of egotistical or selfish, and I don’t think it’s that at all.

[0:12:18.3] KR: You know, it’s actually interesting. Someone pointed that out to me once, and I thought about it, and I thought, “Okay, here’s what’s egotistical and selfish. Hating yourself. Because that’s being self-absorbed, just saying negative things to yourself. That is selfish.”
Because you know what? It makes you worse, and it makes your relationships worse, it makes the world worse. That is the ultimate selfish thing I can do. 

Loving yourself actually is the most positive thing you can do, because it’s not narcissistic. It’s not looking in the mirror and saying I’m so beautiful, and it’s not like — there’s no narcissism in it. It’s actually feeling love. Feeling love, which is probably the most beautiful emotion that exists. Every great song, every great poem, there’s a reason why over history, all this has been written about it, because it is the truest emotion. 

If we’re going for the one true thing that really every human has within, that actually — love for a child, love for our parent, love for our significant other has caused such great actions in human history, you know? Sacrifice. Imagine sacrificing for yourself versus like all the sacrificing for others.

By the way, sacrificing for yourself is called self-discipline, which only results in good things. For someone listening, someone sent me an email once and said you know, I’m skeptic about this. I’m like dude, if you’re actually taking the time to email me, it means that you're not where you want to be in your life. Otherwise, you wouldn’t be bothering. You’d be too busy living your life. Why don’t you just try this? Why don’t you try it and see, and worst case, turns out you were right all along, you had lost nothing. You’re still miserable. Or, it could actually work and you’re better off. 

I don’t really understand too much when someone says they don’t get the whole love yourself thing. I’m like, you know, I think if you were ever a baby, you know what love is. We may have lost touch with it, but it’s in us, and it’s truly like the fundamental human emotion that ultimately we all crave and we need. If we start from a place of giving that to our selves, so we’re not coming from an empty place, life has to be far better.

[0:14:14.7] MB: That reminds me of something else that you’ve talked about that I think is a really powerful concept, which is the idea that life is not happening to you, but it’s happening for you.

[0:14:23.3] KR: Yeah, that’s actually something I’ve noticed with people that I found to be significantly successful and happy or fulfilled. That’s why I work in Silicon Valley, and now because of my books, the kind of people I get to meet, I know quite a few insanely successful people, but I don’t know that many successful and fulfilled, or successful and consistently happy people. The ones who have that are the ones who basically — everything in life is basically an experience where they have to grow and learn, and use for their personal growth.

It’s not like they don’t get sidelined by life when you have that attitude. I came across a few months ago, there’s actually — in one of Rooney’s poems he says that. There’s nothing, this isn not anything new under the sun. These are fundamental human truths that people have been figuring out since we’ve been around.

Imagine like, living from that place. Everything that’s happening is actually for your benefit. Cheryl Richardson has become a dear friend, she’s a very successful self-help author, and she said to me once, I got through a breakup and I was sad about it, she said, “You know? Try looking at it this way: rejection is God’s protection.” I mean, if you think about that, because if someone, if things end with someone, we as human beings don’t know what’s way down the road. You know, it could be magical now, it could be the worst thing that ever happened to you 10 years from now, right?

If it ended now, it could actually be a great gift. If you start looking at it as everything is happening for my benefit from that place, it makes life a lot simpler, and it actually makes us happier. Call it a simple mental hack, it works.

[0:15:51.2] MB: Yeah, that’s so powerful. I love that phrase. Rejection is god’s protection. I think many times, looking back on my life, there’s so many things that I desperately wanted or wished would happen, and the fact that they didn’t happen was the best thing that could have happened to me.

[0:16:04.8] KR: Yeah, look. I was writing for over a decade. Obsessively, you know, teaching myself, reading the great authors at night after work, and on the weekends just writing, rewriting. You know, sending out material, getting rejection letters, and the rejections hurt. I remember I would be depressed for a week or two, and then I would think, “Okay, I’m going to be a better writer,” and I would work harder the next round and get more rejection letters.

You know what that gave me? Over a decade, I became a way better writer because of that. That allowed me to be the kind of writer who could write Love Yourself and take his ego out of the way and just write only every word that mattered and cut everything else out. If I hadn’t got those rejections for a decade, I wouldn’t have written Love Yourself. If I had gotten like, published early on, I’d be writing this really clever drivel. It’s very easy to write clever stuff. I mean, I do it all the time, and then I throw it in the trash, because I know now how to write pure from the heart, but that took a lot of time and a lot of work to get to that place. That was all because of the rejections.

[0:17:00.0] MB: You touched on earlier kind of the difference or the distinction between someone who is successful and someone who is fulfilled. Could you explain that distinction?

[0:17:07.6] KR: I always make this distinction of someone who is successful AND fulfilled. Fulfilled, right? A couple of things I’ve noticed with that. One of the key things is their attitude tends to be that everything that’s happening is actually for their benefit. They work it out, they’ll handle it, they’ll figure it out, they’ll be in a better place because of it.

Success and fulfilment. I think, in that case, I think fulfillment for me is when you’re really living your life in a way that your life is an expression of you. The true you, what you’re putting out in the world, where you’re being, if you’re walking the earth, being you, and putting out to the world a real you. That is natural fulfillment. 

It’s actually a beautiful way to be. Now having success from that place is more amazing. You’ll never have any issues with that success, because it’s just you being you. The real you, not the ego, not the scared person, just you, the gifts you got. I would say like, of all the things I’ve done, startups, building companies, venture capital, all these things. The thing that I found most fulfilling, even though it’s also the hardest work I’ve done, is writing and putting these books out. It is by far the most fulfilling thing I’ve ever done in my life. Blows everything else away. Because it’s a pure expression of me.

[0:18:20.1] MB: One of the things you’ve talked about is the idea that if something scares you, there’s magic on the other side.

[0:18:26.1] KR: Yeah.

[0:18:26.7] MB: I’d love for you to kind of explain that.

[0:18:28.4] KR: That’s just a rule I’ve developed for myself. It’s just a personal rule, and one, whenever I live, just results in magic. Like, for example. I was terrified of putting the Love Yourself out to the world, I was petrified. I wrote it, and I remember, just being like, I was just as likely to just trash it than I was to publish it, right? It was actually crossing that fear that actually changed my life, transformed my life.

I’ve noticed other things. If there’s like, they’re really scared, you know, okay, if you’re scared of throwing yourself in front of a truck, yes, that’s a legitimate fear, but like most of our fears that come from within, they’re actually, I think, often a signal of where to go rather than where to run away from. It’s kind of funny how that works.

I think in our gut, we’ve learned to listen to in a very weird way as humans, but like this fear of going and asking that girl out. What’s the worst that can happen? Eventually, you could meet the girl of your dreams. Publishing the book where I’m going to be a laughing stock in Silicon Valley. Everyone’s going to be like, “What the hell, dude? You’re writing this book about loving yourself, with this strange cover, and now you’re doing like, mantras in your head?” I thought I would never be able to raise a dollar for a company again. By doing it, it changed my life. So many CEO’s I’ve met told me how it’s transformed their lives and made them better. That was a huge thing.

It’s almost like I look at life as a cliff. These things in life, it’s a cliff you're standing on and we’re waiting to jump, and we think, you know, we’re going to jump after our wings grow. The irony is that they never will. We have to actually jump somewhere along the way. While we’re falling is when they grow, because it’s like life tests us. I think life gives us more than we could ever ask for, but we have to step up. It’s life that requires us or of us. I think that’s a fine deal.
 
[0:20:06.2] MB: I love the phrase that you use that you have to take a leap before you can sprout the wings.

[0:20:10.9] KR: Yeah, Startup Lab, you talk about like, building a startup is like building a plane while you’re falling off a cliff. This is just, you do without knowing what you’re doing. You’ve just got the peace to jump, and you’re trying to build a plane to fly before you hit the ground.

What I’ve learned is just overall in life, like in anything, the great things come from taking risks. Real risks. Not like, stupid risks, but the real risks from our heart that there will always be fear. I don’t think we can overcome fear, honestly. What we can do is we could look at it from a different way. I was like, that’s a signal, that’s a beacon.

Because a beacon, let me go there. You’ll still feel fear, you know, what’s courage? You know, the classic definition of courage, feel the fear but do it anyway. That’s all that is, I think if you look at life that way, you’re going to start jumping off more cliffs, and having more wings, and more magical experiences.

[0:20:56.9] MB: It’s such an important point that fear can be an indicator. I think one of my favorite kind of quotes around that is the idea of what we fear most is what we most need to do.

[0:21:05.7] KR: I didn’t know that, but I love it. It’s so true man, all these things that the poets and writers and philosophers said for us, how many centuries, they say the same thing. Time to actually just, you know, we can either learn from our own experience by making the mistakes. or we can actually really pay attention and just do it. I’m a big believer in rather than just go to every seminar, reading every book, it’s not gaining knowledge that makes us better. It’s actually applying knowledge that makes us better. 

Even more than that, there’s too much knowledge out there that we try to apply, and it will never go anywhere. So just pick one specific thing that feels right for you and go all in. For me, it was loving myself, I went out all in. Writing, went all in. You know, when you go all in, I’m not saying it’s easy along the way, but it actually shifts things and it transforms your life. It’s like, it’s not knowledge that matters, practical application of specific knowledge that matters.

[0:21:55.6] MB: It’s amazing how much wisdom, both sort of from a productivity, effectiveness standpoint, but also from a spiritual standpoint. If you look back thousands of years ago, if you look at stoicism of the Romans, you look at Buddhism, these lessons are timeless, and people have been sharing them for millennia, but so many people in many cases live the vast majority of their entire lives without ever even kind of opening their eyes to a lot of these really fundamental truths.

[0:22:23.1] KR: Yeah. I mean, fortunately, we live in a time now but all this knowledge is very readily available. It’s getting around. I think one can get caught up in just seeking the knowledge, right? I think seeking the knowledge is fine, until you hit something that feels right, and then just do it. We can always do more later, but just pick one thing and just do it.

It’s like startups, right? You can’t build multiple startups at a time. You can’t. There’s very few human beings who can do that. Same thing. If you want to work on your inner self, find the one thing and just do it consistently. Make it a practice.

[0:22:54.7] MB: One of the other topics that you talk about that I really like is the idea that we are the effort, not the outcome. I’d love for you to kind of share that concept.

[0:23:02.3] KR: Yeah, that came actually out about, I had to reevaluate my definition of success, because my definition of success used to be what company I built, how much money I made, and then when I lost everything I realized, “Well, why did I fail? Did I fail because I didn’t work hard?” No, I worked harder than anybody I knew. Was it because I didn’t work smart? No, I built something very special that very few people have pulled off. Yet I failed, and why? You know, it was just a matter of market forces, wrong partners, classic stuff in business, and that kind of stuff, one is not responsible for. All I could do is just be the person I bring to the table. 

Funny enough, last year I got to read the Gita, and the Gita’s core lesson is the same. You are — I can’t remember how to say, you are basically — you have a right to your actions, but not the fruit of your actions. If you just focus on what you’re doing, what you bring to the table versus the reward, the rewards take care of themselves, and your sense of self, your confidence and being comfortable in who you’re being is not the result, because the result is dependent on so many different things. 

The irony is you do that enough, you will have fantastic results and you’ll be happier, you’ll be more content in the process. I think a lot of anxiety and misery comes from imagining negative circumstances versus just focusing on what can we do, what do we bring to the table, because that’s the only thing they have control over anyway, right? 

[0:24:21.8] MB: Very true. It’s funny because that lesson it can come from so many different places. Even something as simple as, I am an avid poker player, and in poker it’s all about making the right decision, and then being agnostic to the outcome, because you can’t control where the cards fall. 

[0:24:36.9] KR: Yeah, perfect. That’s a great analogy. You’ll be a calmer poker player, a better poker player for doing that. 

[0:24:45.5] MB: Absolutely. Well I’d love to transition and talk a little bit more about your upcoming book Rebirth. On the show kind of hard-nosed, non-fiction readers, typically, and I was curious about the book because I think you called it a fable of love, forgiveness and following your heart, and it’s based loosely on some of your personal experiences, but obviously has some sort of fiction elements. I’d love to hear what inspired you to write it. 

[0:25:11.8] KR: Because I had the story to tell. Also, one of the things I think is that fundamentally as human beings we learn best through stories. Like look, sitting around campfires, telling stories, kids run around telling stories, and I remember reading a theory of evolution once on what sets us apart from Neanderthals was the fact that we could communicate in a way, and create stories and tales that allowed us to gather together versus they could never gather. 

They were always scattered, and we were gathered in higher numbers. I think stories fundamentally make us human. That’s how we pass along wisdom and knowledge. I want to take so many different things I have learned personally from my life, and seeing people’s lives that I think I really admire, and put them in a story. In a classic journey where I layer them in, and the themes keep on coming and going, and there’s resolution, so that by the time someone’s done reading it, these things have nationally been went well into their psyche. 

So they’d naturally have learned about this concept of knowledge, and hopefully some of the practical ways to live these concepts, which is why I set out to do this. Trust me, it’s way harder to write than non-fiction. My God, it was the hardest thing I have ever done creating all these characters with all these different dialogues, and you can’t make dialogue exposition where someone is giving a lecture. Human beings don’t operate that way, so to create this journey of this guy walking through Spain, and the people he meets along the way, and their conversations and how he transformed. 

The goal is to also for the reader to suddenly transform and learn these lessons. So that’s why I set out to do this. It’s not exactly a classic fiction. It’s not your classic non-fiction either. I think it’s a hybrid, and I think what I wanted to do, this served it best, which is why I set about to do it. 

[0:26:54.9] MB: I think it’s amazing, because a lot of the themes in there are sort of subtly woven into the dialogue and the main character’s experiences, and being someone who reads — probably 95% of what I read is non-fiction, I really enjoyed how those lessons — it’s funny, because in a way fiction almost teaches them more effectively, and so I think that’s based on the power of storytelling to really anchor some of these themes. 

[0:27:20.1] KR: Yeah, there’s something very special about it. It also gave me such great admiration for writers that all they do is tell and write fiction. It’s, my God, the level of work that goes in is insane. I think my next book is going to be non-fiction, you know? I need a break. It’s a very special day. Today was when the publisher sent me the hard cover. I got to hold the hard cover for the first time in my hands, the final, for the final copy. 

All this work, to see it come out, to see this out in bookstores and everywhere, and obviously in online places like Amazon, Barnes & Nobles and so forth, and to see your work in the world that you’ve given your all to, it’s the best feeling. It is the best feeling. So look, I gave it my best. That’s all I can do, right? The rest is up to the book. I gave it my best, I’m going to talk about it and market it, but in the end, it’s up to the book to fly and touch people. 

If you touch people, they will share it, which is exactly what happened with Love Yourself. That book went viral. It’s insane. It goes everywhere, and that’s the power of just sharing what you know, whatever your medium is. 

[0:28:26.3] MB: So the book, for listeners who may not know, the book is about — well you can probably tell it better than I can. 

[0:28:31.8] KR: No, I’d like to hear it from you. 

[0:28:33.4] MB: Well, I was going to say it’s about a pilgrimage across Spain, basically. It’s a lot more than that, but it’s the vehicle that tells some of the other pieces of the story. That’s loosely based on an actual pilgrimage you took, right? 

[0:28:45.4] KR: Correct. I did that when I was about 25 or 26, and I’m not religious at all, and in fact, most of the people I met at the pilgrimage weren’t religious either, but it is something by walking. This pilgrimage has been around since the 11th century. It’s called the Camino de Santiago, and there’s something about walking in the same footsteps of people who have done it for so many centuries. You’re just another one, and as you go through and walk through wheat fields, and vineyards, and cities, and mountains, and deserts, and forests, you shift. 

And the people you meet along the way, the conversations you have, by the time you start to – by the time you end, whatever you need to resolve gets resolved. It’s kind of like how that works. It’s very interesting. There’s a reason I guess why many cultures have a concept of a pilgrimage. So a pilgrimage is the perfect vehicle to share these lessons. I took these experiences I have lived and wrote the story in a way so I could weave the lessons into that vehicle. 

[0:29:37.6] MB: So what prompted you initially to choose — I guess when I was reading I was like, why Spain and why a pilgrimage? 

[0:29:45.2] KR: For the story or my life? 

[0:29:46.4] MB: No, in your real life, when you initially decided. 

[0:29:48.5] KR: You want the truth? 

[0:29:49.3] MB: Yeah. 

[0:29:49.8] KR: I was in Italy visiting a friend from college, and we were at this beautiful Italian woman’s house and we were very drunk on grappa that her grandmother made, and I was trying to impress her, and she told me about this pilgrimage and I said I would walk it. So I came up with the idea when I was really, really drunk trying to impress a beautiful Italian woman. The next day when I woke up I was like, “Well that was interesting, but it seems cool. Let me just go do it for a few days.” So I went off and I did it, and ended up doing the whole thing. But the whole thing started off being drunk trying to impress a woman, which was pretty much where all a lot of great male stories start. 

[0:30:22.9] MB: That’s really funny. That reminds me and I’m trying to remember, I think there’s some psychologist who’s written a lot about the idea that basically, all kind of technology and human innovation is essentially an elaborate giant mating ritual. 

[0:30:36.6] KR: It really is. It’s us peacocks doing our dance literally. It’s funny, there’s a lot of truth to it. 

[0:30:42.4] MB: So from that actual journey, what were some of the biggest learnings or takeaways that you had from it?

[0:30:48.7] KR: Actually that journey, taught me that — I learned a lot about forgiveness in some conversations I had, which is actually one of the core themes in this book as well, because I think forgiveness is such an important thing in our lives, forgiveness and self-forgiveness. If you want to talk about being free, I don’t think we can be free until we fully either forgive or forgive ourselves. Forgive who we hold, otherwise we are just carrying this psychological baggage. 

So that was one of the key things I learned, and that’s one of the key lessons woven in this book. What else did I learn? I mean, that was the main thing, honestly, because I’ve done it. I’ve climbed mountains. I was in the Army and stuff, so it wasn’t like I learned how to walk across the country or anything like that, and what’s interesting is it’s quite easy to do. People walk in their 70’s and 80’s, and you’re in Spain. You are not walking the Appalachia trail. 

Another thing was just the people you meet. So the thing with travelling and doing something like that, especially because people come from all over the world to do it, so you meet interesting people. Very interesting people from all over the world that you share with each other stories of their lives, and you can’t help but grow because of that. They can’t help but grow because of that. It’s basically a very nice encapsulated micro-chasm of just personal growth. I would highly recommend anyone to do something like that. 

[0:32:03.3] MB: And I think you say, and I might be paraphrasing in the book, but you become part of the Camino and it becomes part of you. 

[0:32:09.4] KR: Yeah, I think it’s like when you do anything like that, you become a part of it and yeah, for example the Camino, not only have people changed your life, you’re changing other people’s lives. You all become part of that same journey for each other. It’s never a one-way street. You all become part of this one constant flow of people that have over the centuries done it, and changed, and gone onto live better lives. It’s a beautiful thing. 

[0:32:32.6] MB: I’d love to dig into forgiveness a little bit, and I think the book does an amazing job of dealing with it. The main character both is having to forgive himself, and also is forgiving his father. I thought it was really fascinating. I’d love to get your thoughts on how do we cultivate, I guess let’s start with self-forgiveness. 

[0:32:52.1] KR: Self-forgiveness, ultimately, I actually wrote a piece about this I’m going to put out. It’s another practice that I’ve done that works. You see the theme there, right? It’s practice. I think self-forgiveness ultimately is just recognizing you’re human. Look up human definition at any dictionary, it doesn’t say equals perfect, right? What does it mean to be human? That we learn, and we do, and we try. We keep on trying. We’re these amazing special creatures that keep on falling and getting up. 

We keep on moving forward, and eventually become better and better because of it. I think that’s just the human journey. Realizing that this is part of the human journey. Our mistakes are part of it, there is no way around it. So if we realize that, it’s easier to forgive ourselves, to have that kind of compassion for ourselves versus holding ourselves to this. I am very guilty of that. I am hard on myself until I realized, all you can do is you’re doing the best you can at that time. Now, do the best you can at this time. That’s all we can do. That’s the only contract, and it makes it way easier to forgive yourself when you look at life that way. 

[0:33:53.0] MB: And there’s a really powerful passage on the book that I’m going to read here, when Ahmed, who’s the main character, is thinking about his father, which ties into what you just talked about. He says, “He was not a saint or a monster, just human. With all his faults, dreams, hopes and desires, a human being.” I think that perfectly encapsulates that, and for me, I feel like that was a powerful passage in the sense that it just really simply captured the fact that we are all human. Despite the flaws and errors and the mistakes that we make and others make, behind that there’s something that you can always find a way to forgive somebody. 

[0:34:32.9] KR: Yeah, and forgiving doesn’t mean forget and go run right back. Forgiving just means making that fundamental shift of understanding inside yourself. Ultimately, it’s all from within. Forgiveness helps you more than anyone else. Forgiveness is just basically a burning inside you that you just need to let go off and it goes away. 

It’s all within, that’s the irony. Like to forgive someone else is to actually just helping yourself. I know we all have to go through a journey of forgiveness. Sometimes it takes a while. Like, Ahmed has to go walk this pilgrimage, the lessons he’s got to learn, which lead him to forgiveness, and I think we all do that in our own way and that’s all fine. It’s the human condition, it’s the human journey. 

[0:35:10.2] MB: The beautiful part about that is that the research, then, the science in psychology shows that forgiveness is incredibly powerful, and not only is it associated with brain states that are more beneficial to thinking and having more cognitive ability, but they are also associated with longevity, happiness, all kinds of outcomes. Forgiveness is not just woo-woo. It’s actually really scientifically validated and incredibly powerful. 

[0:35:37.1] KR: I totally agree. These emotional states inside of us, they create the mind-body connection. At this point, if someone doesn’t know it, they must be hiding under a rock somewhere. It’s true. You can look at data, you can look at your own life, and if you do it for yourself, ultimately, the people around you in the world is better. So there’s nothing selfish about it. One has to work on themselves first and work on forgiveness and self-love. The very core things that matter. 

[0:36:00.7] MB: One of the other lessons from the book that emerges as you’re reading it is this phrase that Ahmed learns from, I think a French woman that he encounters. I might be messing that up, but it’s basically the question of, “If I loved myself, would I do this?” 

[0:36:17.0] KR: Right. It says, “If I loved myself, what would I do?” Yeah, and that incorporates the stuff that I learned in loving myself into the book. I mean how could I not, right? It’s such a core lesson, but then he uses that simple question to actually guide him forward in the journey, which is just a metaphor for guiding yourself in life, and a place for making these decisions, and what I found very powerful when I came up with that question for myself was I never said “because I love myself” or “when I love myself.” 

I said, “If I love myself,” so let’s go from there. If I love myself what’s the action I would take? It’s that simple, anyone can answer that question. Otherwise, we’ll get stuck in, “Well I don’t love myself yet,” or so forth. So that “if” statement is very powerful, and it’s actually very freeing. 

[0:37:00.8] MB: Yeah, I think the “if” is what makes that statement so powerful. It takes your mind off the hook from dealing with whether or not you feel like you love yourself, etcetera, and it opens a new pathway of possibility for thinking about and cultivating self-love. 

[0:37:18.1] KR: Yeah, and I think that “if” thing is part of the practice that I was locked in my room coming up with. That actually really helped me a lot, because I didn’t start off like that. I hated myself. I didn’t believe in the word love, I laughed at that. Now really, I am the guy who say, “Oh I love this pasta,” or whatever. I started from the opposite place, and if anyone can end up with it, it shocks me that where I’ve ended up, the way I feel about it now, but starting from an “if” place gave me the freedom, because there was no having to prove anything. If. Okay, if I did, what would I do? Well, I would do this, so why don’t I do this? It’s that’s simple.

[0:37:54.9] MB: The funny thing about the power of the word if, and we’ve talked about this in previous episodes of the show, where we dig into limiting beliefs and how to overcome them, and using “if” statements like that are a great way to trick your subconscious and sidestep the resistance that you feel to imagining new possibilities and blowing apart some of your limits. So it’s really powerful, and a great tool, and it’s something that is so simple, but that simple turn of phrase can have a massive impact. 

[0:38:23.5] KR: Yeah. I think I remember I was on Facebook, and I heard someone had quoted Tony Robbins. He said, “The quality of your life matters more than the quality of your cushions.” Aha, okay I get it. I’m doing that with this cushion, and it’s a transformative question that one just asks themselves and their actions. It will transform your life. That alone, that simple one alone. 

[0:38:43.4] MB: And in Rebirth, in many ways, Ahmed goes through the process of changing some of the questions that he’s asking, about why is he suffering to what can he do about it? I think that transition is really powerful in terms of internalizing that lesson when you read that story. 

[0:39:02.2] KR: Yeah, that’s the beauty of writing fiction. You can show the growth and show lessons of growth. That is what makes storytelling special. 

[0:39:09.5] MB: It’s funny, I said it a little bit earlier, but as a non-fiction reader, I went in very skeptical of “what is this going to be about, and what am I going to get out of it,” and I was amazed how much I took from it, and how relevant it was to some of the struggles that I’ve dealt with within my life, and some of the challenges that I’ve had, and it was really powerful for me to read the book, even though it was a fictional story that didn’t seem like it had any sort of relevance to what I was thinking about. 

[0:39:36.3] KR: That’s beautiful. Thank you. That was what I was going for, thank you so much. 

[0:39:40.6] MB: So for somebody who’s listening to us and wants to take a first step or some kind of action to implement some of these ideas, what is one simple piece of homework that you would give them? 

[0:39:52.1] KR: Well, let’s just stay with what we were talking about, that simple question. Start asking yourself that in your actions like, for example, in simple things such as eating, or working out versus not working out, or interacting with someone, and in negative versus a positive state. If I love myself, and when I say love, I mean truly love, like the way you love a parent, or a baby, or even a puppy, like the way the puppy loves you. True love for yourself. If I truly love myself, what would I do? Answer that question, and then go live from that place. That alone. I think your life will be amazing just like that, you know? 

[0:40:28.3] MB: Simple, but not always easy advice. 

[0:40:30.3] KR: Of course. It’s an advice, it’s a work. No one that I have met in my life who’s ever done anything of value or significance has ever not put in the work, and I think truly the thing that we should work on the most is ourselves, because when we are better the world is better, our life is better, everything is just better because of the classic ripple effect. 

So yeah, not easy, but not necessarily that hard either. You don’t have to burn any sage, you don’t have to do any like, go walk across the country. Just ask this question, and throughout actions in the day. Ask yourself twice a day. That’s two more times your actions will be better rather than before they would have been, you know? 

[0:41:10.0] MB: So for listeners who want to learn more or find some of these resources, where can they find you and the book online? 

[0:41:16.4] KR: Well, they can find everything, I have set up a special page for the book. People can learn more about it. It’s rebirthfable.com, and they can just go there and learn more about it and see where it’s available, and it’s going to be everywhere starting January 3rd. Yeah that’s the best way. I figured that’s a simple enough URL for people to remember, and this also captures the book: Rebirth Fable. 

It is a fable, because I want it to be like a journey that transforms a reader just as it transformed the main character. I don’t like reading drama and all of that, and in the end, you’re just tightly wound up and stressed. So I wanted this to be something that creates a shift inside and fables do that. So just go to rebirthfable.com and check it out, and I hope you enjoy it. 

[0:42:03.0] MB: I just wanted to say thank you so much for being on the show, Kamal, and the book. It was really impactful for me, as I said before we started recording, I was brought to tears at a few pieces of the book, and I thought it was really, really powerful. So for listeners out there who are thinking about it, I highly recommend checking it out. It’s a great book and it shares some really valuable lessons. So thank you again for being on the show. It’s been an honor to have you on here and we really enjoyed it.

[0:42:27.3] KR: Oh, the honor is mine, really. I’m so lucky I get to share myself with the world through experiences like this. So truly, thank you. 

[0:42:36.2] MB: Thank you so much for listening to the Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I love hearing from listeners. If you want to reach out, share your story or just say hi, shoot me an email. My email is matt@scienceofsuccess.co. I would love to hear from you and I read and respond to every single listener email. The greatest compliment you can give us is a referral to a friend, either live or online. If you’ve enjoyed this episode, please, leave an awesome review and subscribe on iTunes. That helps more and more people discover the Science of Success. 

I get tons of listeners asking, “Matt, how do you organize and remember all this information?” Because of that, we’ve created an amazing free guide for all of our listeners. You can get it by texting the word “smarter”, that’s “smarter” to the number 44222, or go into scienceofsuccess.co and joining our email list. 

If you want to get all of this incredible information, links, transcripts, everything, we talked about and much more, be sure to check out our show notes. You can get them at our website scienceofsuccess.co. Just hit the show notes button at the top. You’ll get everything we talked about in this episode, and if there’s previous episodes that you enjoyed, you can get all the show notes from those episodes as well. Thanks again, and we’ll see you on the next episode of the Science of Success.
January 05, 2017 /Lace Gilger
Emotional Intelligence

The 2016 Recap - Lessons from FBI Hostage Negotiators, Game Theory Experts, Neuroscientists, Expert Poker Players, Entrepreneurs, And More

January 03, 2017 by Lace Gilger

In this episode we sit down and discuss everything we’ve learned in the last year of doing The Science of Success, review some of our favorite lessons and episodes, and talk about all the incredible insights we’ve discovered and share some of the biggest common themes that have emerged from a year of interviews with amazing guests ranging from FBI Hostage Negotiators, Game Theory Experts, Neuroscientists, World Class Poker Players, Amazing Entrepreneurs  and much more!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Book] The Art of Learning: An Inner Journey to Optimal Performance by Josh Waitzkin

  • Michael Mauboussin on Tesla's Growth

  • [SOS Episodes] The Weapons of Influence Series

  • [SOS Episode] Why You Shouldn’t Follow Your Passion & The Rare Value of Deep Work with Cal Newport

  • [SOS Episode] How You Can Predict The Future Better Than World-Famous Experts - The Art & Science of Risk with Dan Gardner

  • [SOS Episode] Uncover the Root of Your Pain, How to Smash Perfectionism, Love Yourself, and Live a Richer Life with Megan Bruneau

  • [SOS Episode] The Science of Power - How to Acquire It, What Makes You Lose it with Dr. Dacher Keltner

  • [SOS Episode] The Surprising Truth Research Reveals About What Motivates You with Dr. Dan Ariely

  • [SOS Episode] Influence Anyone With Secret Lessons Learned From The World’s Top Hostage Negotiators with Former FBI Negotiator Chris Voss

  • [SOS Episode] How to Overcome Trauma, Mental Health Struggles, and Learning Issues to Achieve World Changing Results with Dr. Gail Saltz

  • [SOS Episode] Master Your Mental Game Like a World Champion with Performance Coach Jared Tendler

  • [SOS Episode] How to Master the Superpower that Builds All Other Powers with Dr. Rick Hanson

  • [SOS Episode] The Psychology Behind Making Better Decisions with Global Financial Strategist Michael J. Mauboussin

  • [SOS Episode] How To Stop Living Your Life On Autopilot, Take Control, and Build a Toolbox of Mental Models to Understand Reality with Farnam Street’s Shane Parrish

  • [SOS Episode] How to Get Rocket Fuel for Your Success, Bend Reality, and Achieve Happiness, With Vishen Lakhiani, Founder of Mindvalley

  • [SOS Episode] How To Break Free From Depression & Anxiety By Changing Your Brain Chemistry with Neuroscientist Dr. Alex Korb

  • [SOS Episode] The Neuroscience Behind Einstein and Isaac Newton’s Biggest Breakthroughs

  • [SOS Episode] The Surprising Data-Backed Truth About Achievement with Business Psychology Expert Peter Shallard

  • [SOS Episode] The Biological Limits of the Human Mind

  • [SOS Episode] The Reality of Perception

  • [SOS Episode] Limiting Beliefs

EPISODE TRANSCRIPT

[00:00:06.4] ANNOUNCER: Welcome to the Science of Success with your host, Matt Bodnar.

[00:00:12.4] MB: Welcome to The Science of Success. I'm your host Matt Bodner. I’m an entrepreneur and investor in Nashville, Tennessee and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study and I am going to take you on a journey into the human mind and what makes peak performers tick, with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.

In this episode, we sit down and discuss everything we've learned in the last year of doing The Science of Success, review some of our favorite lessons and episodes, talk about the incredible insights we've discovered, and share some of the biggest common themes that have emerged from a year of interviews with amazing guests ranging from FBI hostage negotiators to game theory experts, neuroscientists, world class poker players, successful entrepreneurs, and much more. 

The Science of Success continues to grow with nearly 700,000 downloads, listeners in over a hundred countries, hitting number one New Noteworthy, and more. A ton of our listeners email me and ask, "Matt, how do you organize and remember all this incredible information? Information I get from reading books, listening to podcasts, interviewing incredible experts, how do I keep track of all of it?" Because of that, we've created an amazing free resource for all of our listeners. It’s called How to Organize and Remember Everything. You can get it completely for free by simply texting the world “smarter” to the number 44222. 

Again, it's a guide we created called How to Organize and Remember Everything. Listeners are absolutely loving this. We get emails all the time of people telling us how great this resource is and how much it's helping them stay organized and keep track of everything that they learn. Again, you can get it for free by texting “smarter” to the number 44222 or by going to scienceofsuccess.co and putting in your email. 

In our previous episode, we discussed why you should not follow your passion, the two biggest pitfalls people struggle with trying to build a career they love, the incredible importance of deep work, why deep work is so valuable, and how we can cultivate it. As well as, how you can structure your lifestyle to attain autonomy and mastery, with Cal Newport. If you want some serious fuel to crush your New Year's resolutions, listen to that episode.


[00:02:22] MB: Are you excited?

[00:02:23] AF: I'm very excited. I'm really excited to talk to the audience, man. I mean, I'm behind-the-scenes here but unless you're a guest you probably have no idea who I am, or reporter, you might not know him too. 

[00:02:32] MB: That's true. So the man speaking to you today, the other voice on the microphone who's with me here in person, is actually the producer of the show. His name is Austin Fable and Austin is kind of the wizard behind the scenes with The Science of Success, and he helps us with everything. The show would not run or really be what it is today without Austin's help and Austin's influence. He helps us find guests, he helps us do a lot of the research and prep, he helps get all the interview set up. He's really been instrumental in helping make The Science of Success what it is today.

This episode's going to be a little bit different and that's why it's airing kind of off track. You're still going to get a weekly interview that's going to be totally awesome, but this is actually going to be a conversation between me and Austin. I wanted to kind of introduce him to you guys and it's going to be a recap of the show. So The Science of Success has been around for a little more than a year. We launched in November of 2015? 

[00:03:23] AF: November 3rd, 2015.

[00:03:24] MB: Nice. Yes, and so we'll count that as one year. So we're going to do a recap. We're going to talk about everything that's happened on the show, we're going to talk about some of our favorite guests, we're going to talk about some of our favorite lessons. But yeah, this is going to be a little bit different and so we hope that you enjoy this conversation. With that, Austin, why don't you say hello to everybody?

[00:03:44] AF: Well, first of all Matt, thanks for the very kind intro. I appreciate all of that. It's really nice to be on the mic talking to the audience. I guess just a little bit about how I got involved. So you and I do some work together outside of The Science of Success, but before coming on as producer, I was actually a big fan. So I've been listening weekly like a lot of other people and kind of taking some of these notes. You and I had read a lot of things, like "Influence" by Cialdini in the past. 

So it's speaking a lot of the same language and it wasn't until the meditation episode, actually, that really kind of got me. It really hit home with me. First thing that I actually put into practice in my daily routine, and that's kind of what got me interested enough to reach out to you about helping. 

[00:04:23] MB: Tell us the story of what happened when you heard the meditation episode.

[00:04:26] AF: So, meditation episode airs, I've always — similar to your story, I know I've had weird brief moments in my life where I've just sat down and been with my thoughts. But I've never really had any sort of structure with it, and they're very few and far between, right? Like years. So I'm driving down the road on I40 here in Nashville on the way to my dad's house and I'm listening to the episode on meditation and just kind of the impact it had for you. The method by Vishen Lakhiani and other guests we've had on. I almost pulled the car over. I mean, it was insane. 

Going through the scientific benefits of forgiveness and gratitude that I'd never even thought of. It kind of blew me away. So I get back and I'm sitting there, and I get to my dad's house and I'm telling him all about meditation and things that he doesn't really know much about. He's like, "Well, that's great. That's cool." So, the next morning I decide I get up really early and I sit down, I can't do lotus position because of my knees, but I followed your Spotify playlist and I just sat there and I went through the framework, beginning with connectedness and then going into gratitude and forgiveness.

It was just amazing how sitting there, I find myself smiling when I'm thinking of gratitude, because it's all the things that I take for granted every day that I don't think about. Gratitude comes from within, so beginning with who you are as a person. Like, "I'm glad I know right from wrong. I'm glad that I feel certain ways. I'm glad that I was raised properly. And then you go into things like your health, and then you always end with things like, "I'm glad I have a car. I'm glad I have a house. I'm glad I have a nice wife, a dog, all those good things. 

But the biggest one for me, Matt, was forgiveness because it was tough. Because I have traditionally really buried a lot of things and they come up at the worst times, right? You know what I mean? I might have a grudge with somebody and they run into you at the mall and I've completely forgot about it. But now that I've seen you I'm like, "Gah, it's that guy."

[00:06:14] MB: Yeah. It's really funny because I think one of the things we wanted to talk about on this episode is what are some of the big themes we've learned this year? And from interviewing everybody from bloggers to the founder of Life is Good, to game theory experts, people who are neuroscientists, PhD's, all kinds of crazy guests and forgiveness is a theme that has showed up again, and again, and again in a lot of different episodes. It's something that took — like, it really was a struggle for me, and still is to some degree, to forgive people. Because I'm naturally, my family and thinking about — I remember my grandmother was like notorious for holding grudges and if you crossed her the wrong way, you were just done. You know what I mean? 

So, it runs in my family and I was very much kind of a very bitter grudge-holding person before I started down this path of learning all this stuff. So it still takes time for me sometimes to kind of practice forgiveness and something that, I mean, the science is in. It's not really disputable that forgiveness is really, really beneficial. But it's definitely something that takes a lot of work for me personally at least, to put into practice.

[00:07:22] AF: Well and it's one of those things also, were you're not doing it for the person you're forgiving, right? You're doing it for yourself. Because...

[00:07:27] MB: Absolutely.

[00:07:29] AF: For me it's, you know, I've got a certain people I held grudges against for a long time and I mean they don't know I'm holding this grudge. The only one impacted by this is me and it's not ever — no one ever thinks like, "Oh yes. I hate this person. That's such a great feeling," normally. But when you can sit down and you can really put some thought in a quiet room or with headphones in and music and really think about these things that just kind of erk you and they don't really matter and kind of let them go, it's amazing. 

And so then, to kind of round out my story, I began making meditation a daily practice of mine after listening to the episode and that's kind of how I got looped in. And for me, kind of like you mentioned your grandmother, I've always been really afraid of this phrase like "being inside your head", right? People say this all the time like, "Oh I'm getting too far in my head." That usually means you're overthinking something. You're making something negative, you're thinking of all the bad outcomes, and now I like to liken your brain as sort of like a room.  

I can walk into this room and I never want to sit in here because I hate the way the furniture is laid out, I don't like where the T.V. is. Well, I can move the T.V., I can move the chairs into it, and until you really get inside your head in a positive way with the intention of making change you don't realize it but you're your brain's a room. If you don't like the way it's laid out, change it.  

[00:08:36] MB: I like that analogy and that's — I've never actually thought about it that way. You know it's funny though because I feel like, I mean obviously I think we both practice meditation and all that kind of stuff. For me, I still feel like naturally I'm a very sort of cerebral person and one of the things that I've taken away from a number of guests this year is kind of how to cultivate more like body awareness. And I had this really interesting insight a couple, maybe like a week or two ago, and it was this idea that like — and I still feel like, if there's some sort of balance between "being in my head" and "being in my body". I'm like 95% in my head, to the point and I think it was actually Megan Bruneau has a really good quote that I'm going to paraphrase it. 

But she basically said something like, for people who are perfectionists, and you know again, her definition of perfectionism is not what you would sort of traditionally think of and I think I fell into that definition in many ways and got a lot out of that episode. But anyway she says, for people who are sort of perfectionists like they are they're constantly trying to get away from feeling anything, right? Like, as soon as you start to feel something in your body you tap into these kind of mental addictions, whether it's your phone, or like answering email, or working really hard, or whatever, to do anything so that you don't have to feel. 

And that phrase really kind of resonated with me and I think like what I finally realized is, instead of what I had sort of thought of as body awareness prior to that was like this very mentally driven thing of like "what does my body feel? Like what does that mean, and is that okay?" I kind of switch it to like — I kind of had this light switch flip on that was like, to me, body awareness is just feel what your body is feeling. That's it. There's no, like don't analyze it. Don't ask what it's feeling. It's just like, kind of go into your body and just be like, "Okay, what's happening?" And that act of feeling it alone, really helps deal with a lot of those kind of — a lot of that stress, a lot of those emotions that, at least for me especially, like I sort of bury under the surface and don't want to deal with.  

[00:10:28] AF: Well that's a really interesting point because, I mean you mentioned like perfectionism that ties into kind of — you're almost fighting your emotions, right? You're so busy analyzing and being like, "Why do I feel this way?" But you're not actually experiencing it. 

[00:10:39] MB: Yeah.  

[00:10:40] AF: And how you learn how to be better of something? By doing it. So how do you better deal with sadness, deal with anger, deal with even positive emotions like happiness and not be too overjoyed and do something without thinking? You do it by experiencing them and not trying to figure out why they are what they are but like, learning that like, "Okay, I'm angry. How can I use this in a positive way?" Or like, "I'm sad maybe I need to get through this in order to get to the other side." 

[00:11:01] MB: Yeah.

[00:11:01] AF: She also has a really interesting quote, "Life's a song." You're not waiting to get to the end of the song. You don't put on your favorite tune sitting there waiting for it to end. You get on it to listen to it, and I think emotions are obviously a huge part of life and if you don't listen to your emotions you're really kind of missing the song. 

[00:11:16] MB: I'm trying to remember which, and maybe it was — gosh, I'm trying to remember which guest said it, but the only people who don't experience pain and suffering, and actually I think it's a guest who hasn't aired and isn't going to air until after this episode. So I'm not going to reveal who it was.

[00:11:32] AF: Oh! Stick around.

[00:11:32] MB: But it's an upcoming episode that's really, really good. Basically the only people who don't feel suffering, pain, anxiety, negative emotions are psychopaths and dead people. So as long as you're not one of those two camps.

[00:11:46] AF: I don't think you want to be either. 

[00:11:47] MB: It's a good thing to be feeling these native emotions. It's part of the experience of being alive.

[00:11:52] AF: Yeah, and to round this out into kind of one of the overarching themes I know we've seen, every guest, like you have Jared Tendler on and he teaches you about how to stop choking, right? Like, how can you keep your brain from sort of shutting off and then affecting your performance? And then you also go into more like mental models and emotions and every single guest seems to have one thing that's in common phrased in one way or another, and that's understanding these emotions is the first level to controling them. 

Whether you're trying to become a better poker player, or golfer. Or whether or not you're just trying to live a happier life, or you're trying to give your customers what they want and not be reactive. I mean it all seems to come from this understanding and ultimately embracing of who you are and your different emotions. 


[00:12:34] MB: Yeah and I mean I think we touch on that.  I mean there are many guests that have touched on that piece and I think in the meditation episode we talked about the idea that you have to recognize — well, you know, we also talk about this in the episode about limiting beliefs and the interview with Catherine Plano where we went deeper on that. You have to be able to see a limiting belief before you can fight it, before you can remove it, right? And simply the same thing, like you have to be able to see the thought process as Jared Tendler talked about of how you choke before you can intervene and stop it. 

And the only way, I mean maybe not the only way, but the only real way that I found to be able to meaningfully develop an awareness of your thought process is with a practice like meditation, right? And cultivating that ability to sort of catch your thoughts and say, "Okay, whoa. What was that phrase that I just said to myself?" You know what I mean? And these thoughts just flitter by sometimes. But if you can just catch onto them you can kind of see like, "Whoa, there's a lot more here subconsciously that I'm not dealing with." 

[00:13:33] AF: And correct me if I'm wrong, but I mean a lot of those thoughts, if you're not there to catch them,  I mean they go almost unnoticed.

[00:13:39] MB: Yeah, oh yeah they definitely go unnoticed. 

[00:13:40] AF: But that impact is definitely not unnoticed.

[00:13:42] MB: Yeah. I mean, that's totally true and limiting beliefs, for instance, like a limiting belief about being able to do something or not, you know whatever the limiting belief is, there's so many ways it can manifest in your life. But that can easily just be lurking below the surface and preventing you at a conscious level from sort of taking the action you need to take, right? And because you kind of just, you feel this resistance to it or you feel like it's not achievable or whatever and a lot of times in these just brief moments you'll catch a glimpse of some kind of belief under the surface that's like, "Oh, that's the reason that I haven't been doing this thing I really need to do. It's because I feel like I can't or you know my relationship with my parents like somehow shifted the way I feel about this particular issue." 

And actually, a really good instance of that, which is actually not on our show but I was on the Positive Psychology Podcast and did an interview. The host, I basically like broke down. She had like this limiting belief about money and I like, in real time, like had a conversation with her for like fifteen minutes and broke down like what the belief was and like went — you know I forget who it is, but basically it's just like you keep asking, "Why?" over and over again, right? Ask why, and then ask why, and then ask why again. You know, you keep asking why until you get to like the deepest fundamental issue of why something. Why you feel like you can't, or why you haven't done something, really. 

[00:14:58] AF: The root it's often like 20 steps past what you thought it might be, and when you get there you're just like, "Oh my God, if I had just forgiven myself for over-drafting my card in college and my dad getting mad at me, then I probably wouldn't be freaking out about this."

[00:15:09] MB: Yeah, literally. And so her thing was like, she didn't want to sell because Kristen, the host of Positive Psychology Podcast, she didn't want to sell because her dad was a salesman and wasn't very successful and she thought of him as like kind of like a skeezy, like sleazy sales guy. She still love her father and had a good relationship with him, but just those, I guess, childhood experiences of dealing with that had somehow kind of tainted her ability to ask people for money, basically and that was holding her back from quitting her job and moving kind of full-time into the world of positive psychology, which is something she's obviously really interested in.

[00:15:44] AF: And been very successful. I mean, The Positive Psychology Podcast is pretty big. It's funny because they're all over the place. That's a really common one is the sales. People have such a mental block when it comes to a lot of these things and a lot of it comes from past experiences with sales people or people that you might have admired are coming off the wrong way. But really, at the end of the day, when you think about it, I mean this is your job. Like people are — salespeople, what do you expect to do? Sell. I mean it's not like you're approaching someone. 

[00:16:09] MB: Well, there's also — there are ways you can sell with more integrity, right? 

[00:16:13] AF: Yeah, absolutely.

[00:16:14] MB: You can ask people for money in a way that's not skeezy and like causes people to be like, "Whoa, what's wrong with you?"

[00:16:22] AF: Will provide value to theme. 

[00:16:23] MB: Yeah. Understand their needs and help them solve the problem, right? And there are a bunch of books about that. You know, we don't really talk a lot about sales on the show but...

[00:16:30] AF: But one thing that's really, really interesting too is, you mentioned it, it's like how you come off to other people, right? And that goes back to perspectives. Your example in an earlier episode even it's like someone cuts you off in a car, and you're like, "Oh my God who is this guy?" Perceptions skews the perspective.

[00:16:44] MB: Yeah the reality of perception. That was one of our early episodes. 

[00:16:45] AF: And it's like, "This guy is a jerk. He just cut me off. He's going too fast. What the heck?" Well this guy might be on the way to see his mother on her deathbed and he's freaking out, and I didn't know that.  Likewise, you know, just to back back to sales example, but if I pick up — if I call you and you're like, "Stop calling me I hate you. You're the worst person in the world." It might be because you're having a really bad day and it's not anything to add to your limiting beliefs.

[00:17:07] MB: Oh I think this is something I've definitely internalized a lot through many of the conversations we've had on the show, which is there's kind of two pieces of this puzzle. One is the, you know, I forget the exact quote but it's basically like "everybody is fighting a battle that you know nothing about", right?

[00:17:20] AF: I love that quote.

[00:17:21] MB: And it's easy to kind of hear that be like, "Okay, sure." But when you really think about that, like you have no idea what someone's struggles have been, you have no idea what they've dealt with, you know, what's stressing them out in that moment and kind of causing them to behave the way that they're behaving, right? And so ideally sort of helps kind of create empathy or compassion or understanding for why they're behaving that way.  

The other piece of that is the idea that sort of in many, I feel like in almost every instance, like when somebody is really rude or angry, it's not about you. It's all about them, right? Then I found this, and again, being somebody who earlier in my life was very kind of like vengeful and bitter person.

[00:17:59] AF: Are you going to tell the story about the guy? 

[00:18:01] MB: What guy? 

[00:18:01] AF: The guy you found who you were like, "On X day I'm going to find."

[00:18:04] MB: No, no, no. That was a buddy of mine. But no, we're not going to tell that story. Sorry listeners. Don't edit that out. It's a reflection of what's going on with them, right? And one of the most powerful ways to defuse somebody who's being really nasty to you in one way or another, and — oh there's a really good point about this too that I want to talk about. But the best way to defuse somebody harassing you are attacking you verbally or whatever, that I found just like is such a — it just diffuses the situation in many ways, at least for me, is just be like, "You seem like a really angry person and I wish for you happiness and blessings for the rest of your life," right?  

[00:18:42] AF: Wow.

[00:18:42] MB: Because all of the frustration, when somebody is really mean to you, that's their inside world spilling out into the into the external world. It has nothing to do with you and has everything to do with kind of whatever demons are haunting them. So that's a really good way to kind of encapsulate the second or the third piece of this, which is like it's really easy to be compassionate to somebody or think kindly of somebody when they're nice to you, right? The way you actually build the muscle of compassion is to be really nice and compassionate to people when they're mean to you.

[00:19:18] AF: I think that's huge. What's the quote from Gandhi? 

[00:19:21] MB: Oh, yeah, "Forgiveness is for the strong. The weak cannot forgive." 

[00:19:25] AF: I think that's huge, and it kind of goes in the same vein here as I think it's — it's not necessarily weakness, but if you wear your heart on your sleeve enough to where you're externalizing these personal feelings and you're projecting them onto other people, I think that's something that can always be fostered like a strength. But that's a sign of needing to work on these sorts of skills and really take the whole world into perspective, not just what's happening to you. 

[00:19:49] MB: It's funny because we've come back to forgiveness, even though we were talking about twenty minutes ago. It just shows how interrelated many of these themes are.

[00:19:58] AF: And they are and that's the great thing about a lot of these guests. You know, we give the listeners things that they can do to make their lives better and it's interesting to see how all of these different experts from different fields, there's always one or two or three things that really are of the crux of what...

[00:20:15] MB: Yeah, I mean, I'd say we both kind of put together just a short list of what we thought some of the biggest themes from this year were. Gut it's amazing how you can be interviewing an F.B.I. hostage negotiator and the next day you're interviewing a neuroscientist and they're talking about like very similar themes, right? Or you're interviewing somebody like Rick Hansen, who's a psychologist who's a deep expert in Buddhism.  I mean that episode is such a fascinating interview. 

But I'd love to, you know, we've talked a lot about kind of this forgiveness component and meditation. I'd love to to dig into some of the other themes and kind of overarching lessons. Austin, what else for you stood out as some of the biggest takeaways from Science of Success in 2016? 

[00:20:54] AF: Oh man. There's been so many of them. You know, something I really love, obviously the Weapons of Influence series I'm a huge fan of. I think that's very easily practicable and then just one note about what you just said that reminded me of Chris Voss with the mirror thing. It's like, once you expose these things, you notice them.  

[00:21:11] MB: It's totally true.

[00:21:12] AF: I watch — I listen to podcasts and I listen to the reporters on T.V. and I'm like, "My god is Miriam," and it always works out really well. But a couple of my favorite kind of overarching themes we've seen and we don't have to go through all three of them, but to me there really really three of them. It's like, Weapons of Influence encapsulates a lot of them. Because the biases are things that we see over and over and over again that we tell ourselves, that we tell all the people, that we project. And there are also mental models that I really like. Kind of going ahead and saying, "When X happens, I respond Y. And I respond Y because I know Y has a positive outcome for me. 

The other one I see that's very interesting is sort of this — and it kind of goes into the whole selflessness and taking yourself out of the equation. But it's like your ego, right? It's kind of, you know, Michael Mauboussin talked about it. Great guest. It's kind of like removing yourself from the situation. He calls it "using the outside view".  And it's kind of like when I come to you Matt, and I'm like, "Oh, you know, X is happening in my life and just don't know how to deal with it. Like, this is the toughest scenario in the world." And you might look at me, and you're like, "No man. You do like X, Y, Z. Things are going to be totally fine." But for me, it's almost impossible to figure out. So it's like by removing yourself from it, you can look at it from the outside view and really get a black and white sense of what's going on. 

[00:22:20] MB: Yeah I mean I think that the outside view in many ways ties into all three of those kind of concepts and I think the the really interesting point about the outside view is like, it lets you really clearly kind of eliminate your bias from the situation, right? When you think about you know everybody thinks every situation they're in is kind of a unique snowflake of a struggle or challenge or whatever it is.  And the outside view, which for listeners who don't know what we're talking about we say that, and we go really deep on it in the interview with Michael Madison. But the outside view basically is this idea that you should look at, instead of just looking at your particular situation, you should look at every situation of somebody like that that you can find kind of data for, right? 

And so there's a really good example that I like and we give a couple examples in the Michael Mauboussin interview, but there's a really good example that like that actually Mauboussin wrote in a research piece, which we'll include in the in the show notes a long with this. But it talks about Tesla and it basically says, you know, he looks at this projection that Elon Musk made, that Tesla was going to grow it X percent a year or whatever and he basically says, "Okay, like let's look at the last fifty years of companies that had a revenue of you know a billion dollars or more.  How many of those companies in this universe, you know, grew at thirty percent a year for a ten year period, right? 

And he looks at every industry whatever every single company and there's never been a company in history that's grown at that rate right. Or whatever, and I don't know the exact numbers but the research study kind of goes into it but it's really interesting and basically shows you like, okay, well like you can build a model and look at those numbers and say, "Yeah, we can grow 30% a year for ten years and if we sold this many cars, that's how you get there. But if you look at every company that's ever existed like, no company that's that size has ever grown at that rate and sustained it for that period of time.  That's kind of using the outside view to sort of understand your situation instead of saying, "Oh, I'm a beautiful unique snowflake that the only person ever dealt with this issue." Instead look at like, what's the universe of people or companies or whatever that have dealt with this and how is it panned out?  And you get a much more predictive kind of analysis of that. 

I think the Dan Gardner episode is another one that gets really deep into — and his book, Super Forecasting, gets really deep into a lot of the tools that you can use, or mental models, right? Which has absolutely been one of the themes from this year, to improve and sort of sharpen your thinking in a way to make it a lot more effective and to make it, your thinking specifically around prediction, a lot more effective and he goes super deep into that.  So if you want to learn how to predict the future, or at least predict it way more effectively than most of the talking heads you see on T.V. and most of the kind of world renowned experts. 

[00:24:53] AF: Which is shocking, right? I mean it's really interesting stuff how if you neglect these mental models you're like, I guess these forces of the universe try these things with an unchanged time.  If you neglect those it'll bite you in the butt.

[00:25:07] MB: That's a really good point, the idea of being unchanged through time. And that's something we talked about in the interview with Shane Parrish, right? Yeah, author of Farnam Street, which is one of my favorite blogs of all time and he has an amazing — all across that website they have a ton of amazing resources about mental models and he has pages on pages of where he kind of breaks down he goes through a bunch of different mental models.  

[00:25:28] AF: So why don't you explain what a mental model is, really, for those who might not have seen the episode. Because it's something I'm actively working on doing right now, which is why I'm really interesting to get into this a little bit. But it's essentially, and correct me if I'm wrong, but it's like, "Okay, I'm experiencing X. Let me step away and look through my list of toolkits, or my toolkit with mental models," and you kind of figure out a framework on how to best attack it. 

[00:25:47] MB: Yeah that's definitely a piece of it. I'd say that there's kind of another component and I may actually pause for a second and pull up the actual definition of it. Or I might be able to just do it right now.

[00:25:56] AF: You can go onto like Munger and all those successful people in the world that follow these things.

[00:26:00] MB: Yeah. So long time listeners will definitely know, and actually — well there's two pieces here. Let me go back to the idea that you shared, which is kind of things that are unchanged through time, and then I'll explain mental models. So the idea that Shane Parrish talks about in that interview is like, instead of focusing on learning kind of the tactics and the things that are constantly changing, like reading the latest hot business book that's like "ten things you can do right now to like get more sales".

[00:26:27] AF: Clickbait.

[00:26:27] MB: Right. Yeah, and reading articles and stuff like that, that's all really irrelevant information. You know, if it's not going to be relevant in the next three to five years, or the next ten years, or really the next like twenty five or thirty years, why are you learning that information, right? And so Shane Parrish does a really good job of describing this and explaining it. But it's essentially the idea that if you're going to spend time learning stuff, which I think everybody listening to this is spending some time at least learning something.

[00:26:51] AF: Bravo to you all.

[00:26:52] MB: Yes, yes. But if you're going to spend time learning stuff, why would you learn information that's going to be sort of transient, when instead you could learn information that's timeless? What does that mean? What kind of information is timeless? So there's lots of information that's timeless and we go super deep into it. But things like physics, things like biology. You know, some of the core underpinnings of psychology, economics. Like these are trends that are changing in the next three to five years. 

Yes, there are new discoveries and things like that, but the core principles of these all of these major fields are sort of largely unchanging through time and so if you can master the fundamental pillars that underpin most of the major disciplines of knowledge, and we just talked about some of them — history, psychology, physics, biology, things like that — you can build an understanding of reality that is so much deeper and so much richer and lets you really, really kind of understand what's happening in the world and what causes things to happen, especially the things you either want to happen or the things you don't want to happen and you can just be much, much more effective. We go super deep on that with both Shane Parrish and Mauboussin. 

But that concept is the concept of mental models, right? Those principles from all those major disciplines are essentially all different kind of mental models, and Charlie Munger is kind of the pioneer of this idea who really popularized the concept of mental models and the concept of what he calls "worldly wisdom". And Munger is, for those who don't know and longtime listeners will know that I'm a big fan of Charlie Munger and talk a lot about him. But Munger is Warren Buffett's business partner, he's a billionaire, he's super successful, and he talks a lot about this idea, which is basically if you were to master that you know what he calls is like the ten most important ideas from the 101 course of every discipline of knowledge, those are all mental models that you can use to better understand reality and better achieve the goals you want to achieve. 

Simple examples that we've talked about on the show, every single episode that we did in the six part Weapons of Influence Series, right? Each one of those episodes is a mental model, right? We did reciprocation bias, commitment consistency, social proof, authority bias. Every one of those is a specific instance of a mental model that helps you better understand reality.

[00:29:02] AF: And I think that's, I mean, that's really, really key here, right? So the point we made is, you now, we see so many of these really unexpected parallels between like a physicist and a hostage negotiator, and that's because there's these things that don't change. 

[00:29:14] MB: Yes, exactly.

[00:29:14] AF: Like physics. Hostage negotiation; it's not really — I mean, it is about hostage negotiation, but what it really is about is understanding the position that someone else is in when they feel threatened or in a high stakes scenario, and that's never going to change. People always have different reactions, you know, get emotional during certain situations and these things are just, like you said, the best rule is like, you could take a 101 course on everything. That's the basis of what you need to know. That's what won't change. 

[00:29:40] MB: And one piece of it too is like, you kind of talk about the idea of looking up the answers. That and the beauty of websites like Shane Parrish's blog, Farnam Street, is that they have these kind of a laundry lists of mental models. But the end game is actually to learn all these mental models and sort of internalize them on two different analogies for this. One is Charlie Munger calls it a latticework of mental models, where you basically have these these understanding of reality. 

You know, things like authority bias, or things like social proof and you array them in your mind in a way that they're internalized and so when you encounter a particular situation where a particular bias is kind of called forth or like is taking place, you can intuitively recognize it, right? And we were talking earlier about mirroring right? Once you've learned the mirroring mental model, it's really easy to see it and use it and I use it all the time and I was in a meeting literally yesterday meeting somebody at a coffee shop and I was modeling everything they're doing, and I'm modeling you right now and you just noticed it.  

But it's really funny that once you've internalize them they become even more powerful, and so the endgame, the goal is, how do I consistently build a, what Elon Musk calls — and this is kind of the other understanding — a tree of knowledge, right? You start with the trunk, which is the really big ideas that govern reality, and then you move out to the branches, and then you move out to you know the smaller branches and then leaves where you hang like little piece of knowledge, and if you array the knowledge in a coherent way like that, you can internalize and recall it and it makes you be able to think and analyze and make decisions way more effectively. 

At the end of the day, one of the biggest and I've talked at length about this, but one of the biggest things that you can do to improve your life is to improve the ability to make better decisions. 

[00:31:30] AF: Absolutely. 

[00:31:30] MB: Right? And I mean that's what this show's fundamentally about, is to help you make better decisions and to get more information so that you can make better decisions. But then you know, that in many ways is kind of like the end game application of Shane Parrish's concept that you should focus on things that don't change over time. The more energy you invest in your ability to make better decisions today, it's like compound interest for knowledge, right? 

It cascades through everything for the rest of your life and every single, you know, all of the energy that you invest in making better decisions today carries over to tomorrow and then if you add a little bit more, it carries over to the next day, right? And it gets to the point where you can really efficiently both understand what's actually happening, see through the biases that are causing a lot of people to misunderstand the situation or not really be able to handle it, and you can make a really effective decision. 

All the time and energy you invest in that carries forward through everything that you're doing, right? In your personal life, and your work life. Like any anything that you're working on, those dividends kind of keep on accruing in a compounded way. 

[00:32:29] AF: It's by far the best thing that you can invest time, effort, or money into, is figuring out how to make better decisions. And there's a lot of information out there, right? There's so much information on how to do it, but really when you come back to these mental models, this is the foundation, as you said. This is the trunk.  Without the trunk, the leaves no matter. 

[00:32:48] MB: Yeah exactly. I mean, and that's what the show's about, fundamentally, is it's about us finding people who we think can help us and you make better decisions, right? Which is me being a part of the show. It's so it's great because we're learning along with you guys. I mean, it's not like we have all the answers and we're delegating them down from a mountain top. We're learning this with everyone as we listen, which is great. 

[00:33:08] MB: It's totally true. It is really funny, w e talked about and I don't we don't have to keep kind of talking about this, but we talked about the Megan Bruneau episode, which to me, I was like just blown away by some of the stuff that she said in that episode and like I've listened to it multiple times and sent it to, you know, some family members and other people and I was like, "Look this was really impactful for me, you know and I know that I'm sitting there doing the interview and like there while it's happening I'm like, "Man, this is like I'm not learning a lot." 

In some instances you know we will definitely bring a guest on the show that we're both familiar with and kind of want to share their message with you. But in some instances, you know, we kind of know the guest is but we might not really — I have no idea sort of what fruit the interview is going to bear and I think we've both had moments after the interview where we were kind of like looking at each other like, "Wow, that was awesome. I can't believe I just learned all this stuff." So we're along on the journey with everybody that's listening. 

[00:34:00] AF: And it's really cool too because, you know, you can read everything they have you can understand the message. But until you're actually speaking to the person, like the human being, you get a lot more out of it and you learn things like where they became inspired. Where they learned these things. How they managed to apply it to their own lives and a lot of times you really get the underlying stories that really neat. Like potential spoiler alert, we had Kamal Ravikant on the podcast recently and you learn the stories and the experiences behind what he writes, which you can read everything that he's written and still get the message but it's just a whole other level to be like, "Wow, you're a human being actually." And it's very cool. 


[00:34:36] MB: And I think, you know the other piece of that too is a lot of times when you're you know when you're reading a book or whatever else, you can kind of get the idea but you're like, "Well, what about this thing that kind of they don't really address?" And the beauty of being able to actually ask them is you can really dig in and be like, "Yeah I get your main point, but like have you thought about X?" And they're like, "Yeah I did think about that, and like here's," — you know?

[00:34:57] AF: It's neat to see their thought process. Because it's like, "You know, I mentioned that. What's your take on it?" And then they kind of go into theirs and you get a whole different perspective. So we've got a couple things; we've got mental models, we've obviously got the outside of you kind of removing your ego. Then emotions, which is kind of its own jar of cookies, like Pandora's Box. 

[00:35:13] MB: Yeah, it's so much stuff.

[00:35:14] AF: How to control them, how to use them, how to...

[00:35:17] MB: One of my...

[00:35:17] AF: ...push them down if you need to at times. 

[00:35:19] MB: One of my favorite episodes that we did about emotion, and it's funny because the title doesn't say anything about emotion, but my wife actually made a comment about this. But the Dacher Keltner episode was so good, about emotional, you know, understanding your emotions and the title, which is The Science of Power, right? Doesn't really talk about that at all, which is part of the challenge of these titles as we get one sentence to convey like so much more than that. 

[00:35:44] AF: Well, one thing for the audience they might not know is if they haven't listened to it is that Dacher actually consulted on the movie Inside Out, which is like all about emotions, if you haven't seen it. I know we've seen it. I cannot recommend that movie enough. You'll laugh, you'll cry. But behind all the Pixar and the animation, it really is a very interesting way of looking at your emotions as almost people and characters and how they influence each other and compound on one another. Maybe even in some instance, lead others.  

[00:36:11] MB: One of the things my wife said to me about that interview, because I make her listen to many of the episodes. No, she likes listening to them. But she's going to hear this and be like, "I listen to your episodes." She was kind of listening to the first half and she didn't really care much about acquiring power I guess. But then she listened to the second half and she's like, "That was a totally different interview, and it was amazing," and I was like, "Yeah. I mean he's he was a fascinating guest." But yeah, the second half we got really deep on kind of the whole emotional piece of it. 

[00:36:41] AF: Yeah. Which is huge, and honestly it's not what you would think, and that's another great thing about the show is a lot of times you find out that what you might just see on the surface isn't even half of the story.

[00:36:51] MB: And I think one of the biggest lessons for me, and we've seen this theme recur with a number of guests including the interview we did with Peter Shallard, including Cal Newport and several others and this definitely applies to the acquisition of wisdom and kind of building a framework of mental models. There's no such thing as kind of a get rich quick scheme. Or there's no such thing as as you know for your mind, right? There's no such thing as kind of a get smart quick scheme. 

There's no way that you can short circuit a lot of this stuff like it just takes time. It just takes hard, deep work. It just takes energy and focus and that to me was was one of the recurring themes that I think we've seen in a number of different interviews that I've really internalized and it's something that I've learned in my life many times. There's no shortcuts to real wisdom, and there's no shortcuts to the knowledge, right? You really have to put in the work and you have to put in the time and effort and you have to think about it, and you have to use deliberate practice, right? Which is something we've talked about a lot on the show too, and there's no way around that.

[00:37:51] AF: No, and I remember actually when Peter came on, of course you and I both know Peter. Great guy. His advice was like, "Well, I'm sorry to your listeners but like the truth is really unsexy. I mean the whole thing is you need to be accountable and actually get things done," and then same thing with Cal the other day, who was a fascinating guest, it's that you know — like you said, there's no easy way around it and the most value comes from things that are going to be hard. But because they're hard the majority of people never attempt them, which in turn makes those skills valuable. 

So you might be able to sit there and think, "Oh, well if I can do this, this is pretty easy. I'll do that. I'm getting some work done. I'm going to feel good about myself." Well, that might be fine every now and again, but to really make yourself valuable to really understand these mental models and ultimately acquire skills that are going to help you move through life, you really have to sit down and you have to take the time to learn them. And like I just said, it's the fact that 90% of the people won't do that, that makes you the top 10%.  

[00:38:43] MB: Yeah exactly.

[00:38:44] AF: Which is...

[00:38:45] MB: And I mean for people who are listening to this right now, you know, I guarantee you not everybody who's listening is going to go out and really concretely apply this stuff and really learn and build that kind of deep mastery. 

[00:38:55] AF: We hope they do.

[00:38:56] MB: Yeah I hope you do, because you will reap tremendous rewards from it. But for those of you who don't, in many ways, thank you. Because the people who do, do reap huge rewards from if. You know what I mean? 

[00:39:07] AF: Yeah, absolutely.

[00:39:07] MB: And Cal talks a lot about that in deep work and we go into that a lot in his episode about the fact that this ability to sort of concentrate and create really high leverage output is something that is increasingly rare because of things like social media, because of the 24/7 constant kind of connectedness. But it's also increasingly valuable, right? And that compounds together to make it something that is really worthwhile to pursue. 

[00:39:33] AF: Well, it's interesting. To go back to your analogy of the tree is like people are always hung up on what's cool right now. What's that new kind of sexy relevant thing and those are the leaves, right? But because people are always looking at the leaves, they don't notice that what's holding them up, which is ultimately the most successful thing in the world. It's the trunk.

[00:39:50] MB: And the leaves from the leaves change of the seasons, right? 

[00:39:55] AF: Oh, there we go. 

[00:39:55] MB: I just thought of that, and I mean that goes back to the same thing is, focus on timeless knowledge, right? Why would you invest time and energy learning something that's going to be irrelevant in two years? 

[00:40:05] AF: Absolutely. I couldn't agree more. The social media aspect that's really interesting. Cal Newport, I mean he's not shy about at all. He's never, nor will he ever have a social media account and there are people that are like, you know, "Matt, I've got to have an Instagram page for my business, otherwise no one's going to know who we are." Well, Cal's a great example of an author and speaker who is very sought after, has great wisdom, yet like you're not going to find on Facebook. You're not going to find him on Instagram, Twitter. You can find his e-mail address online, but pretty much e-mail is about as digital as he gets.

[00:40:35] MB: Yeah.


[00:40:37] AF: So, we've got mental models. We've got kind of the outside view of things. We have emotions and then we also have decision making and achieving goals. Ane one of the things we really pride ourselves on the show is tactics. Things that you can actually do. What are some of your favorite tactics that you've seen through the past year? Things that you actually implement on almost a granular level that have really kind of stuck with you?

[00:40:57] MB: That's really interesting. That's a great question. You know the things that I feel like some of the best kind of tactics and strategies, and you know that's kind of why — and it's not every interview, but most interviews I try to ask the guest like, "What's one simple thing that somebody listening can do right now?" You know I mean? Or, start today? And one of my favorite tactics is actually something that, it wasn't from a guest interview but if we did the interview on the neuroscience behind Einstein and Isaac Newton's biggest breakthroughs, right? 

[00:41:26] AF: I love that. 

[00:41:26] MB: This is actually from Josh Waitzkin, the chess champion and world champion martial artist, author of the book Art of Learning, which is an amazing book. You know he talks about this kind of daily architecture around the idea of journaling, you know? And we've had a number of guests recommend some kind of form of journaling as a methodology for improving your thought process, improving your decision making and to me that's a super powerful thing and it's kind of the idea and we go in-depth on this methodology. We go into that in depth on the episode where we talk about the neuroscience of how Einstein and Isaac Newton got to their biggest breakthroughs. 

But the way that that happens is through planting a seed in your subconscious and then stepping away from the problem, right? And the easiest way to do this is ask yourself a question of something you're struggling with at the end of the day, you know at the end of your workday. Take some time off, decompress, sleep, wake up, potentially sort of meditate if that's part of your daily ritual, and then before you check your email before you check your text messages before you get kind of bombarded with all of the things that are going to sap your attention. 

Which Cal Newport did a really good job of talking about the content of attention residue and how if you check, even if you just glance over your e-mail, for the next 30 minutes, a piece of your cognitive brainpower is dedicated to processing what happened in that e-mail inbox and you're not getting your full mental processing power, and it takes like 20 to 30 minutes for you to reset back to that. So before you check any of that stuff you want to just do sort of a journaling session on that idea and say, okay like whatever problem or question you pose to yourself, just journal about it for 15, 20, maybe 30 minutes and that's how you really create meaningful and new insights.  

[00:43:04] AF: So I love the idea of stepping away, which is very counterintuitive to solving your problems. But as relevant or as immediate as this morning, so we're sitting here, we're putting some notes together for the show, and I'm trying to think of points I want to bring up and things that connect. And I'm sitting there meditating first thing in the morning and I'm not even really focusing on this at all, like my notes. But it comes to me while I'm sitting there. I'm kind of like, "Oh, these two things align," and then it's very cliché, but think about why you always hear people, "Well I have my best ideas in the shower." 

It's like, "Well, why is that?" It's because your subconscious is holding onto these problems. It's not like when you step away from the computer, or you step away from the paper they're gone. You know, they're in your brain. Your brain is still churning, whether you know or not.  

[00:43:43] MB: Yeah and that's how neuroscience sort of defines and describes the creative process and we go deep into it in that episode. But that to me was kind of one of the biggest actionable takeaways in terms of structuring kind of a daily ritual around that. What about you, Austin? What were some of the biggest things that you took away? 

[00:44:01] AF: There are so many of them, but I've got to tell you, I have a little soft spot for Chris Voss and the stuff that he...

[00:44:08] MB: He's the man. 

[00:44:09] AF: ...brought in. Not only is he the kind of guy I think you could have a beer with, but he had some really actionable things and I've always been really into influence. I know we're both big fans of the Weapons of Influence and then also one of my favorite books is How to Win Friends and Influence People by Dale Carnegie. And those are like, it comes back to things that never change. Actively listening to someone.

[00:44:28] MB: Yeah. I mean, when was that book written? 

[00:44:30] AF: It was back in the twenty's I think. 

[00:44:31] MB: Yeah. 

[00:44:32] AF: But it's still like a top seller, it still makes it's way into like Amazon top hundred books every now and again, I think.  But it's just things that don't change, right? Like listening to someone, actively listening to someone because there's a difference. But for Vos it was just neat to me because it's — those were all things that you can implement almost in your daily life. Like mirroring. Like you were just mirroring me now, and now I'm kind of like looking at you like, "Is he mirroring my hands over here?" But it's just not only that, but it also comes into things like how and why questions, which I love too. Because they really against the root of what they're asking, right? 

[00:45:04] MB: How questions are great. so powerful.

[00:45:05] AF: And it's cool because I'm really not listening to you and I'm really not actively there unless I'm asking these sorts of questions and really taking the time to actively listen. So for me, you know, he brings up the example that's like, "We want $2 million dollars and we're going to release this hostage." And he's like, "Okay yeah that's a that's a great demand, but like how am I going to do that, Matt? How am I going to get a chopper with $2 million dollars here? Like what do you think we should do?" And not only then am I like now on your side and the guys like, "Oh, well I don't know, Chris. I thought you had that handled." And you're like, "No, I don't think so." 

But then you force, not only does it frame us on the same team like, "Oh yeah, we need to get that $2 million dollars in a helicopter. How do we do it?" And they're kind of now in your shoes and they're sort of on your team working with you. Same thing about why, and I love this too. It's like if you're in a negotiation, you come to me and you're like, "Austin, we're going to give you 30 days to hit this target and if you hit this target we're going to give you X." And I'm like, "Well, what is it about 30 days?" And then that might cause you to be like, "Well you know we've got this big thing happening on January 1, and so we need you to have it done in 30 days." So now I understand more about why you need it done in 30 days and what your motivations are. 

[00:46:09] MB: And there's a bunch of psychology research that shows this is a mental model essentially. But when you just give people a reason, even if it's not — like you can literally make up a reason. If you just say why or you say, "Because X, Y, Z," people are more likely to comply with whatever you want them to do.

[00:46:28] AF: And that was an influence, wasn't it?

[00:46:30] MB: Yeah. 

[00:46:30] AF: It's literally, the studies are astounding that if you just put "because" in. I could be like, "Matt, do you mind do the dishes because I want to watch this T.V. show?" And just because I — and that's not a good excuse at all not to do the dishes, but like because I put "because" in the sentence...

[00:46:44] MB: I feel more obligated.

[00:46:44] AF: You're like, "Well, he's got something else going on." So now I'm off the hook, on doing the dishes. That was really big for me, is the how and why and it's something that I immediately was able to do just even having coffee with someone, like you mentioned, and it's like, "You know how are we going to get this done?" It definitely not only diffuses a hostile situation a little bit and kind of brings you together, but it gives you a deeper understanding of where they're coming from, which kind of sneakily gives you the information that you might want and kind of gives you the upper hand. 


[00:47:11] MB: Yeah I mean, I think — and the Chris Voss episode is so packed full of knowledge. But one of the most relevant tools for negotiation that I took away from that is just that the focus on trying to understand what the other person wants and needs, and that is such a critical thing. Whenever I'm in any sort of negotiation or working on a deal, or whatever it might be, my focus is always around the idea of seeking — you know I spend, it's kind of the old thing about Abe Lincoln's sharpening an axe. But I spend the majority of my time just trying to understand the other party and then very little time after that, if you have a really deep understanding of what they want and what they need, it's really easy to kind of see what the overlaps are.

[00:47:52] AF: Yeah, absolutely. 

[00:47:54] MB: One of the other themes that really stuck out to me and was most impactful was kind of the idea of self acceptance, and that I think that and sort of self compassion, self forgiveness. You know we've had a couple episodes that kind of talk about this. The Megan Bruneau episode was really good on that. I think Rick Hansen kind of gets into that and the upcoming — spoiler alert. The upcoming Kamal Ravikant episode, which we've already recorded, was amazing and all of those kind of really touch on that concept, which was something that I really got a lot out of.

[00:48:26] AF: And that kind of, to bring it all the way back to the beginning of a conversation, but forgiveness especially in meditation, and we were trying to practice forgiveness actively. Forgiving yourself is the last step.

[00:48:39] MB: It's really the first step. 

[00:48:41] AF: Well, it's the hardest step for sure.

[00:48:42] MB: It's the hardest step. There's no question about that. 

[00:48:44] AF: People always say, "You are your hardest critic." And a lot of times you might not meet your own expectations and being able to step in and be like, "You know what? I didn't put my best foot forward there, but I'm going to move forward and next time I'm going to do X," is a really good way of kind of accepting the scenario for what it is, and then forgiving yourself as well.  

[00:49:04] MB: Neuroplasticity was another one that that I thought was really kind of an interesting theme that came up again and again in interviews and for listeners who don't know what that is, neuroplasticity is basically the science of how your brain can be physically changed by your thought patterns and one of the core kind of components of that is the idea that this substance called a myelin, which sort of forms around your neural connections. The more you have a thought pattern again, and again, and again these myelin connections build up thicker and thicker, and that makes the connections like run kind of more smoothly and more strongly.

[00:49:37] AF: It's like oil for your car. 

[00:49:38] MB: Yeah exactly, and so the more you have recurring thought patterns, the more you build these self reinforcing neural networks that make those thought patterns strong. But what that means is that you can literally reshape the physical structure of your brain with your thoughts and with mind-body interventions like meditation. I thought that was just a fascinating take away and the way that really concretely get's applied is in dealing with things like anxiety and depression. And we've had a couple interviews that have kind of gone into some of the science behind that. 

The interview with Dr Alex Korb where, he's a neuroscientist that's studied deeply, specifically kind of the physical brain structure around people who have depression and anxiety and he talks a lot about how, and gives very specific instances of how you can use the science of neuroplasticity to remap your brain. The other interview that goes really deep on that, which was an amazing conversation, was the interview with Rick Hanson. He's such a sharp guy and the title of that interview, again, is kind of one of those titles that doesn't nearly give away all of what we talk about. It's such a rich and detailed conversation. 

He goes from you know quoting the Buddha to talking about ego and all kinds of really interesting stuff. The definition of the self, like it goes really deep down the rabbit hole.

[00:51:01] AF: Well, what's interesting about like remapping your brain, your brain is kind of like a muscle. Like you said, you can kind of rewire it to think differently and our brains, and correct me — and I want you to speak to the audience about this. But your brain is kind of hardwired to make you suffer.  

[00:51:13] MB: Yeah, in many ways and I mean that's one of the talking points, I think, in the Rick Hanson episode. You know, your brain and this is actually — we're going all the way back to the very first episode of the podcast, which if you guys haven't listened to, it's actually not a bad episode. It's not one with a guest. It's just me rambling on, but it's called The Biological Limits of the Human Mind, and basically what that means is your brain was designed via the process of evolution for one very specific outcome, and that was for you to survive to a reproductive age, right? 

Your brain doesn't care about happiness, it doesn't care about you sort of living life and enjoying yourself. The only thing your brain cares about is getting you to a reproductive age so that you can reproduce, right? And so in many ways the evolutionary environment that our brains were designed in over millions of years is completely different from the world that we live in today and that disconnect creates all kinds of suffering and all kinds of unhappiness.  

[00:52:11] AF: Well it's like back in the day, Kamal even touched on it. But it's like a snapping twig was something that would like freak out your brain abnormally there to kind of be like, "Oh, is there a tiger over there? do I need to run?" But we really don't have that anymore. So it kind of puts your brain in a weird sort of hyper alert but sensitive state. 

[00:52:28] MB: Yeah I mean, we're always looking for threats to our survival, right? From an evolutionary standpoint that makes sense because the way evolution works, and I really — like I think everyone sort of thinks that they understand kind of how evolution functions. But until I read this book probably 10 or 15 years ago called Nonzero by Robert Wright, which we've actually touched on in a previous interview. I don't remember which guest it was, but we had a guest who recommended that as one of their favorite books and I think that book is the single best book that I've ever read that describes two things. 

It describes kind of the fundamentals of how game theory works, ironically. Well, when you hear about what it's about it's kind of strange. But, it describes how evolution functions and the book Nonzero, it's called The Logic of human destiny and basically what Robert Wright does is go through the entire evolution of human society. From hunter-gatherer tribes, all the way up through the Internet, and analyzes using game theory as the tool to analyze it and looking specifically around the concept of non-zero sum interactions, how game theory sort of shaped and impacted human civilization, which is a fascinating read. He is really funny, and serious one of my favorite books of all time. But anyway.

[00:53:41] AF: Sorry, I don't want to interrupt.

[00:53:41] MB: No, no. Keep going.

[00:53:42] AF: Alright, so we talked about remapping your brain, right? Like, re-hardwiring your brain. Meditation increases grey matter in the brain. You can keep the nerves sharper, so what are the benefits of this? Like if I do this...

[00:53:54] MB: Before we get into that, the finishing point on the whole thing about Nonzero, which is an amazing book, and you know that like completely Blew apart sort of the way that I understood evolution and before reading that I didn't understand it all. And the way that it functions, like people think that evolution, which is also often called "survival of the fittest" and we talked about this actually in the interview with Dacher Keltner a lot, which is kind of tying all this back in. But people think that evolution is is this thing of like these, you know, whoever's like big and tough and strong is the one who always wins, and that's not what it means. 

Literally all that it means is, think of it as like an accidental process, right?  It's whoever happens to survive to reproductive age and happens to reproduce passes on the genes that enable them to do that, right? It doesn't have any sort of motivation. It doesn't have any sort of like driving guide that's trying to take it to a particular destination. It's literally just whatever combination of genes and traits got this organism to a reproductive age and got it to reproduce, those exact genes and traits by the nature of the fact that it made it to that point and did reproduce, are the ones that get reproduced. Right? 

So if you if you really deeply understand that kind of apply it to humans, we were evolved to be happy. We weren't evolved to be, you know, to take over the planet even or to build societies or to combat social ills or whatever. The only thing we were evolved for was to make it to the age of like 25 or 30-ish and have children and the people who happened to do that the most, happened to pass on their genes, and those are the genes that we got. That was a huge like rant, but... 

[00:55:29] AF: No, but that's very interesting is it goes back in and something you touched on, survival of the fittest. I mean, Dacher talks a lot about that and it's not necessarily like the one who can overpower everyone else.  It's not like, if I'm bigger, stronger, and faster than you, and that definitely plays a part in it, don't get me wrong. But a lot of how we gain power is by contributing to society. 

[00:55:45] MB: Yeah, absolutely.

[00:55:46] AF: Those genes, by contributing you become more well liked and thus you're more part of the community, and as a community you're more likely to survive. So those genes end up getting passed along as well. And of course the whole, you know, the traditional thought of it like the strongest, the fastest is definitely not off. But there's also the component of contributing back to society, being a productive member of the tribe that you're a part of.  

[00:56:06] MB: Yeah and I mean again, if you think about that from an evolutionary standpoint it literally means the people who happen to be in a tribal society where they helped and cooperated with each other. Those people were more likely than the people who were inviting and killing each other, to reach a reproductive age. And thus they're more likely to have children that pass on those same traits, right? And so that's how altruism kind of got bred into our genetic makeup, and that's there's actually another book called The Moral Animal, by the same guy, Robert Wright, who wrote Nonezero that delves into that. 

But we've talked enough about that whole kind of theme, but it's really fascinating and it goes all the way back to the very first episode of the show where we went deep on how evolution has constrained your brain and move.  You know we explain these topics in kind of go deeper into it and the Dacher Keltner interview also, gets really deep on that. 

[00:56:54] AF: So, back to the whole remapping your brain, all of that. So what are the benefits? Our brain is obviously hardwired for a world that we don't live in anymore. That we're not really forced to be a part of anymore, and that's the traditional hunter-gatherer survival sort of way.  So by remapping the brain, how can we like level up our lives and live in this society better?  

[00:57:14] MB: Yeah, well I mean I think the most obvious intervention, and the two or three interviews we have that talk about this, are for people who are struggling and suffering, right? With things like anxiety, things like depression, which are brain states that can either sort of come about or that sort of manifest themselves.  You can literally change the physical structure of your brain to remap it so that you can get out of that state of suffering. So I think that's the simplest and easiest application. More broadly, in the meditation episode of the show notes page that specifically, we have so much. There's like 20 studies that are cited there about how meditation adds grey matter to your brain in areas about cognitive processing and decision making and all kinds of stuff. 

So I mean I think it's the simplest way to apply neuroplasticity is if you're in pain or suffering, you're dealing with something like depression or anxiety, you can help to restructure your brain and remap it so that you don't suffer from those things. And the larger benefit is, for people who practice the kind of mind-body interventions like meditation, that can reshape the brain then build gray matter in the prefrontal cortex and other areas of the brain. It helps you be more calm, it helps you be more rational, it helps you be a better thinker, it gives you more cognitive processing power. 

[00:58:27] AF: Absolutely, which are things I think everybody could benefit from having.

[00:58:30] MB: Alright, well that covers many of our favorite kind of themes, lessons, some of some of the best interviews, and some of the insights we personally kind of got out of all of the incredible conversations that we've had over the last year on the show. You know, I think to kind of wrap up I'd love to just talk about for a second like how much the show has grown in the last year, you know?

[00:58:51] AF: It's been a crazy ride.

[00:58:51] MB: Yeah, it's been a pretty wild 2016. You know, I mean we're up to, I don't even know?

[00:58:56] AF: Almost 700,000.

[00:58:58] MB: Yeah. It's going to be close to 700,000 by the end of the year, and it's been pretty amazing kind of getting there. You know we hit number one New and Noteworthy and we've kind of just continued to fortunately land incredible guests to be on the show and had the amazing privilege of kind of talking to them.

[00:59:14] AF: Yeah, and it's really cool, like we touched on earlier, I mean these are — we're learning with you guys. Like, we're learning with these listeners. It's not like we're the ones doling out this knowledge. We're just as excited for some of these guests as you all are.

[00:59:25] MB: Yeah, absolutely. Maybe more excited.

[00:59:28] AF: True.

[00:59:28] MB: But yeah. I mean I think, to start out, obviously we'd love to to thank all of the amazing guests that we've had on the show. You know, everybody who — we can't name names because there are too many of them. But like just every single guest we've got on has shared incredible wisdom, insights. There has just been so many really fascinating people, really interesting conversations and it's been amazing to have the privilege of talking to these incredible people.

[00:59:52] AF: And so many learnings. 

[00:59:54] MB: Yeah.

[00:59:55] AF: I mean, that's really our goal here in the show is to help you guys and to help you all learn and then ultimately make better decisions, take control of your emotions, develop these mental models so that you all can live happier, more fulfilled lives. 

[01:00:04] MB: Exactly and I mean those are some of the major — you know, it's funny because those of the major themes that come out of all these conversations and we don't necessarily select guests around those ideas. It's just these are sort of some of the core, fundamental ideas that don't change through time, that keep reoccurring across so many diverse conversations. The reality is, none of this could be possible or would be happening without the listeners, without every one of you and you know we get these amazing emails and stories and it's so great and I really, really appreciate it. 

You know, hearing from everybody, and I read and respond to every single person who writes in and it means a lot to us to hear from you and it means the world to us that you listen to the show and we've just been humbled and amazed at the traction the show's had and we're so thankful to every single person who's downloaded and listened to an episode, who's left us a review on iTunes, who's joined our email list. All of those things, and we just hope that you get some kind of value out of this and that it's helping you be happier, be more productive, live a better life, make better decisions. Whatever it is for you that you really want to do, we hope that we can in some small way help you with that.

[01:01:17] AF: Sure, and we welcome your comments your questions if you have something you want to mail in. So don't be shy to say hello.

[01:01:24] MB: Yeah.  

[01:01:25] AF: Or share with us something you might be dealing with.

[01:01:26] MB: Yeah, and as I said, I say this on every episode, but my e-mail is matt@scienceofsuccess.co. I'd love to hear from you if you do want to email in. You know, one of the things that we'd love to see or hear about is, what do you want to see more of? What you want to see in 2017? You know, this was kind of an experimental episode. Did you like this conversation? Do you want more kind of nontraditional, sort of not necessarily interview-esque episodes? 

This is your show and you guys you guys are why we create all this content, so tell us what you want and we listen. You know, we've had multiple guests on that were recommendations or suggestions from listeners and we went out and sought them out and interviewed them.

[01:02:10] AF: Sure, and on the production front as well, you can always email me too. It's just austin@scienceofsuccess.co.

[01:02:14] MS: Yeah, especially anybody who has any media opportunities. 

[01:02:21] AF: You know one thing else I'd like to hear, like on a real point, is if you put one of these lessons or mental models or one of these tactics in practice, like I'd love to hear some success stories. If you have a meeting that you just killed it because you were mirroring, and now you're getting ready to play golf with the guy, I'd love to hear it too.

[01:02:35] MS: Yeah, absolutely. We love to hear all kinds of stuff like that. Cool, well I think that kind of wraps up this episode. Like we said at the start, this is just a very informal conversation. We just wanted to sort of talk about some of the big takeaways we had from the show this year and we hope that you've enjoyed it.

[01:02:53] AF: Absolutely. Well, it's good to be on. It's nice to be in the mic.

[01:02:57] MB: Yeah guys, Austin's coming out from behind the curtain, sharing his wisdom.

[01:03:00] AF: The wizard of Oz.

[01:03:01] MB: Dropping some knowledge.

[01:03:02] AF: But once again, thanks so much to all of our listeners. 

[01:03:05] MB: Thanks. You guys are the ones that really make this happen. 


[01:03:08] MB: Thank you so much for listening to The Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an email. My email is matt@scienceofsuccess.co. I’d love to hear from you and I read and respond to every single listener email. 

This episode was a little different from our normal episodes. If this was something you enjoyed, if you liked the discussion, the back and forth, the conversation between me and Austin, let us know and we can do more episodes like this. We can have more conversations, we can discuss some of the themes from the podcast. You know, this was something new and we wanted to see what listeners thought of it. So if it's something you really enjoyed, if you got a lot out of this episode, please email us and let us know.

Remember, the greatest compliment you can give us is a referral to a friend, either live or online. If you enjoyed this episode, please, leave us a review and subscribe on iTunes. It helps more and more people discover the Science of Success. I get a ton is listeners asking, “Matt, how do you organize and remember all this information?” Because of that, we created an amazing free guide for all of our listeners. You can get it by texting the word “smarter” to the number 44222. Or by going to scienceofsucess.co and joining our email list. 

If you want to get all this incredible information, links, transcripts, everything we talked about on this episode and much more, go to our show notes page. It's at scienceofsuccess.co, hit the show notes button at the top. WE discussed a ton of information in this episode. All of it's available in the show notes page. I highly recommend that you check it out.  

Thanks again and we’ll see you on the next episode of The Science of Success. 
January 03, 2017 /Lace Gilger
54 - Why You Shouldn’t Follow Your Passion & The Rare Value of Deep Work with Cal Newport-IG-2-01.jpg

Why You Shouldn’t Follow Your Passion & The Rare Value of Deep Work with Cal Newport

December 29, 2016 by Lace Gilger in Career Development, Focus & Productivity

In this episode we discuss why you should not follow your passion, the two biggest pitfalls people struggle with trying to build a career they love, the incredible importance of DEEP WORK, why deep work is so valuable and how we can cultivate it, as well as how you can structure your lifestyle to attain autonomy and mastery with Cal Newport.

Cal is an Associate Professor of Computer Science at Georgetown University, He previously earned his Ph.D. from MIT in 2009. Cal has authored several bestselling books including “So Good They Can’t Ignore You” and “Deep Work” both of which have received deep praise from The New York Times, The Wall Street Journal, The Economist, and many more. 

If you’re looking for some guidance as you plan your new year, listen to this episode! 

We discuss:

  • Why following your passion is bad advice

  • The 2 fundamental flaws of the idea that you should follow your passion

  • There’s a huge difference between what makes you enjoy a hobby and what makes you enjoy a profession

  • The core components of having a happy professional life

  • If we don't follow our passions, how do we end up with a job we are passionate about?

  • The simple, but not easy, path to having a passionate career

  • Importance of building up rare and valuable skills by pursuing an apprecenticeship phase

  • How to cultivate skills to attain leverage to get the autonomy and mastery that will make your work meaningful

  • The right question you should ask if you are unsatisfied with your job

  • The 2 biggest pitfalls people run into trying to find and build a career they are passionate about

  • Why you need career capital and how to cultivate it

  • There are many many paths you can take that could lead to a passionate career

  • We go deep on the concept of DEEP WORK

  • We discuss why deep work is increasingly both valuable and rare

  • How you can produce at an elite level while working fewer total hours

  • How Deep Work is a meta skill that fuels other skills

  • Attention residue and how it can crush your cognitive ability

  • Why Deep work requires zero distraction. A single glance at an inbox or social media account can disrupt an entire deep work session

  • The importance of scheduling deep work far in advance on your calendar

  • Why everyone is an artist, and how that changes what work you should focus on

  • The danger of focuses on “taxes and paint”

  • Deep work is a SKILL not a HABIT and it gets better with practice

  • How to stretch your ability to concrete

  • Lifestyle changes you can implement that create the foundation for deep focus and deep work

  • How to break the cycle of addiction to novel stimuli

  • Why you should schedule all your deep work on your calendar ahead of time

  • Exercises that you can implement right now to train your concentration

  • Why Cal recommends that you should embrace boredom

  • Your deep mental addiction to new stimulus and how you can break it

  • And much more!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Book] Originals: How Non-Conformists Move the World by Adam Grant and Sheryl Sandberg

  • [Book] Give and Take: Why Helping Others Drives Our Success by Adam M. Grant

  • [Website] calnewport.com

  • [Book] Deep Work: Rules for Focused Success in a Distracted World by Cal Newport

EPISODE TRANSCRIPT

[00:00:06.4] ANNOUNCER: Welcome to the Science of Success with your host, Matt Bodnar.

[00:00:12.4] MB: Welcome to The Science of Success with your host Matt Bodner. Welcome to the Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study and I am going to take you on a journey into the human mind in what makes peak performers tick with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.

In this episode, we discuss why you should not follow your passion. The two biggest pitfalls people struggle with trying to build a career they love. The incredible importance of deep work, why deep work is so valuable, and how we can cultivate it, as well as how you can structure your lifestyle to obtain autonomy and mastery with Cal Newport. 

The Science of Success continues to grow with nearly 700,000 downloads. Listeners in over a hundred countries, hitting number one New Noteworthy and more. A lot of our listeners are curious about how to organize and remember everything. I get tons of listener emails and comments asking me how I keep track of all the incredible knowledge I get from reading hundreds of books, interviewing amazing experts, listening to podcast, and much more.

Because of that, we created an awesome resource for you and you can get it completely free by texting the world “smarter” to the number 44222. It’s a guide we created called How to Organize and Remember Everything. Again, you can get it completely for free by just texting the word “smarter” to the number 44222. 

Listeners are loving this guide, I get emails all the time people telling me how much this has helped them organize their information and keep track of all the incredible things they learn from this show and all the other things in their lives that they’re doing to improve themselves. Again, you can get it by texting “smarter” to 44222 or by going to scienceofsuccess.co and putting in your email. 

In our previous episode, we discussed the incredible power of kindness, showed how kindness triggers the helper’s high and causes dopamine and oxytocin to flow through your brain. Looked at study data from a 136 countries showing the science behind why kindness is so powerful. We walked through several concrete examples you can use right now to take action and be kind to someone today, and much more, with John Wang. If you want to take small, immediate action to make the world a better place today, listen to that episode now.


[0:02:31.5] MB: Today, we have another amazing guest on the show, Cal Newport. Cal is an associate professor of computer science, at Georgetown University. He previously earned his PhD. from MIT in 2009. He’s authored several bestselling books including So Good They Can’t Ignore You and Deep Work. Both of which have received incredible praise form the New York Times, the Wall Street Journal, the Economist and much more. 

Cal, welcome to the science of success.

[0:02:53.7] CN: Hi Matt, thanks for having me on.

[0:02:54.6] MB: We’re so excited to have you on here today. Before we dig in to some of the topics that you’ve written about, for listeners who may not be familiar, tell us a little bit about you?

[0:03:02.9] CN: My day job is I’m a computer science professor. I study sort of the mathematics behind the algorithms that run a lot of the computer systems at the heart of our digital life today and then my sort of side gig, as you might call it, is to actually write books and that’s where I tackle these type of issues around this technologies affect our life and how people can thrive and succeed in this sort of new world.

[0:03:26.0] MB: In one of your earlier books, So Good They Can’t Ignore You, you talk about the concept of sort of pursuing mastery versus pursuing your passion and finding your passion. I’d love to kind of share that with the listeners and for those who haven’t read it, sort of explain to them kind of the core premise of that book.

[0:03:40.6] CN: Yeah, the core idea, which is an idea that got me in some trouble and I like that is that follow your passion is bad advice. That if your goal it to end up passionate about what you do for a living, that advice that you should follow your passion is probably going to reduce the probability that you end up succeeding with the goal. That that career advice that we’re told almost ubiquitously, at least in recent American career conversations and culture, is actually way too simplistic and quite flawed and doesn’t capture the more complicated and more interesting reality of how people actually build careers that are satisfying, that are motivating, that generated a true source of passion.

[0:04:16.0] MB: Why do you say that it’s bad advice to follow your passion?

[0:04:19.5] CN: Well, this idea that you should follow your passion is dependent on two core assumptions being true for it to work. The first assumption that has to be true for this advice to actually make sense is the idea that most people have an identifiable, preexisting passion that they can then use as a foundation for career choices. If you don’t have this clear passion that exist in advance, the advice makes no sense because there’s no passion to follow. 

And it turns out we don’t have a lot of evidence that his is really common, especially for younger people. We don’t have a lot of evidence that most people should be expected, to be hard wired with an identifiable passion that’s somehow relevant to the jobs that happen to be available in the 21st century knowledge economy. That first premise is required for this advice to be true, it’s something that doesn’t necessarily hold up.

The second premise that has to be true, the second assumption that has to be true for this advice to make sense is that if you really like something and then you do that thing for your job then you will really like your job, that sort of passion or interest in a subject will transfer over to a professional engagement in the subject and again we don’t have a lot of evidence that that’s true either. It’s one of these syllogisms that kind of makes intuitive sense when you first hear it, “Oh yeah, I really love this so if I’m kind of doing that for my job, I’ll really love my job.” 

But we don’t actually have a lot of evidence that that’s true. In fact, think about all the clichéd stories we hear about the passionate amateur photographer, or the passionate amateur baker who ends up miserable when they open a professional photography studio or a bakery. Those type of stories alone tells us that what leads people to be satisfied in their work is much more complicated. 

So with those assumptions destabilized, this idea that “oh just figure out what your passion is and do it for your job, and you’ll love your job” goes from seeming like self-evident, great advice to instead being something that seems simplistic and not supported. I think we need to move on to something that’s a little bit more sophisticated if we’re serious about actually crafting meaningful careers.

[0:06:01.5] MB: You know, the second assumption especially kind of rings so true to me that that’s fundamentally flawed. One of my favorite things, one of my favorite kind of hobbies is to play video games. And you know, if I thought about it, if I was forced to play those 12 hours a day and I had to do that in order to kind of earn an income, I think eventually you kind of reach a place where you sort of resent what used to be something that you’re really passionate about and really enjoyed.

[0:06:23.7] CN: Yeah, that’s absolutely true. Because there’s a big difference between what makes you enjoy an activity that you do in your leisure time and what makes people enjoy a profession. What makes you enjoy an activity in your leisure time is its’ own sort of thing, but we have a lot of research on what leads people to find motivation, passion or satisfaction in professional endeavors and it has nothing to do with matching that activity to preexisting interest.

The things we know matter in the professional world is for example, a sense of autonomy. You control what you do, how you do it, when you do it. A sense of mastery is also important. You’re good at what you do, you have a craft that you’re respected for. A sense of impact on the world is very important. A sense of connection to other people on things that matter. These types of traits are what consistently lead people to say, “I’m passionate about what I’ll do,” and you’ll notice that none of those traits have anything to do with you match the job to some sort of preexisting, intrinsic trait you had before you chose the job.

Again, this idea that we’re wired to do something and if you get a job that matches it, you’ll really like that job, it makes sense, it’s intuitive, it’s easy but it really couldn’t be further from the sort of the reality, the psychology of how people actually develop this passionate motivations for their professional endeavors.

[0:07:32.2] MB: I’d love to dig a little bit more into that and kind of the idea of instead of following our passions, I’d love to explore kind of the concepts that you said, what can we do to end up with a job that we’re passionate about?

[0:07:42.1] CN: Once you understand, okay, the types of traits that lead people to love their work or things like autonomy, like mastery, like impact, like relationships and connections, the question then is, “What is the most effective and time efficient way to get those traits in your career?” Now we have a much more specific question that we can actually tackle more technically. If you study this, you study people who have succeeded in obtaining those traits and building passion in their career, you see there are many ways that people get there. 

There’s one path in particular that comes up the most often and is probably the most consistently replicate-able and it’s a pretty simple path, though it’s hard to execute, and it basically says, “Skills are your currency.” Those types of traits that make your job great, the type of traits that make people love their work are rare and valuable. If you want them in your career, no one cares that you want them, it’s not enough to say, “That would be great, how can I get them?” You have to have something valuable to offer in return in a job market that’s almost always going to be rare and valuable skills.

So the most consistent path to building passion your career is to go through an aggressive and intense apprenticeship phase, where you are trying to build up rare and valuable skills, things that are unambiguously valued by the marketplace. Step two is you then use those skills as your currency or as your leverage to obtain in your work, these highly desirable traits that lead people to great satisfaction; the autonomy, the impact, the mastery, the connection with other people and so on. 

So it’s really this kind of two step process. You build skills and then you invest those skills to try to gain more control of your career and steer it towards this traits that we know you really enjoy. So if someone says, “I really don’t like my work,” the right question is not, “Well, let’s do some introspection and see if this is your true passion. If not, you need to switch your job.” The right question is, “Well how much rare and valuable skills do you have? How valuable are you to your field of your marketplace?” 

If your answer is “a lot”, then go out and use that stuff as leverage and if the answer is, “Well, I’m not really that valuable, I don’t have any rare and valuable skills,” then the right answer is not “Switch your job and follow your passion.” It’s, “Well we got to build up that capital quick, we need to get you good at what you do, we need to get you some leverage and authority in the job market place as quickly as possible.” So it’s really a focus on not what does this job or the world offer me, it’s instead a focus on what am I offering to the job, what am I offering to the world of value?

[0:09:52.1] MB: I think that’s such a critical distinction and you hit the nail in the head in the sense that people are often asking the completely wrong question. Sitting there thinking, “Well what about this job that I’m not passionate about, should I be changing?” When in reality, what they really should focus on is, “What can I do to better serve this job so that I can then build leverage and create a job that will give me autonomy and mastery and the things that truly lead to a living and passionate life?”

[0:10:15.6] CN: Yeah, and the hard part about it, the reason why a lot of people fall short is that there is two pitfalls in actually executing the strategy and a lot of people who are sort of aspirational to have a really meaningful job falling to at least one of these two pitfalls. The first pitfall is trying to make a move to get these great traits in your life before you have the skills, or what I sometimes call the “career capital”, to back it up. If you say, “Okay, I want autonomy in my life I want a ton of mastery and connection and impact,” and you’re 21 years old, you have no particular skills built up and you quite your job and go start an ill faded online business venture or some such, without anything to back it up.

Well you say, “If I was really successful at this, I’d have all these traits,” that’s a pitfall. You haven’t built the skill yet, you haven’t built the career capital. On the other hand, something you see just as commonly, is people who build up a lot of really rare skills or invaluable skills but they never step back and use it as leverage. We have how many sort of miserable workaholic lawyers you know for example who are actually incredibly valuable to the world and to the job market place. They have this very valuable skills they built up, but they never stepped back and used them as leverage. They’re good without actually using that to build a good job.

So I think what’s hard about it is avoiding both pitfalls. It’s first of all making sure you have enough skill to actually have real leverage before making the big changes. But then two, when you get there, having the courage to actually pull the trigger on that and use the skills and take them out for a spin and so if you can navigate both those pitfalls then I think you have a pretty consistent path to passion.

[0:11:41.2] MB: So for somebody who is listening now that feels stuck in a job that they kind of feel like they’re not passionate about, your advice would be focus first on developing a truly valuable skill set before you think about kind of getting to the next step of building the pillars of what actually, create a passion and career?

[0:11:58.1] CN: Yeah, that’s right. There are two things you have to have, you have the career capital, which is again my metaphor for these rare and valuable skills; the more skills you have, the more career capital you have. You have to make good investments on the capital once you have it. Those are the two questions you have to ask if you're unhappy in a position, “What are my career capital stores look like and am I ready to be making investments?”

If you have good career capital, you need to start thinking about investments, which is, “How do I use my skills as leverage to change my situation in the way that resonates?” If you don’t have good career capital skill stores, the question is, “What can I do to build those up as quickly as possible?” Now of course, I’ll give you the caveat; it’s not the case that every person can be passionate in every job, but I think the threshold is much lower than we like to think. We like to think right now in our current culture conversation that there’s one job in which you can be passionate. That’s what I think is nonsense. 

I think for most people, there’s many different paths in which if they build and invest career capital, they could be very passionate. That being said, there’s obviously some that aren’t going to be, right? If there’s a job where you hate the people, you’re not going to be able to go passion in that no matter how much per capital you get. If there’s a job that is doing something that is actively against your values. You’re not going to be happy in that no matter how much career capital you have. 

If you have a job in an industry that is not going to allow you to invest career capital, they say, “I don’t care how good you get, this is the path you have to follow and you have no flexibility. There is no investment that you can make in your skills to change things.” You’re probably not going to be able to build passion in it. So not every job is going to be a source of passion but many jobs will. 

So you first kind of want to do this filtering, “Hey, is this a position where if I got really good and use that skill as leverage, I could see a lot of opportunities for me to build compelling paths?” If the answer is yes, that’s good enough. Now you can buckle down and execute this strategy, which is assess your career capital stores, get them large and then start making investments.

[0:13:45.3] MB: So we’ve talked a lot about building skills and developing career capital, I’d love to transition into talking about a skill that you’ve written extensively about, which is deep work. I’d love to kind of begin with how do you define deep work?

[0:13:57.9] CN: Deep work, which is a concept that came in part out of this conversation we just had, sort of a reaction to people asking, “How do I build up career capital really fast?” It is a very specific activity, which is when you’re focusing without distraction for a long period of time on a cognitively demanding task. So you’re giving something hard, your full, completely unbroken mental attention. If you’re doing that, you are executing deep work.

[0:14:23.0] MB: You write about the idea that deep work is both rare and valuable, tell us a little bit about that?

[0:14:27.6] CN: What’s interesting about this activity of deep work in our current moment is that, I think there’s a strong argument to be made that is becoming increasingly valuable in our economy. That is, the better you are at performing deep work, the more intense levels of concentration you can obtain, the more time you’re able to spend in these states of concentration, the more valuable you’re going to be to the economy, especially in the knowledge sector.

The term the economists used was “deep work is like the killer app for the knowledge economy”. At the same time, it’s becoming more rare. People are becoming worse at performing deep work. People’s ability to concentrate is diminishing, people’s tolerance or scheduling ability to actually have long bits of unbroken time is also rapidly going away. So we have an economic mismatch. 

A skill that is becoming more valuable at exactly the same time that it’s actually becoming more rare, which any economist will tell you, means that it’s going to be really, really valued in the marketplace. So I see it as an opportunity that if you’re one of the few to systematically cultivate your ability to do deep work, you’re going to have huge value in the marketplace just like if you’re back in the early 1980’s and getting out ahead of I’m going to really learn computer programming and advanced level.

You’d have a lot of value in the marketplace. You’d be out in front of a trend. I think deep work is that sort of killer app of our current moment. That those who systematically train that skill can take advantage of that economic mismatch and find themselves with a whole bunch of career capital in the marketplace.

[0:15:50.5] MB: So, the implications of this are that for the fact that it’s both increasingly rare and increasingly valuable, it’s something that’s going to become really in demand and people who focus on kind of developing this ability to focus on deep work are going to be rewarded substantially?

[0:16:07.4] CN: Yeah, I believe that to be true. 

[0:16:08.8] MB: So for a listener who kind of thinks about this and says, “Oh, you know, he’s kind of a luddite, he doesn’t really get the importance of social media and staying connected and being plugged in to everything,” how would you respond to somebody like that?

[0:16:20.5] CN: The marketplace is pretty simple. It rewards things that are rare and valuable. If you can do something that people value and not a lot of people can do it, it will reward you. If you can’t, it won’t. There really is no shortcut around it. There really is no way to take something that’s kind of fun and easily replicatable and if you just do a lot of it that it’s going to somehow make you very valuable to the marketplace. 

This, for example, is my issue with social media as being seen as some sort of key to your career. Being on social media, doing hash tags, retweeting things, putting things on the Facebook wall is fundamentally and easily replicatable, low value activity. There is no hard earned skill involved in doing that and you can wave around a lot of terms like network effect and connectivity and serendipity and connection and opportunity.

But it doesn’t change the underlying fact that it’s just an easily replicatable, low value activity and that cannot be the foundation of the marketplace really rewarding you. My observation, especially when I was researching So Good They Can’t Ignore You, I was going out there in all sorts of different industries, all sorts of different fields, to find people who were very passionate about their work who were at the top of their game is that the way they got there is that they built up, systematically and deliberately, a craft or a skill that was very valuable.

As they built up the skill, there is plenty of opportunities, a lot of interesting things happened in their life, they were connected to interesting people, a lot of things came across to trans them. That was not the issue. The hard part was building up the skill and if being on social media is getting in the way of doing that, you have the equation entirely backwards.

Rare and valuable skills is what’s rewarded. Building a craft, applying a craft, that’s what the market wants to see. that’s the foundation of a life of passion and meaning and satisfaction and anything else, it could be fun, it could be diverting, but it’s not going to be at the core of that success.

[0:18:02.9] MB: I’d love to dig into some of the data about why deep work is so valuable.

[0:18:08.2] CN: There’s really two big reasons why deep work has this growing value, the first reason has to do with learning complicated things. So in order to learn something that’s new or complicated, you have to enter a state of deliberate practice. A state in which you’re giving intense concentration to the task at hand because we now know from decades of psychology research that to learn something new, you essentially have to stretch your comfort level with that information just like you would have to stretch your muscle past where it’s comfortable to actually get muscle growth.

That’s a state of deep work. So the better you are at concentrating intensely and maintaining intense concentration, the easier it will be for you to master cognitively demanded or complicated to do things. Now, the ability to quickly adapt and learn complicated new things is crucial in the increasingly competitive knowledge economy. If you can’t keep up with the new systems and ideas, you're going to fall behind. So that’s one where deep work is really becoming more valuable. 

The other is, it helps you produce higher quality work in less time. The amount you produce per hour spent in deep work and the quality of what you produce can be significantly more than if you’re working in a more fragmented state or a state with lots of just checks of inboxes and phones. So if you’re very comfortable concentrating intensely on something, giving something your full or cognitive attention for long periods of time with no distraction, you can produce at an elite level. 

This too is becoming very valuable in the increasingly competitive knowledge economy because if you’re not producing at an elite level and whatever field you happen to be in, you’re going to be at increased danger of being automated, outsourced, or replaced. So deep work is like this meta skill. The meta skill that fuels the more concrete skills that are necessary to stay on the right part of the sort of growing my modal divide in our increasingly competitive knowledge economy, if you want to be on the winning side of this increasing divide, you’ve got to be able to pick up parts quickly, you’ve got to be able to produce an elite level. The better you are deep worked, the more you prioritize it, the better you're going to be at those two things, which we know are going to be crucial to staying ahead.
 
[0:19:58.5] MB: So the idea that you can produce higher quality work in less time, is deep work the kind of thing that you need to be working for 12, 15 hours a day, totally concentrated? Or can it work in shorter bursts?

[0:20:10.6] CN: 90 minutes is about the lower limit where you’re going to start to get a lot of use out of deep work. The reason is that what deep work helps combat is an effect called attention residue, which says when you shift your attention to another target and then back to your original piece of focus, that new target can leave a residue in your head that actually reduces your cognitive performance for a non-trivial amount of time before it clears out.

This is especially true for sort of open loop style targets. So if you shift real quickly and see an email in your email inbox or you know you need to answer and it’s semi-urgent but you don’t want to answer it right now and then you shift back to the hard thing you're trying to do, that’s going to be a sort of a very strong layer of attention residue which is going to, we now know from studies, is going to really significantly decrease your cognitive performance. Your brain is going to be operating at a lower level. You’ll produce less and it’s going to take you longer to produce things and this can take a while to clear out. 

So if you aside 90 minutes for deep work, for example, you might spend the first 20 or 30 kind of clearing out every last vestige of that attention residue and then the next 60 minutes you’re really operating at a high level and actually getting some things done. That attention residue effect, however, is also why deep work requires by definition zero distraction. A glance to an inbox, a glance at a social media feed invalidates that period of work is being deep work, it’s no longer deep work and the reason is, as we know, those quick glances can have an impact for 15, 20 minutes. 

So if you’re glancing like most knowledge workers do, you say, “No, I’m single tasking. I’m just trying to write this thing, I’m giving it my full attention and I’m only just glancing at my inbox every 10 minutes just to make sure nothing important is in there or just glancing at Twitter just to give my brain a little bit of a break,” You’re essentially keeping yourself in a sustained state of reduced cognitive performance. 

It’s like taking an antineurotropic. A drug that’s optimized to make your mind worse or perform at a lower level. So that does it all to keep work, you're not going to get the benefits of high level production. For those reasons, you need at least 90 minutes to do deep work but certainly 15 hours. You absolutely have to be completely distraction free for a period of time to actually count this step and get the true benefits of that.

[0:22:12.0] MB: Personally, how much time do you schedule either sort of daily or weekly for deep work and how do you escape all of the kind of the myriad of distractions, everything from phone notifications, to emails, to colleagues coming down the hallway and asking you a question?

[0:22:27.5] CN: I spend two and a half to three days in a five day work week doing deep work on a typical week. The way I make that happen is I actually schedule my deep work on my calendar about one month in advance. So it’s on their far enough in advance, that time will be protected before people start asking, “Hey, can you do a meeting, can you jump on a call, can you do an interview?” So I know that time is protected but before people are going to start requesting for that time. 

I used to just try to schedule it the week of, but the problem is, by the time you actually got to the week, you would have agreed to a lot of things, each of which is reasonable by itself but spread out enough that you have no unfragmented pieces left in your schedule. So I like to do at least one or two full deep work days where it’s essentially that’s all I’m doing and maybe get another half day of deep work in there as well.

When I’m doing deep work, I’m doing deep work. If someone tries to contact me, they don’t get through to me until I’m done with the deep work and if someone’s like, “Hey, I couldn’t get through to you.” It’s like, “Yeah, I was in a thing and now I’m not. Now I can get back in touch with you.” That’s okay. It could be annoying for some people who are used to working in this sort of reactive way where everyone’s available all the time and you can have these back and forth conversations, too bad.

I guess if that’s your work flow that you require this sort of ad hoc, on demand communication with everyone you work with, you’re not going to work well with me. That’s how I do it. I protect it very seriously. I see it at the core of succeeding on what I do and it makes other things clear. How do I schedule meetings, how do I schedule this other things? Well, if today is not set aside for deep work then it’s fair game for that. So I have plenty of time still available for meetings or for interviews like we’re doing right now or for calls or coffee. I’m not cut off from the world, but it’s a clear division for me. This is when I’m doing deep work, this day is open game for other types of things.

[0:24:06.1] MB: I’d love to look at some sort of successful people who have used deep work and some examples that you talk about in the book of kind of people who leveraged deep work to produce incredible outcomes. Are there any particular stories from the book that jump out at you as kind of some of your favorites?

[0:24:20.6] CN: Well one of my favorites, because it’s kind of close to what I do, is the work habits of the professor and author Adam Grant. He’s a business professor at Wharton but your audience probably knows him from his more popular books like Give and Take and Originals is his current book. The thing about Adam is, in addition to being a very successful and bestselling writer, he’s also a very successful academic.

He became a full professor at a very young age and was the youngest full professor at Wharton and one of the youngest full professors in the history of Wharton. If you wonder how did he do this, how did he become the youngest full professor at the best business school in the country, l at the same time he’s also this bestselling writer? It turns out if you ask him that deep work is at the core of his strategy that he leverages deep work and by doing so is able to produce a lot more than his peers. In particular what he does is at the high granularity level, that’s sort of the high level, he puts all of his courses into one semester. 

So instead of teaching some in the fall and some in the spring, he puts all of his courses typically in the fall. When he’s in the fall, he says, “I’m teaching, I’m there, my door is open, I’m focusing on my classes, my students can come in.” He’s won best teacher award at least once at Wharton, which is very hard to do so it works fine. Then that means the spring and summer that follows can be dedicated much more purely to working on his research, which is the key obviously to success at a school like Wharton.

Within those research periods, what he then does is he’ll put aside periods of time that will be multi days in length where he’ll go deep with zero distraction on whatever the cognitive task is required to make progress on his current research projects. So, “I’m going to go deep, I’m going to figure out this data or I’m just going to write the whole paper. One, two, three, maybe four days in a row.”

During those periods, he puts an out of office responder on his email so that his colleagues will see it as if he’s overseas. “Look, I’m out of office until Thursday, I’ll get back to you then.” So he’s completely unreachable and he just goes deep when he’s working on his research. Now if you actually count up the total number of hours that Adam Grant spends in those sessions working on research, I don’t think it would be more than what sort of his average peer spends on research year round at a competitive or comparable elite business institution. Yet, if you look at Adam Grant’s CV, he’s publishing almost the factor of two more peer view journal articles in the typical professor at a typical elite business university. This is how he became a full professor at such a young age. 

So what’s happening is, because he’s prioritizing deep work, long sessions of completely undistracted time, he is producing more quality and more output per hour spent working? In the same number of hours that one of his peers works, he is producing almost twice as many papers and because he’s focusing on deep work, he wants to concentrate intensely, he protects his ability to concentrate, he does it for long periods of time. He’s getting a lot more out of his time.

[0:27:02.3] MB: The kind of opposite of deep work, you talk about the concept of shallow work. How would you define that?

[0:27:07.8] CN: I just define shallow work to be anything that’s not deep work. So if it doesn’t match the definition of deep work, it is shallow work. There is nothing intrinsically bad with shallow work and obviously almost every job requires different degrees of shallow work just for your position to operate. You don’t do shallow work, you’re going to lose your job. But I think it’s important to make a distinction between deep work and shallow work because they’re not the same thing.
So it’s not just enough to say, “I’m busy. I’m working all the time.” The real question is how much your work is keep work versus shallow work because the right way to look at it is if you work for someone else, shallow work is what’s going to keep you from getting fired, deep work is what’s going to get you promoted. So if you’re busy, that means nothing if what you’re mainly doing is shallow work because you’re actually not doing a type of stuff that’s going to get you ahead. 

If you run your own business, it’s the same sort of idea. Shallow work might be what keeps you from going bankrupt in the next few months, but deep work is what’s going to 10X your revenue over the next year. So the distinction is important not because shallow is pejorative or shallow work is bad, but it’s because you have to treat both type of efforts differently and recognize that shallow work might be necessary but deep work is the whole ball game in terms of moving ahead.

It’s where you master new skills, it’s where you produce those skills in elite level to produce things that are valuable. The stuff that gets you noticed, the stuff that gets you promoted, the stuff that gets your company to grow. So the question is not how busy you are, how much work you're doing. The question is, how much deep work are you able to do in your typical week, because that’s really what’s going to move the needle.

[0:28:29.3] MB: In many ways, that seems very aligned to me, of kind of the concept of urgency versus importance and the idea of that in many cases the kind of not urgent but important items are often the biggest, most high leveraged items that can have the most substantial impact on your life and in your career.

[0:28:46.2] CN: Yeah, it’s the same type of idea that’s come up before. This is actually just getting more specific about what the actual work activities feel like. For an artist, this is obvious. An artist knows the time he or she spends at the canvas is the time that matters, right? Producing art, trying to produce better art, that creative struggle is everything in terms of the artists success. And the other stuff, like doing their taxes or sitting with the catalogs and order new paints and canvass, it’s obviously something, though a necessary evil, is something that they know clearly, “This not helping my career. If I spent all day doing my taxes and ordering new paints and easels I’m not going to get anywhere.”

The reality in the competitive knowledge economy is essentially everyone’s an artist and so you really have to worry how much time am I actually spending struggling with a blank canvass and how much time I’m spending in doing my taxes and ordering the paints? And I think for a huge segment of the knowledge economy, people are spending all of their time on a proverbial taxes and paint ordering side of things. 

Email, meetings, PowerPoint, social media post, engaging with people in social media, that’s all the equivalent of the artist doing their taxes and ordering new paints and brushes. You’ve got to do it at some, but it’s the time that you spend at the canvass the only time that’s actually going to help you produce value, succeed, to grow, to make money, all the stuff that you actually care about. 

[0:29:59.9] MB: And I think you use a phrase in the book where you talk about the comfort of the artificial busyness of shallow work of sitting in your inbox and firing off emails. When in reality, that’s not really creating a lot of value. 

[0:30:11.6] CN: Yeah, it’s not rare and valuable. Anyone can CC an email, anyone can reply to an email, everyone does it. There is over a trillion sent each year. There’s no way that sending emails is going to ultimately lead you to more value or producing more advancements in your career or in your company’s growth. It’s producing things that are valuable require a sort of sustained, intense concentration and the knowledge economy, your brain is the tool you have.  

So using that at a high level is absolutely the biggest return activity you can do and I think our cultural conversation has veered away from this too much and we really love secondary benefits. “Well but if I connect with this person on Facebook and then it could turn out down the road that they become a client and that client becomes a big source of revenue,” and then from that observation suddenly you are spending 99% of your time on Facebook connecting to people, doing things on Facebook and not actually producing things of value. 

I think that focus on secondary benefits is a real issue because their value is being way over emphasized and it way under emphasizes the value of actually producing stuff that requires skill and that pushed your brain to it’s limit. That’s 90% of the whole thing. That’s the whole ballgame in some sense. There’s no amount of seeking out the secondary effects of connectivity and networking and communication and opportunities and all these sort of things. None of that is going to even hold a candle to the value that is produced by doing things that are rare and valuable. Honing your skill, applying your skill that produce things that are valuable. 

So I think we’re in this moment right now where inspired by advances and network technology that we’ve adopted a lot of that terminology in the business world and we are focusing way too much attention on the importance of connections and serendipity and out there selling your services and letting people know what you are and not nearly enough attention on the thing that we’ve known for millennial of skilled labor, like the core to success and satisfaction, which is actually honing the skill and applying it to the produce things that people care about. No amount of social media posting in the world can compensate for “I don’t really have something to offer that is all that rare in value”. 

[0:32:09.1] MB: For somebody who’s listening that is caught up in the world of shallow work and busyness, is it possible for them to train themselves to transition to a world of deep work? 

[0:32:21.3] CN: It is possible and I think the keyword is “train”, because this is something that people often get wrong. People often think about deep work as a habit like flossing their teeth. Something they know how to do is they need to make more time to do it. They’re like, “I should probably turn off my devices more. Do some detoxing, spend more time doing deep work.” The reality is that deep work is a skill much more like playing the guitar. It’s something that gets better with practice, and if you haven’t been practicing it pretty seriously you’re not going to be very good at it. 

So if you take the average American knowledge worker who spends very little time in a state of intense concentration and you whisk them away and you put them in a Faraday cage in a cave somewhere where no electronic signal can possibly penetrate it and you give them, “Here, you’re going to do this one hard thing and you have no possibility of distraction. You’re going to be here all day.” They would probably struggle and probably not produce much because they haven’t actually developed their ability to do deep work. Just like if you took someone off the street and put them on stage with a guitar and said, “Okay play a concert,” they would struggle to do that too because they haven’t practiced the guitar yet. They don’t have any skill at it. 

That distinction is important to make because a lot of people who don’t recognize that dabble with deep work and then it doesn’t go well. It’s uncomfortable. They don’t like it, their attention is fragmented and they say, “I must not be a deep work person,” and they give up on it all together. But if you recognize that it’s a skill that you have to train, then you say, “Well yeah, of course this is uncomfortable and didn’t go well, I’m new to it. How do I get better?” So a long preface to my answer, but you’re asking the right question when you say, “How do you transition or train into deep work?”

And I can tell you the very high level there’s two things involved. One is the active efforts you can do to actively stretch your ability to concentrate. So there’s actual activities you can do such as Pomodoros focused on intense focus. You start at a small amount of time and gradually move them up productive meditation or you go on walks and try to hold a single problem in your head and make progress on it and so on. 

There’s also passive things you have to do, which is changes you make to your lifestyle the sort of set the foundation where it’s possible for you to develop a deep focus ability. So just like if you wanted to be a professional athlete, let’s say you want to be a professional triathlete, there’d be active things you do. Particular training runs, training rides, training swims you do to increase your athletic ability. But there would also be changes you did to your lifestyle so that you would be more generally fit. You would eat well, you would get a lot of sleep, you won’t smoke, for example. 

The same split holds we’re getting better at deep work. The active stuff is important but so is the passive stuff and to me that means restructuring your lifestyle in particular so that you don’t live in this constant exposure to novel stimuli. You have to structure your lifestyle such that you’re bored more often and that you break the cycle of addiction that at the slightest hint of boredom you whip out a phone or a computer screen to get yourself bathed in some sort of quick novel stimuli so you’re not bored for a moment. 

If you do that, if you’re bathing yourselves in this distractions, your keeping these addictions going. It’s like drinking milkshakes or smoking if you’re the professional athlete. It’s the things that you are doing outside of work are making it much harder to succeed with the sort of active things you’re trying to do inside work. So you’ve got to train your ability to do deep work. It’s going to require active activities to stretch your ability but it’s also going to require passive activities, changes to your lifestyle that set the foundation for it to be possible for you to use your brain at a high level. 

[0:35:26.9] MB: What are a few of those active activities? I know you mentioned Pomodoro, what are some of the things for somebody who’s listening that wants to start training their concentration? 

[0:35:35.9] CN: Yeah, so a couple of things I would suggest. One, start scheduling some times on your calendar for doing this deep work training. Don’t just count on the time being right, don’t just count on being, “Hey, I think I don’t have too much to do and I’m in the mood to concentrate.” Don’t count on that. Schedule it in your calendar. At first it doesn’t have to be much. Do two or three hours a week, one or two sessions, put on your calendar, treat it like a meeting or appointment. 

So if someone tries to schedule something during that time, treat it like you have a doctor’s appointment, “Oh, I have a thing from one to 3:30, but we could do it after that or before it.” People already understand the semantics of appointments and schedules and they’ll respect that. Two, during those times you can do a variety of different exercises. The Pomodoro thing is important. The key thing there is increasing the amount of time and during the Pomodoro itself, giving as intense concentration as you can on what you’re doing. 

A key caveat is that even a slightest glance of at inbox means that Pomodoro doesn’t count. That was a failed deep work session and so what you want to see is that you’re having consistent success with a given timeframe. That you are able to do Pomodoros of that duration that are non-failed with no glancing at distraction and which you also kept your concentration high. Once you are regularly succeeding at a given time interval, then add 10 or 15 minutes to it. 

So you might want to start with 20 minutes. If you’re new to it, it might take you a couple of weeks to get comfortable with that and then you go to 30, then you go to 45 and so on. Productive meditation I mentioned, that’s about you go for a walk and you try to hold a single professional challenge in your brain and make progress on it, just in your head. The meditation pieces are referenced to mindfulness meditation, which says if you notice your attention wondering off the problem you are trying to solve, which it will do, you just notice it and bring it back. Notice it and bring it back. It’s pull ups for your brain. Do it for three weeks, you will be surprised by how much more steadier you are able to keep your concentration. 

The final thing I will mention is essentially any activity, whether it’s professional or not, that requires sustained concentration and that you get immediate negative feedback if you are concentration slips, is also like calisthenics for your brain. So playing a musical instrument, playing a skilled sport, playing a skilled board game or card game, anything where you have to really concentrate and if you let your attention slip, you’re going to miss your chord on the guitar or miss the pass in the touch football game, or make a bad bet in the poker game, that’s also training. 

You are training, you are giving your mind practice with focus on something hard, and if you slip your concentration at all, you are going to know about it. So those are three examples of many that I think could actually just like pushups, like pull ups, like going for sprints but for your brain you can see pretty quick improvements to your abilities to sustain concentration. 

[0:38:11.3] MB: So potentially something like a video game could actually be a tool that could help you maintain concentration if it really draws you in and creates a lot of focus? 

[0:38:20.1] CN: Yeah, even a video game could be, right? If it was a cognitively demanding game and you get clear feedback, which you often you do in these games, right? If your attention slips bad things happen. You get killed or your ship crashes or — you can tell I don’t play video games but absolutely. So all of those things can help you actually train your ability to concentrate. 

[0:38:36.5] MB: You touched on the idea of cultivating or embracing boredom. I love to dig into that a little bit more. 

[0:38:40.5] CN: Yeah, so this comes back to this general cognitive fitness idea that you have to set the general background capability for your brain to succeed and perform at a high level and to me, embracing boredom is the cognitive equivalent of living a generally healthy lifestyle in the world of sports and what I mean by embracing boredom is that you need on a regular basis every single day occasions where you’re bored, you would like to see other stimuli and you don’t. So you don’t look at your phone, you don't look at the computer screen you just keep doing what you’re doing and you’re bored. 

Why this is important is that if you don’t do this, your brain will build up this addiction in which it demands and expects stimuli at the slightest hint of boredom. The reason I care about that is because deep work is boring. At least in the technical definition of the term of being an absence of novel stimuli, if you’re focusing on one thing for a long period of time, it’s not novel after the first 15 to 20 minutes. 

So if your brain has learned, it gets a shiny treat when it gets bored when the stimuli gets boring, it’s not going to tolerate deep work. It’s not going to keep its focus on something. It’s just going to refuse. It’s just going to say, “Well, wait a second, we get a cigarette every 15 minutes. Where’s my cigarette? No, I am not going to concentrate on this, give me my tweet or internet break,” and so you have to break that addiction. 

You have to break that addiction if you’re going to succeed with using your brain at the elite level and the best way to do it to give yourself plenty of opportunities to be bored during the day, then your brain loses this association that it always gets stimuli. So it doesn’t necessarily mean that you get rid of your technology. What it means it that your technology no longer gets to be ubiquitous in your life. If, for example, you really like Facebook then great but say when are you going to use Facebook. 

“I really like it and tonight at seven I’m going to go on it and I’m going to check out on what’s going on, I’m going to check up on people, check in on my groups but until I get there, I don’t check it.” If you really like Twitter say, “Okay I’m going to put aside some time in the day to go through my Twitter feed and see what’s going on and check in with people and tweet some stuff,” that’s fine but it is not a background ubiquitous activity. 

If you like web surfing or MLB Trade room or some type of thing that keeps people like me occupied these days, that’s fine but there’s a particular time in which you do it. So it’s not necessarily embracing boredom about rejecting technology but about rejecting the premise that it gets to be ubiquitous presence in your life and say, “I will decide when I’m going to use technology just like I don’t keep a TV with me at all times during the day and turn it on at the slightest hint of boredom. It’s a completely reasonable thing to do and it has very positive consequences. 

[0:41:00.5] MB: Yeah, I think that is something so important and it’s so easy to get trapped in a mental addiction of, “Oh I need to look at my phone. I need to click the newest thing on Reddit. I need to see who’s messaging me.” It’s so easy to, you know, your brain really develops an addiction to these new shiny objects and I think taking a detox from that is something that would benefit everybody. 

[0:41:21.2] CN: Yeah and the key thing here is it’s not about occasionally taking a break from it. In fact I switched the script there. Because imagine we’re talking about losing weight and imagine I said, “Okay, here’s the key. The reason you’re gaining weight is because you are eating all this terrible food and you are not exercising enough. So here’s my plan, you’re going to take one day a week and on that day, you’re going to eat healthy and you’re going to exercise.” 

People say, “Okay, I’m still going to gain weight,” right? It’s like six days out of seven I’m eating crappily and not exercising. It’s the same thing with the addiction of the stimuli. If you say, “Well, every once in a while I want to put away my technology. I’ll take the Sabbath, on Saturday and not use my technology.” That’s not going to cure the problem. You have to flip it and you have to say, “I’m occasionally take breaks from not having all of these stimuli to expose myself to it.” 

So I don’t like the detox term or the digital Sabbath term because it means your standard state is exposing yourself to these addictive stimuli and then you occasionally take a break. That’s not going to change digital addiction any more than taking one day a week to eat healthily is going to change weight gain. It really needs to be your default state is one in which you are not exposing yourself to the stimuli and then like sweets or drinking whisky or something like that, it’s a scheduled activity you do occasionally. It’s the thing that you occasionally do not the thing you occasionally take a break from. 

[0:42:32.0] MB: Putting in that context makes it so clear that it’s so easy to delude ourselves and think it’s okay to constantly be in these mental addiction loops. But when you put it in the context of food and dieting, it becomes fairly obvious that it really is a transition that almost everybody listening would benefit from making. 

[0:42:49.6] CN: Yeah and once you see it that way, I think it becomes a lot more clear but it’s very hard to see these things when they’re new and I think this is the issue. The addiction is strong and I’ve noticed this, it’s the same thing you see when people have addictions in other parts of their lives when you start to push back on it, you sometimes get defensiveness and “it’s not about this, it’s about that” and it’s exactly the reaction I often get when I’ll say like I did recently in the New York Times column, “Hey, I don’t think social media is helping your career as much as you think it is. More people should quit.” 

A lot of people got upset and it reminded me a lot about, you are telling the smoker, “I don’t know if you should be really smoking the cigarettes.” They’re like, “Ah, it’s about this and that and liberty and freedom,” and really it’s “don’t take away my cigarettes”. The same thing happened when I said, “I haven’t seen a lot of evidence that this is helping people’s careers as much as they say it is, and I know the distraction is hurting it, so I really think a lot more people should quit.” 

I got a lot of pushback but very little of the pushback was, “Let me tell you particularly where you’re wrong. Here are the ways in which this is massively helping my career and massively helping other people’s careers.” It was more just sort of “You don’t understand social media and it’s the future and you’ll never know and people are on it and I know this guy who got a book deal,” and it was this frenzy of anger and response. That’s typical with an addiction. I think we should be more scared of this stuff than we are. We’re not going to leave technology behind. I’m a computer scientist for god sakes, but I think we can absolutely say, “I get to determine how I use it and not the other way around”. 

[0:44:07.5] MB: The crux of this argument in many ways is that we’re going through sort of economic transition and a technical transition and we’re still learning how to adapt to it. What groups do you think will be the biggest beneficiaries from this transition and the rising importance of deep work? 

[0:44:26.6] CN: Well certainly people who have embraced deep work is going to be the group that benefits. Now are you asking for where we are going to see like what types of groups are we going to see that split the deepers and non deep happens sort of more pronounced or first? 

[0:44:39.5] MB: Yeah, for sure. 

[0:44:40.6] CN: Yeah, well I don’t know for sure. It’s very hard to predict economic trends but there’s a couple of places where we are going to see this divide happen quickly and I think one of those is going to be in the world of computer programming and software development. Right now, there is not a major emphasis on protecting and cultivating people’s ability to do deep work, especially computer programmers, which are essentially brains your hiring to do this highly skilled thing at the highest possible level they can do it. 

My prediction is we’re going to see a split in the next 10 years or so where there’s going to be a leading edge of companies that really aggressively start to prioritize deep work. Forget open offices and we’re starting to see now. Like Fog Creek Software is really good about this. They build these individual offices that are optimized to increase your ability to concentrate but I think we’re going to see more companies like that. 

And maybe some of the big Silicon Valley companies will make the first shift where they’ll say, “Forget open offices, it’s going to be incredibly quiet private offices, and you know what? Maybe our programmer shouldn’t have email addresses. We can hire someone for your team to handle all incoming messages and they can tell you once a day what you need to know. I don’t want that distraction and forget Slack. I certainly don’t want my programmer with a Slack thing going, right? 

That’s like buying a piece of expensive factory equipment and running it at 10% of it’s capacity because it makes your life a little easier. And a couple of companies I think in that place first are going to make the shift first because you really see, in computer programming in particular, giant differences in ROI depending on how skilled the output is. Really great code is really much better than okay code in terms of the value of the software. That’s where I think we’re going to see this split first. There will be some small companies and followed by a couple of big companies that really push towards more of a deep work-centric approach. 

Suddenly, they’re going to have a much easier time hiring people. They’re going to become much more productive. They’re going to produce more innovative software. They’re going to do so in smaller teams and then there’s going to be this tipping point where 10 years after that, everyone in that industry is going to be better. So that’s the bell weather I am looking through right now is where we’re first going to see some people get huge advantages by embracing these ideas. 

[0:46:36.8] MB: What roles or positions do you think might kind of be the exception to deep work hypothesis? 

[0:46:42.6] CN: Basically any role where honing and applying a cognitively demanding craft is not at the core of the value that you offer. So there’s a bunch of different things that fall into this category. There are a lot of, for example, entry level jobs that fall into this category where you are not hired — right out of college we hire you, you’re an assistant for this group or something like that. You are not hired for a hard one skill that they want you to apply to produce craft. You are there to make everyone else’s life easier. 

So that’s a case where long periods of time spent in deep concentration is actually not bringing any value. However, if you are in one of those positions you should be trying to build up rare and valuable skills on your own time so they can move out of that as quickly as possible. I think high level management positions, it’s debatable the value with deep work. I’ve argued, for example, in the book that CEO’s of large companies are better understood as decision engines.

The right way to understand the role of a CEO in a valuable company is that they have a lot of experience so they have a large base of experience but also they have a consistent vision for the company and then other people bring them decisions, should we do this or should we do that? And based on those experience and that consistent vision they make decisions and that’s probably a more effective use of their time than them actually trying to do the deep work behind the decisions by themselves or spend 10 hours thinking deeply on a consistent basis. 

Also of course, I think people that are in primarily communication oriented roles. I mean if you’re in sales, you’re schedule is going to be fragmented in the sense that it actually calls and touches and contacts the core. Now you can do that deeply in the sense of, “I want to do this as well as possible and really study up on sale success,” but you’re not going to have long periods of unbroken time. There’s other areas as well. There’s a lot of people who do social media professionally. 

All they do all day is social media on behalf of brands. I mean obviously it’s a position in which you’re best serving people by actually just being on social media communicating with people to go on these tools. So there’s certainly jobs where deep work doesn’t help but I think it’s much more rare than people imagine and essentially, the key question is, is the biggest value you can offer to yourself or your organization you applying a hard one craft that produce things that are rare and valuable? If the answer is yes then the more deep work you do, the better. 

[0:48:52.0] MB: What’s one piece of homework that you would give our listeners to implement some of the ideas we’ve talked about today? 

[0:48:57.1] CN: I always tell people to do two things. The first is to drop on your calendar for the next few weeks, those deep work blocks I talked about. Make it like a doctor’s appointment, protect them and just get some practice, two to three hours a week doing deep work. Two, make some passive lifestyle changes and I think one of the most important easiest changes you can make is start scheduling the time that you’re going to spend receiving entertainment or distraction from the internet. 

Maybe at first you are scheduling a lot of time for that, fine. But have some autonomy over it and start scheduling when you’re going to look at social media, when you’re going to look at the internet, when you’re going to stream entertainment and start to gain some control about when you do that, when you don’t. So make that lifestyle change, drop two to three to four hours of deep work into your weekly schedule in your calendar. 

Do that for a month, I think you will lay a good preliminary foundation from which first of all to judge whether you really do want to get serious about deep work and two, you are well suited to actually act on that decision if you decide yes. 

[0:49:50.9] MB: And where can people find you and your books online? 

[0:49:54.5] CN: So I have a website, calnewport.com and you can find about the books there. Also I blog on there about a lot of these ideas. So if you want to explore some of these ideas, you can there. The books themselves are available anywhere books are sold, Amazon, Barnes & Noble, and so on. The one place you won’t find me is on social media because I’ve never had an account. 

[0:50:13.6] MB: Well that makes sense. Well, Cal, thank you so much for coming on here and sharing your wisdom. This was a fascinating conversation and I think listeners who really apply deep work will see huge dividends from focusing on it. 

[0:50:25.7] CN: Well thanks, Matt. I really enjoyed the opportunity to talk about it. 

[0:50:28.3] MB: Thank you so much for listening to the science of success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I love hearing from listeners. If you want to reach out, share your story or just say hi, shoot me an email. My email is matt@scienceofsuccess.co. I’d love to hear from you and I read and respond to every single listener email. 

The greatest compliment you can give us is a referral to a friend, either live or online. If you’ve enjoyed this episode, please, leave us an awesome review and subscribe on iTunes. That helps more and more people discover the Science of Success. I get a ton is listeners asking, “Matt how do you organize and remember all this information?” Because of that, we created an amazing free guide for all of our listeners. You can get it by texting the word “smarter” to the number 44222. Or by going to scienceofsucess.co and joining our email list. 

If you want to get all of these incredible information, links, transcripts, everything we talked about on this show and much more, you can get all of our show notes at the website, scienceofsuccess.co. Just hit the show notes button at the top. You can also get show notes for all of our previous episodes. If you haven’t been checking that out, there’s a ton of amazing resources on there. I highly recommend getting our show notes and checking them out. 

Thanks again and we’ll see you on the next episode of The Science of Success. 
December 29, 2016 /Lace Gilger
Career Development, Focus & Productivity
53 - How One Simple Act Could Massively Transform Your Brain Chemistry Today - The Power of Kindness with John Wang-IG2-01.jpg

How One Simple Act Could Massively Transform Your Brain Chemistry Today - The Power of Kindness with John Wang

December 22, 2016 by Lace Gilger in Emotional Intelligence, Mind Expansion

In this episode we discuss the incredible power of kindness, show how kindness triggers “the helpers high” and causes dopamine and oxytocin to flow through your brain, look at study data from 136 countries showing science behind why kindness is so powerful, we walk through several concrete examples you can use RIGHT NOW to take action and be kind to someone today, and much more with John Wang.

John Wang has spent the past several years researching the scientifically proven benefits that being kind to others has on our own lives. Making us not only happier, but healthier, and even more attractive! John is also the founder of The One Kindness Challenge which transformed a personal experience into a mission to spread the healing powers of kindness. Through unique accessories called kindness bands, The One Kindness Challenge seeks to remind us to commit at least one act of kindness each day and to help spread the message of kindness wherever we go. 

  • How John’s personal challenge transformed into a mission

  • John’s Lessons learned from taking homeless people out to lunch for a year

  • How John’s visit to Nepal after the Nepalese earthquake changed his life

  • The evolutionary purpose of Kindness

  • Why people aren’t kind often enough

  • Johns experience from practicing radical honesty for an entire year

  • What is the one kindness challenge?

  • We walk through the feelings and experiences of a moment of kindness

  • Kindness is triggered by the Vagus Nerve

  • How kindness triggers “the helpers high” and causes dopamine and oxytocin to flow through your brain

  • Even the smallest acts can trigger the same effect as large acts of kindness

  • Consistency in kindness it he MOST important thing

  • 21 day challenge will transform your life

  • Why kindness is more important now than ever

  • How one Uber ride can change your life

  • Its not about the words its about making a connection

  • How social media has replaced real connection with fake connections

  • How a single smile could transform someone’s life

  • We dig deep into the science behind kindness

  • How study data from 136 countries showcased the incredible power of kindness

  • We walk through several concrete examples you can use RIGHT NOW to take action and be kind to someone TODAY

  • John shares some incredibly inspiring stories from his own life about sharing and creating kindness

  • Research data showing how kindness literally makes you live longer

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Website] One Kindness Challenge

  • [Website] One Kindness Challenge - Kindness Ideas

  • [Book] Radical Honesty: How to Transform Your Life by Telling the Truth by Brad Blanton

  • [Video] "Unsung Hero" (Official HD) : TVC Thai Life Insurance 2014

  • [Video] Stealing Can Be Forgiven, Thai Commercial

  • [Video] Free Hugs Campaign

  • [Video] Denali

  • [Book] Why Kindness is Good For You by Dr. David Hamilton PhD

Research Links

  • Prosocial Spending and Happiness: Using Money To Benefit Others Pays Off - Students were given $5 or $20 and some told to spend it on themselves and others told to spend on others. Those who spent on others actually ended up being happier and the more they spent on others the happier they were. This research also held up across countries, even poor countries.

  • From Chronic Pain Patient to Peer: Benefits and Risks of Volunteering - Study examines the effect volunteering had on chronic pain patients. They found after volunteering they reported less pain and also feelings of depression went down.

  • Psychological Differences in Elderly Volunteers vs. Non-Volunteers - Volunteer workers over age sixty-five were compared to retired elderly who did not engage in any type of work activity. Volunteers were found to have significantly higher degree of life satisfaction, stronger will to live, and fewer symptoms of depression, anxiety, and somatization.

  • Reactions To Random Acts Of Kindness - We gave 122 people a flower. We did not find significant differences in reactions to kindness by age of the receiver. However, we did find that women responded more positively to kindness than did men. Also people tended to respond more positively to kindness when the giver was white regardless of the race of the receiver.

  • Sex Differences in Mate Preferences: Evolutionary Hypothesis Tested in 37 Countries - Study shows that being kind actually does make you more attractive and this was found across cultures.

  • Volunteer Work and Well-Being - This study shows that volunteers actually reported feeling more satisfied and have greater life satisfaction and self-esteem.

  • Volunteering and depression: the role of psychological and social resources in different age groups - There are a number of reasons why volunteering might yield mental health benefits, especially to older people. Volunteer work improves access to social and psychological resources, which are known to counter negative moods such as depression and anxiety. Analysis of three waves of data from the Americans' Changing Lives data set (1986, 1989, 1994) reveals that volunteering does lower depression levels for those over 65, while prolonged exposure to volunteering benefits both populations.

  • Volunteering Is Associated With Delayed Mortality In Older People

EPISODE TRANSCRIPT

[00:00:06.4] ANNOUNCER: Welcome to the Science of Success with your host, Matt Bodnar.

[00:00:12.4] MB: Welcome to The Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee, and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study, and I am going to take you on a journey into the human mind and what makes peak performers tick, with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.

In this episode, we discuss the incredible power of kindness, show how kindness triggers the helpers high and causes dopamine and oxytocin to flow through your brain, look at study data from 136 countries showing the science behind why kindness is so powerful. We walk through several concrete examples you can use right now to take action to be kind to someone today, and much more, with John Wang. 

The Science of Success continues to grow, with more than 685,000 downloads, listeners in over a hundred countries, hitting number one New and Noteworthy, and more. A lot of our listeners are curious about how to organize and remember all the information that we talk about on this show. I get tons of listener emails asking me, “Matt, how do you keep track of all of this incredible knowledge that you get from reading hundreds of books, interviewing amazing experts, listening to podcasts and more?” 

Because of that, I’ve created an awesome resource for you. It’s called, “How to organize and remember everything.” You can get it completely for free, all you have to do is text the word “smarter” to the number, 44222. It’s a guide, again, we created called, “How to organize and remember everything.” Listeners love it, I get emails all the time from people telling me how great it is, and how it’s helped them organize all the incredible information they get from this show, and all the other things in their lives they used to improve themselves.  Again, you can get it completely for free. All you have to do is to text the word “smarter” to the number 44222, or go to scienceofsuccess.co and put in your email. 

In our previous episode, we discussed the errors people make in their reasoning and how to correct them. We explained a number of statistical principles to help sharpen your thinking and make you a better decision maker. We looked at why every $1 spent on a Scared Straight program creates $400 in additional cost to the criminal justice system. We talked about the illusion of objectivity, why you should not rely on your intuition, and much more, with Dr. Richard Nisbett. If you want to make better decisions and build a tool kit to do that, listen to that episode. 

[0:02:30.2] MB: Today, we have another exciting guest on the show, John Wang. John has spent the past several years researching the scientifically proven benefits that being kind to others has in our own lives, making us not only happier, but healthier and even more attractive. He’s also the founder of the One Kindness Challenge, which transformed a personal experience into a mission to spread the healing power of kindness. We’re going to dig more into that, but John, welcome to the Science of Success. 

[0:02:53.1] JW: Thanks Matt, I appreciate that. 

[0:02:55.0] MB: Well, we’re super excited to have you on here. For listeners who may not be familiar with you or the One Kindness Challenge, tell us a little bit about yourself. Tell us your story. 

[0:03:02.3] JW: Well man, every single year I try to take on a little personal challenge for myself. So like, one year, I did radical honesty, which is you have to go and tell only the truth. You can’t lie, not even lies of omission, and ever since that one year, I got addicted to seeing how I could push my personal experience in life, which gave a new perspective on how I view the world. 

One other year following that is that I started taking people I was meeting on the street, especially homeless people, out for lunch. So every single day, if I see somebody who’s homeless, I would just say, “Hey buddy, can I take you out to lunch and then chat with you about your story?” And then we’d chat over lunch, and they were telling me what their life journey has been, and it was mind blowing. A lot of these people have such rich stories and histories. 

So this year, I was kind of without a story, and I realized that I didn’t really have missions myself. I didn’t really know what I was doing. I reached a point in my life where I was pretty happy and comfortable with what I wanted, but I wasn’t really sure what I wanted to take on, what the next challenge was. Now I travel a lot, so I’ve been to over 40 different countries. Travelling around the world, I saw a lot of different cultures, but earlier this year, I was in Nepal. 

I don’t know if everyone is aware, but Nepal has just gone through one of the worst natural disasters of an earthquake over the last year and it has done some really tremendous damage to the country. But when I was there and I was seeing that even though there was a lot of changes that these people have had suffered through, infrastructure, some of the stuff wasn’t working, they were having electric shortages, they were having shortages of gasoline and stuff like that, I found that the people there were probably some of the most giving and warm people I have ever met. 

I mean, people were going out of their way to try to add to our lives and help us in any way. At one point, I was coming back from this little hike, and we’re stranded on the street, and I had three different cars stop and ask if they could give us a ride. I was blown away. I was like, “You guys have gasoline shortages, so why are you trying to give this random stranger rides?” and they were just saying, “Well, because it’s just a thing that you do and it adds to your life.” 

So that philosophy really stuck around with me. So I came back to North America, and I was just going about my day, and I was just realizing that it was the winter time and I was having low days, and I was just low on energy and stuff like that. One day I was driving up out of an event, and I was with a friend, and on the street I saw this guy that I’ve known. I wasn’t very close with him, but I have met him at a couple of events, I met him at a couple of parties. 

I pulled over and I said, “Hey buddy, where are you going? Do you need to go somewhere? Let me give you a ride,” and he said, “Well yeah, I need to get groceries. I could walk.” I was like, “No, hop in. I’m going to drive you to get groceries,” and so he hopped in, and it was at 1 AM, so we had to drive all around downtown Vancouver looking for a grocery store that’s open 24 hours, but we found a place, and we hopped in to the grocery store. 

We walked around, and we chatted and we laughed, we got to bond a little bit, and at the end of it, he was so thankful. He was like, “Look man, I really appreciate this. I was going to just take a walk over, and that would have added another hour to my evening. So I just want to say I really appreciate what you’ve done,” and I was like, “No worries,” because at that moment I felt so incredibly happy. It was this random bizarre thing, I was having a low day. I was having this tired day and I was like, “Man I feel really great!” I feel like stoked, I feel excited. I was enthusiastic.

So I came back home and I was like, “Is there a reason for this?” Because I was always a little bit of a psychology and science nerd, so I’m like, “There’s got to be studies about this.”  So I [unintelligible] and did a Google on kindness and how it makes us feel, like, where is that coming from. As it turns out, there’s been tons of studies done, but we just have been terrible at talking about it. As it turns out, kindness isn’t just a thing that you do for other people. It is directly tied into how it makes us feel, and we’re going to talk about this later on, but there’s an evolutionary purpose to why it is that kindness is one of the strongest driving forces in making us happier and I just thought that was really cool.

 So after the event, I was like, “Well dude, I’ve got to get this out there. I’ve got to get other people doing this, and feeling like this all the time, because if just this one little act could make me feel so much happier, and so much more energized, and so much more passionate, what will happen to the world if we get thousands of people doing this?” So anyway, that’s how the One Kindness movement started, and we went and started doing research on how we could best remind people, because I mean, honestly, I think most people want to be kind. 

I think it’s not really a surprise to say kindness makes us feel good. Everybody knows that, but we just didn’t know why. We just didn’t know how it made us feel, exactly what the process was, what exact chemicals are going through our brain, what is that trigger that makes you feel the hit of dopamine and see that rise in your oxytocin levels? The biggest reason why we don’t do it often is usually because we don’t get reminded of it enough. 

And that was the second part of it. Well okay, we need something to create a psychological anchor, and in the past, I did a little bit of research into NLP and how anchors work, and I was like, “Wow, well why don’t we merge that together? Why don’t we create something that can create a physical reminder that, whenever we looked at, it would remind us of how we felt, and it will remind us of why we do this, and even more powerfully, it will remind other people of why we do this. 

So the band, basically, if you want to take a look at it, and you can check out designs of the band, it’s on our website, which is onekindness.org. It’s just a simple wristlet, like a bracelet, and then there’s a little part where you can flip it over, and once you flip it over, you could see our logo. So every single morning, you start by wearing the bracelet on one side, which says One Kindness, which just reminds you go out there and do one kindness, one act of kindness. 

Because really, it is a daily consistent act that build ups, and after you do your one act of kindness you flip the band around, and then you see the logo, and it just reminds you that you have done it. Other people see it, and they’re like, “You’ve done it!” They remind you of that, and you get to inspire the people around you to do more of that. Isn’t that cool? 

[0:09:11.5] MB: That’s awesome. I mean, that’s some fascinating challenges that you’ve put yourself through. I mean, everything from radical honestly to taking homeless people out to lunch for a year, that must have been really, really insightful, and I can see how that inspired the journey towards the One Kindness Challenge. 

[0:09:26.9] JW: Yeah, radical honesty was a fun experience, I will say. It was a difficult experience. I mean, not to say that I’m not an honest person most of the time. I am, and I try to be, but you’d be surprised at how often we tell these nice little pleasant lies that kind of, it’s a way just to make our day a little bit easier. If somebody asks you, “Hey, how are you doing?” and we go, “Great,” even if you’re having a crappy day, and we think well, what’s wrong with that? 

We don’t want other people to get involved, we don’t want to start a huge conversation. That makes a lot of sense, but as it turns out, a lot of dishonesty actually creates a sense of disconnection from people. So if you ever get a chance to check out the book Radical Honesty. It’s by a brilliant psychologist. His name is Robert Blanton, and he started a movement about radical honesty, but we’ll get into that some other day, because I think today we’ll just talk about kindness.

[0:10:22.0] MB: Definitely. So you touched on and talked a little bit about the band. Just to reiterate, what is the One Kindness Challenge itself? 

[0:10:28.9] JW: It’s actually a really simple thing. Now at the end of the day, like I said, we all want to do kind things. We all realize the power behind kindness, but it’s easy to forget, even right here with us right now. You could think of a time where you’ve done an act of kindness, it could be recently, or it could be from a little while back ago, and I want you to picture that. Picture what it is that you’ve done, or picture what it is that you’ve been seeing somebody else do, and how that made you feel, how that experience felt. 

Like, just take a moment, just really immerse yourself in that memory and how did that make you feel? What are the feelings that you’re going through? What are the experiences that you’re going through in your body? And in that moment, even just now when you are remembering it, when you are picturing yourself there now, what you’re experiencing could be one of a few things. Maybe you are experiencing some level of warmth. Like warmth that is starting up at your chest area, and it could be feeling like this calmness, this serenity and happiness. 

So what is happening there is that your kindness is actually triggered by this thing called the vagus nerve, which is right at base of our brainstem, and the vagus nerve basically controls things like your digestive track and your body functions, but more importantly, it controls your heart and your heartrate. So this has been linked in a lot of ways, the Vegas Nerve to empathy, and feelings of sympathy and empathy, which is why a lot of times when we see somebody doing act of kindness, you get that same feeling as if when you were doing it yourself. 

If you have ever watched those videos, you can go into these great series of videos that are made by a Thai insurance company, and one of the videos has this guy just going around doing these daily simple acts of kindness, and he’s just going around helping people do things like water plants, and helping old ladies cross the street, helping street vendors, giving some money away to somebody who’s perhaps living on the street and not as fortunate as he is, and he’s not a rich man or anything like that. He’s no Bill Gates, he’s no Elon Musk, or some great philanthropist, he’s just some guy trying to make people’s lives better. Every time I watch that video, I get that same feeling. I want to tear up. I just feel like this amazing sense of joy and everything like that. 

So what I’m experiencing, what you’re experiencing in that moment when you’re watching that and feeling that, and remembering that, is that you’re getting a hit of dopamine. You’re getting this hit of oxytocin in your body, where that level is going up, and you’re feeling what scientist have now called “The Helper’s High”. It actually is kind of a high, because you really do get this thrill from it. So our goal with the movement is very, very simple. 

We’re trying to get as many people doing a daily act of kindness, and like I said, it doesn’t matter if you’re doing a massive act like, “Oh, I’m going to go out and help build a shelter, build a hospital down in Peru,” or if you are doing something extremely simple, which is just like, “I am going to open a door for somebody, I’m going to help that lady in the parking lot with her groceries. I’m going to go up at someone and say, ‘Hey listen, I just want to say I really appreciate you and what you’ve done.’” 

Or you might write a note of thank you to my old high school teacher, or my old friend who once helped me and I never got to really express that. All of those count as acts of kindness, and the funny thing about that is that, as it turns out in these studies, there’s not a massive difference between the size of the work that we do, but there is a massive difference in the consistency. 

Which is to say, if you do one act, like let’s say you do one massive act in one day, and then you don’t do anything again for six months, the effect of that is not anywhere near as powerful as if you were to do, let’s say, 21 days of these smaller acts, which is why we tell the people who are part of our movement, we say, “Look, you could participate in this, we hope you participate in it forever, just what an amazing thing you’ll be doing in the world, but at the very least, try it for 21 days. Do it once a day for 21 days, and see how it makes you feel.” 

I can guarantee you, it will change your life. It would change the way you see the world. It would change the way people look at you, which is another thing that we talked about, which is actually kindness makes you look more attractive to the opposite sex, and to other people, which is great, but it would change your lifestyle. It would change how you feel. So our goal is to try to get a million acts of kindness out there, because it’s very clear that right now, we need to more kindness in this world more than ever. 

Whatever your politics is, whatever your background or culture or history is, I think it’s pretty clear that right now the world is going through some changes that, let’s just say, there may be more to this, right? People are becoming a little bit more disconnected. People are becoming a little bit more distant from each other. So we need to build that back into our societies. So that’s what the movement is about, We’re trying to get people to go out there and do 21 acts of kindness at the very minimum, and just watch their lives change. 

[0:15:24.7] MB: You know the insurance company commercial that you mentioned, which we’ll include in the show notes, is amazing. The first time I watched it, there’s a moment where some of the seeds that he planted, I don’t want to spoil it, but it starts to show, to bear fruit, I guess, and I literary broke down bawling and crying. It was such a powerful video, so I definitely recommend everybody listening to check that video out. It takes three minutes, and you’ll definitely get a huge emotional reaction and a hit of oxytocin, dopamine, etcetera, but I think you made a really good point.

[0:15:56.6] JW: I think it was you who told me about the video, Matt. I actually think it was. We were on a call before, and you were going and were like, “Oh, you’ve got to go check out this video,” and you’re absolutely right. I started to bawl. I am not a person who gets emotional very easily. I’m not a person who cries very easily, but man, when I saw the video I definitely started tearing up. 

[0:16:16.5] MB: Yeah, it’s super powerful, but for listeners who want to check it out, it will be in the show notes and you can find it there and watch it. I think you made another really good point as well, which is that regardless of the current political climate and everything else, even with just the advent of the internet and the way that people consume information today, we’re so much more solo and cut off from other people in many ways. 

You know, being a millennial myself, when I want to order food, I would rather interact with a phone than go interact with a person, you know what I mean? And so finding a way to reach out and connect with people, I think, is really, really powerful.

[0:16:49.5] JW: I completely agree with you, and I am exactly like that. I’ve got all of these ordering apps, and if you take a look at what made Uber very popular in a lot of ways, it’s not just the fact that it’s a convenient way to get a taxi. It’s also the fact that now there’s a way that we can just enter the address, and we could pretty much just hop in the car, never say a word, and then arrive, and then hop out of the car and just be like, “Yeah, thanks.” 

[0:17:12.6] MB: Sorry, I didn’t mean to cut you, I was going to say the funny thing about Uber is it’s funny, because it definitely taps into that dynamic. I’ve had so many interesting experiences with Uber drivers, where if you just engage them, you can peer into their lives and have some really fascinating moments of connection in a 10-minute car ride. So you can flip the script a little bit, and if you want to, it’s a really cool opportunity to meet people that are totally outside of your sphere of influence, or the way that you normally live your life. 

[0:17:39.7] JW: I absolutely agree with you. It’s one of those things that’s easy for you to make a connection with somebody, and note that that’s what I always really emphasize. That it’s not just about saying hi. It’s not about the word, it’s about making a connection, and we’re really lacking at that right now in society, because we have Snapchat, we have Facebook. I have, I think, over a dozen different messaging apps on my phone. I don’t even know why I have so many. 

I’m like, “I have this one.” I’m pretty sure that at a certain point, I’m going to start having more connectivity services than I have real friends that I hang out with, and there’s something not right about that, but we’ve replaced real connection with this kind of false image of connection. We replaced going up to somebody and saying like, “Wow, I saw the picture of your trip. That was amazing! Tell me about what the trip was like,” with Facebook likes and Instagram hearts. We’ve turned into this O-connection society, which is a tragedy, because there’s so much to be had in making that human connection, that we never know how much power that is. We’re becoming more and more disbanded. We’re becoming more and more lonely, but there is so much power in reconnecting. 

You know, in the 1970’s, there was once a man who walked onto the Golden Gate Bridge in San Francisco, and then he crawled over the ledge where there is a railing, and he sits there and he thought for a moment, and he jumped. He plummeted 220 feet or so, hit the water, and didn’t make it. 

His psychologist, who with the help of the medical team afterwards, basically went to his apartment to try to find out what had happened. His psychologist’s name is Dr. Motto, and they went into the guy’s house, and they went up to his desk and his bureau, and on his bureau was this note, and all it said on there was, “I’m going to the Golden Bridge today. If one person smiles at me along the way, I will not jump.” And it was such a harrowing moment. 

The psychologist, later on, had an interview with the New Yorker, was recounting this experience as it’s something that’s so small, that was all he was looking for. I’m not saying that that’s the only thing that that person needed, and I am not saying that all the people who are going through depression or difficulties, that’s all it takes to get them out of it. Certainly, I don’t want to diminish the experiences and the difficulties that they’re going through. 

But day to day life, from what most of us are looking for, is not a massive thing. We don’t necessarily want to have 15,000 best friends, but on a day to day basis, we just want that human connection. That’s what we are. We are humans, we’re social creatures. We started off as social creatures, and we still are social creatures, and technology has started to replace real connection with messages, and Instagram likes, and all these things that aren’t real human-to-human emotions. 

And that affects our physiology, that affects our psychology at a very deep level, because that is what we are, evolutionarily speaking, accustomed to, and we’ve had that taken away from us, right? Which is a tragedy in this day and age. I was recently at a conference called Socialite, which is a gathering of all these people who are talking about various things that make the world a better place, and talking about things like entrepreneurship and businesses that have these social elements built in. 

For example, Tom Shoes is a great example of this. They have this thing that they do where if you buy a pair of shoes, they would give away a pair of shoes to somebody who is needy, and I was very fortunate to have been invited to be the opening speaker there, and we talked about the One Kindness movement, and the project, and how were going to get a million acts of kindness out there in the world, and get all these people, hundreds of thousands of people to do daily acts of kindness, and seeing what the effect would be. 

The crowd was absolutely phenomenal, that they were excited about the idea, and what was really cool with that, after I gave the talk, people are coming up to me and they were telling me about all their stories, and they’re telling me about all their experiences, and how they felt after they heard it, and I was like, “You know what? Do me a favor. Go out there, go do your acts of kindness, and after you’ve done them, send me a message if you experienced something of a change.” 

And you would not believe the messages I got back. You would not believe people’s stories. There’s one story of somebody who went to a nearby café, bought a cup of coffee and she started this thing where you start a coffee chain. Basically, buy a coffee for someone else. She was going in there, she’s like, “I’m going to start a coffee chain. I’m going to buy a cup of coffee for the person behind me,” and you can do that. Almost all cafés will let you do this. “I’m going to buy a cup of coffee, and I want to buy a cookie for the person behind me, for the next person who comes in.” They’re usually really happy to do this, because it’s a fun cool way — I remember, I think, recently there was one big one that lasted for days. It was like — people, like hundreds of people, are coming in buying something, and then buying something else for the person behind them.

It just like, a part of the movement like that. This woman was like, she walked to the barista and she said, “Hey listen, I want to start this thing,” and they’re you know, really happy to oblige when she said, “I also just want to say, you know, I really appreciate the work that you do. You might not have heard this enough, but I really appreciate that you’re here, and you’re making my life better, and you’re making the lives of other people better.”

The barista apparently just started to tear up, like, “I haven’t heard something like that in a long time, so thank you.” Just like that, they have this amazing human connection, right? The science behind it is fascinating though. The science behind kindness is really fascinating. For example, I’ll talk about one publication over at Harvard, you can go and check it out, I’ll ask Mat here to give you guys a link here.

Harvard published a study done by three different scholars, Elizabeth Dunn, Lara Achnen, hoping I’m pronouncing them correctly, and Michael Norgen. They went on and did a study, basically, about trying to see how spending, what they call “pro-social spending,” which is spending on, not just yourself, but other people, have an impact on you the giver, right? We all know that giving it to somebody else, the person who receives it loves it, but what is the difference in how it makes us feel?

What they did was pretty interesting. They approached a bunch of people, and then they broke up in two groups. For the first group, they were given $20, and they were told, go and spend this $20 on yourself. Go buy yourself something you want. They measured their happiness levels before and after. For the second group, they gave them the same amount of money, here’s 20 bucks, go out there and spend it on somebody else. The only thing is it can’t be somebody who can reciprocate. You can’t just give it to your friend to like, “Yo, I’m going to buy you a meal today, but tomorrow you go buy a meal back,” right? You have to give it to somebody else who you think you’re going to make their life better. 

A lot of these people, all the participants are university students, they’re not very well off. The 20 bucks is, I mean, the time I was in the university, it’s a few beers, right? It’s something that can make a difference. They went out there, and they were expecting, because one of the professors or one of the researchers was part of Harvard business school, of course, they kind of have this hypothesis that personal spending will bring back greater joy. 

When they came back, they found that not only was it not true that that personal spending, when you spend money on yourself, will give you more joy, the group that came back with having spent money on other people found a massive increase of happiness. They were coming back reporting significant increases to their happiness. They’re like okay, apparently spending money on other people can be an effective root at creating your own happiness, at hitting those particular chemicals. 

That’s pretty interesting, but then they thought about and they said, “Well, what if we’re doing this, and just the fact that $20 is not a big deal? What if people aren’t feeling the essence of loss,” because we talk about things like loss of virtue, we talk about things like fear of loss all the time, what if $20 is just not that big of a deal? They said, “What if we up that amount to something significant like a thousand dollars?” They went back to the university and they said, you know, “Can we have like, a million dollars to give away to people?” and the university is like, “No.” What they did was, well, you know, okay, what if we take a look at countries in which $20 have the same spending powers?

That’s what they did. They went out and they examined the correlations between charitable giving and happiness in over 136 countries, which is ridiculous. In particular, they would go to these third world countries in, you know, Asia and Africa, and they would go and talk to the people there, and they would bring in participants and they will be like, well here’s, which over there had about the spending power of, I think they did the calculation, something around $800, which is massive, basically.

It has the spending power of basically buying food for them for almost several weeks, if not a whole month. A lot of these people didn’t have enough food to cover their own basic needs. This should be significant now, we should see a decrease in the amount of happiness, because they’re giving away food that they actually need to survive, right? What was interesting was that, in this one, for the group that were tasked to give away this amount of money, and I think that they also have them like, buy treats, or like, give away little bags of food, and snacks, and other things that could really make a difference in their own lives.

That group came back reporting massive, absolutely off the charts changes in their happiness levels. They were fascinated. They were blown away. Why is this change so massive? I mean, shouldn’t you be feeling that same thing that we talked about? We talked about things like you know, level. We talk about things like gain theory.

We talked about things that were — people don’t like watching other people have more stuff in general. Why are they feeling this? As it turns out, there were talks of participants and the participants would say things like, you know, “Look, it’s been years since I’ve ever been able to make somebody’s life like that better. To get that opportunity was huge for me,” and they loved it. They loved that feeling of helping, and they loved wanting to feel that helper’s high that we were just talking about.

It’s really incredible, and there’s been studies done that show the same thing across different age groups. I have a study where scientists have brought in children, and they were tasked — and we’re talking, like really young little kids, really adorable little kids, five to seven years old. They were told that you’re going to come in, and we’re going to have a photographer take some pictures of you, but when they came in they’re like, “The photographer’s not here yet, so why don’t you sit here and have a little snack.” They will be given two different places, and plates had this whole thing covering it. In front of the two kids, they would raise the two covers at the same time, and one of the kid’s plate, there will be food, there will be a sandwich.

Then in the other kid’s plate, there will be nothing. They wanted to see what the kids would do, because we know kids, and I’ve been around kids a bunch of times, and I have like nieces and nephews and stuff like that. Kids can sometimes be kind of jerks, right? There’s nothing wrong with that, but kids can be kind of selfish sometimes, right? They were kind of surprised to see that idea that we’ve had, like kids can be kind of selfish sometimes, is really not something that we see at ages of three to five years old, or even two to four years old.

It’s something that we kind of learn later on, and it’s an interesting phenomenon. Because with the younger kids, they found, there’s a higher rate where the kids would just pick up the food that they have, tear the sandwich in half, and then put one half on the other kid’s plate. Again, this is without any instruction, this is without any kind of prompting or anything like that. They just naturally wanted to give. I think that tells us a lot about the way our instincts are. They even did studies where they would examine what the actions and instincts of toddlers, literally one to two years old, that can barely walk the age that they were measuring, one year old.

They will find that even at that age, kids are natural — their natural instinct is to help other people. It’s an interesting phenomenon that it’s something that we almost forget the older we get. It’s something that we almost get taught to let go of the older we get.

[0:29:30.0] MB: It’s so fascinating that you know, at the same — obviously the research behind this is really compelling, and it’s science-based, but at the same time, its’ such a simple thing that one kind of almost minuscule act of kindness can create a ripple where, like the coffee chain you're talking about, where you don’t even understand, really, the full impact that you might have just by smiling at somebody, or just by saying thank you, or holding the door for them. Something that to you almost seems insignificant, it can create a wave of kindness that goes beyond what you can even potentially imagine.

[0:30:03.6] JW: Yeah, absolutely. In ourselves and in others. Because we don’t know what it is that the other person is going through, right? We don’t know what the other person is experiencing. Something as simple as just smiling at somebody, you know? Walking down the street. I had a friend who once was having a bad day, and decided to just sort of take him on — this was back when we were in a university, and he was just like, you know, I wonder how many people are going through what I’m going through?

He started walking around campus and he just — it was exam season, when everybody was stressed out. He started walking around campus and he would go up to random people, just walking, having their day, and he would go up to them and ask, “Hey, are you okay? You look like you’re about to cry.”

The first person he talked to and asked that question started to cry. He was like, “My god, I’m so sorry, I didn’t mean to trigger that.” The other person was like, “No, thank you. I really appreciate that. I am really stressed out and I really appreciate you asking that.” He was like, “Well, is this just the students?” This is not really that scientific, he wasn’t doing this as a part of a study, nothing like the studies that we’re just talking about.

This is a little bit anecdotal, but then he started to do this on a regular basis where he would start going up to people and asking, “Are you okay? You look like you’re having a tough day.” We would think that would be a kind of rude thing to say to somebody, but you know, he wanted to take that chance to see if he can make somebody else’s say better, and he was just constantly coming back and telling us how you encounter somebody who was actually going through something really tough, and we always put on this brave face, and we try to take it on ourselves. We try to take it on independently, because we’re taught to do that.

But you know, a simple thing like a smile, just “Hey, listen, I appreciate what you're doing here,” and like, “Hey, I really like your scarf. I just want to tell you that your eyes light up the room for me.” These little things that we’ve become so afraid to break that social gap to say, social wall to say, can have a tremendous difference in other people’s lives, right?

[0:31:54.7] MB: That kind of segues in to what are some of the — we’ve talked about a couple of really simple examples. What are some of the other things that somebody listening right now who says, “Okay, I’m fired up, I want to be kind. I want to kind of do a random act of kindness. or find a stranger and do something.” What are some kind of really simple ideas or actions that they can take in terms of ways to jump start that are things they can specifically do?

[0:32:17.0] JW: That’s a great question. You know, we actually, if you go to our website, which is again onekindness.org, or onekindnesschallenge.com, it goes the same page. We actually have a list of that, of things that you can do. Small acts of kindness, medium acts of kindness, major acts of kindness, and the reason for that is because a lot of times we tested the number one question we get that which is, what is this something that I can do?

I’ll give you a few examples here, but if somebody was listening, if you’re interested, you can go check out the website, and there’s a place where you could put in your email and all we do is we send you one thing you can do that day. There’s no spam, I promise we’re not selling anything, so if we just get a little idea of this is one kindness idea for the day. These are things that you can do. For example, leave a note thanking someone who you appreciate. This is something that takes no time. Literally no time. Just sit down, it takes you maybe 30 seconds, just grab a piece of paper and write down one person who you can thank. I’ll bet you can think of someone right now.

Just say, “Listen, hey, I just want to thank you very much,” and you could either give it to them as a note, because we don’t do paper anymore, we’re so used to this text messages, but they don’t have the same impact. But write a little note for them, put it in an envelope, and just give it to them. Or if you don’t want to do that, you feel that person is too far away and you don’t want to mail them something, take a picture of that note with your phone and send that picture to them. This is huge, there’s some kind of thing, I don’t know what it is, but there’s something that’s really nice about seeing that somebody has taken the time to go through the old school and archaic methods of pen and paper to write a note, and they will see that and it becomes fulfilled.

Another thing you can do is just, let’s say if you’re at work or you’re at school, whatever it is. Bring over — like, Halloween just passed not too long ago, but you know, go and get some Halloween-sized candy, right? You can get it at any Costco, or any shopping center, really. Just pass it on, “Here, have this candy,” or when you're walking by a parking meter and you see someone’s parking meter, and you see someone’s parking meter has run out or something like that, or something needs change, give them some change. 

This is probably the biggest one. A lot of people say, “I give change to people every day. I don’t feel better. I’m usually putting that out,” but yeah, there’s a difference, because you’re not making a connection with that person. If you're going to give homeless people some change, usually I recommend buying them a sandwich or something like that. They’re hungry, but especially because sometimes you know, there’s people who are struggling with it alcoholism, for example. 

Aside from giving them help, aside from giving them food, or money, or whatever it is, have a conversation with them. Just ask, “Hey, how are you doing? How has it been going, what has your day been like?” and just connect with them. That on its own has sometimes massive impact. I would love to tell a story about that, we have time for that, Matt?

[0:34:55.1] MB: Absolutely, I’d love to hear the story.

[0:34:57.2] JW: Okay, a few weeks ago, I went out with girlfriends, and we just — it was getting cold over here in Vancouver, and we decided that we’re just going to just give out some socks and gloves to some homeless people. In this area in Vancouver called the Downtown East Side, which is basically Vancouver’s sort of area of, let’s say, like tent city, basically. There’s a lot of homeless people there. There’s a lot of people who are going through issues, substance abuse, and drug use, and like that.

We just thought, you know, it’s getting cold, right? Winter is coming. We wanted to give away some socks to warm them up a little bit. We’re having a great time, we’re giving away these things, and there was this — in our group, there was just something like seven or eight of us, and there’s three kids who would come along. They’re about, you know, ages between about let’s say, 10 to 13, and it was somebody, a part of our group, one of our friends had brought her nieces and nephews, because she thought it would be a nice teachable moment.

We came across this particular woman and she was very clearly cold. She was shivering while she was walking up to us, right? She was wearing this thin cardigan, she didn’t have any socks on, and then she was carrying this little bag of candy. It was — I sort of remember it was this mangled Sour Patch kids candy, and she was eating them. I assumed that she was eating them because she wanted the sugar, because sugar kind of boosts your serotonin levels as well.

She was walking up to us and I said, “Hey, listen, would you like some socks? Looks like you’re a little cold,” and she’s like, “Sure!” She thanked us and we gave her some socks, a hat, and some gloves. She was appreciative, but she was kind of like, “Yeah, thanks.” Then she just turned to the kids who were there with us, and she reached out her hand which was carrying this bag of candy, and she takes the kids and she said, “Hey kids, would you like some candy?”

The kids, without a moment of hesitation, reached out, grabbed the candy, each popped in their mouth, at which point all of the adults in the group were just going like, we had this moment of panic. We’re on the downtown side, there was a lot of diseases and drug use, and we’re just concerned that something may — food God, like whatever could happen, right?

You don’t take candy from a stranger like that. You know, in our moment of judgment and panic, the woman who just gave away candy kind of looked at the three kids and said, “You know, for the past two months, every day I eat this candy, and I’ve been trying to give it to people, but nobody would ever take a piece. Thank you for taking a piece of my candy today, you guys have made my night.”

She had this massive smile on her face. It was this — she looked like a different person. She wasn’t nearly as happy when she was taking the gloves that we were giving her, she was just so happy that she got to give, right? Think about that. All she did was she offered a piece of candy, but in that moment, that changed in her happiness massively. This is what I’m saying, is that if you’re going to give out some change to homeless people or something like that, don’t just drop some change and walk away. 

Take a moment, ask, “Hey, how are you doing?” Connect with them, they’re human beings, right? Connect to them as human beings. So many people we’re meeting were telling me like, you know, back when I was doing these challenges of taking out homeless people to lunch, one of the biggest things I was constantly hearing was it’s incredible how you can go through an entire day without a single person acknowledging you as a human being.

Without a single person stopping to make eye contact even, without a single person who isn’t trying to pretend that you don’t exist, right? Even something like that is an act of kindness. That’s a small act, right? Buy coffee, or offer to make a coffee run. If you’re going up, if you’re going to go grab a cup of coffee somewhere and there’s somebody around you, you should be asking them, “Hey buddy, can I get you some?”

Especially if they’re a friend, right? “Hey, listen, I’m going down to grab a coffee, you want something?” Right? Or, “I’m going to the vending machine, you want anything,” right? If you want to go a little bit further, take a look around your home. Do you have books that you don’t need? Take them to a local library. Even better, take them — you have toys at home or something like that? Take them to a local children’s hospital.

They need those things, right? If you have a chance to drive for somebody, you have a car, offer to pick someone up or drop someone off. Yeah, it’s going to add another 10 minutes to your commute, but isn’t 10 minutes worth your happiness? Isn’t it worth like, your health? That’s the other thing, when you get a chance to talk a lot about this, there’s so many studies. If you get a chance, go pick up a book, it’s called — it’s not my book or anything like that, I don’t get anything from it, it’s just a really cool book. It’s called Why Kindness is Good for You. It’s written by Dr. David Hamilton, and in it is just massive lists of study after study, talking about how kindness literally makes you live longer.

They did a study with seniors, and they found that seniors who volunteered or did daily acts of kindness had a 40% chance of surviving longer than the exact, their peers who weren’t doing something like that. Studies have showed that a lesser depression, gives cortisol, which is your stress hormone, and it improves your heart rate, it lowers your blood pressure.

It’s a list that goes on and on and on. There is just endless studies that show how much physical benefit there is to kindness. The science behind it is just absolutely astounding, to a point where I’m constantly asking why are we not doing this all the time? Why are you not doing this all the time, right? As a society so obsessed with selfishness when, honestly, kindness is the most selfish thing you could really do, right?

[0:40:12.4] MB: It’s pretty amazing, and it’s so compelling. I mean, the stories themselves are inspiring, but the data is so resounding in favor of being kind to people, and we’ll definitely include that book in the show notes as well. I’m curious, for somebody who is listening right now, and I know we’ve given a lot of different examples and resources for them to check out. What is kind of one starting place, one piece of homework that you would give them?

[0:40:33.2] JW: Well, the one thing I will say is, I mean, we have these bands, we have these bracelets, and I will say, if you want a bracelet, we are going to start having them available. We’ve just been in the early stages right now, so we’ve been usually working with organizations to give their organization tools to these things. If you’re part of an organization with your school, and you want to contact us, and you want to get a bunch of these bracelets, and you want to bring One Kindness as a movement to your organization, please do.

We’ll also start having the ability to sort of order them independently sometime soon. Hopefully in the next couple of months, but really, the one big things is, honestly, right now, if you don’t have reminder bracelets, and the reminder bracelet is key, because you want to be able to anchor that feeling into your life, into your habits, right?

If you don’t have something like that right now, honestly, anything, a rubber band, or simply do this thing where like you wear a rubber band on your left wrist, and then at some point go do an act of kindness, then slip the rubber band to the right. Right? If you want to get those kindness ideas in your inbox, go sign up for the inbox thing. Like I said, we’re not selling this out, there’s not going to be anything that’s not just kindness ideas, and then challenge somebody to do it, because there’s such a social element to it.

You know, start just telling your friend, “Okay, listen, I’m starting a kindness challenge. For the next 21 days, I’m going to be doing a kind act every single day. I want you to join me on this.” Tag them on social media, right? Send them a message on social media. The more people that are going to join you, the stronger what you get out of it actually becomes, because now you’ve got a tribe of people around you all doing the same thing.

Again, if you want, you know, the actual bracelets, they’re nice looking ones, send us a message and we’ll see if we can get some to you.

[0:42:01.3] MB: Well John, this has been amazing. I love your mission, I love what you guys are doing, and I’m really excited about this. I hope that listeners will take this seriously and check it out, you know, sort of perform an act of kindness and see what it means to you and what it feels like. I know that I’m definitely going to do a kindness challenge, and I’m going to challenge everybody at the Science of Success to do one as well. I just wanted to say thank you again, this has been an amazing conversation.

[0:42:23.7] JW: It’s absolutely my pleasure, and thank you for having me on, Matt. This has been such great time, and I really loved chatting about this.

[0:42:30.1] MB: Thank you so much for listening to the Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I love to hearing from listeners. If you want to reach out, share your story, or just say “hi”, shoot me an email. My email address is matt@scienceofsuccess.co. I’d love to hear from you and I read and respond to every single listener email.

The greatest compliment you can give us is a referral to a friend, either live or online. If you’ve enjoyed this episode, please, leave us an awesome review and subscribe on iTunes. That helps more and more people discover the Science of Success. I get a ton of listeners asking, “Matt, how do you organize and remember all this information?” Because of that we created an amazing free guide for all of our listeners. You can get it for free by texting the word “smarter” to 44222, or by going to scienceofsuccess.co and joining our email list. If you want to get all this incredible information, links, transcripts, everything we talk about on the show, all the research data and much more, you can go to our show notes, which is at our website, scienceofsuccess.co, hit the show notes button at the top. You can get all the resources we discussed on the show today and any of our previous episodes. 

Thanks again, and we’ll see you on the next episode of the Science of Success. 
December 22, 2016 /Lace Gilger
Emotional Intelligence, Mind Expansion

Making Better Decisions, The Sophomore Jinx, & The Illusion of Objectivity with Dr. Richard Nisbett

December 15, 2016 by Lace Gilger in Decision Making

In this episode we discuss the errors people make in their reasoning and how to correct them, we explain a number of statistical principles to help sharpen your thinking and make you a better decision maker, why every $1 spent on a “scared straight” program creates $400 of cost for the criminal justice system, the illusion of objectivity, why you should NOT rely on your intuition and much more with Dr. Richard Nisbett. 

Dr. Richard Nisbett is a professor of psychology at the University of Michigan. He has been awarded the Distinguished Scientific Contribution Award of the American Psychology Association, the William James Fellow Award for Distinguished Scientific Achievements, and the Donald T. Campbell Award for Distinguished Research in Social Psychology, among others. He is the author of the recent book Mindware, as well as The Geography of Thought, Think Differently, and Intelligence and How To Get It.

  • The errors people make in their reasoning and how to correct them

  • How to apply the lessons of statistics to making better decisions

  • Is your intelligence fixed and unchangeable?

  • How the industrial revolution massively transformed the way people think

  • We discuss the skills, not on an IQ test, that you must have to be able to function effectively in today’s age

  • Why job interviews are totally useless and have almost no correlation to job performance

  • How misunderstanding the law of large numbers can lead you to make huge mistakes

  • Why does the rookie of the year almost always have a worse performance the following year?

  • Understanding regression to the mean and how it creates extremely counterintuitive conclusions

  • Why Performance = Skill + Luck

  • Why deterministic thinking can drastically mislead you in finding the root cause of a phenomena

  • We explain a number of statistical principles to help sharpen your thinking and make you a better decision maker

  • The concept of "base rates" and how they can transform how you think about reality

  • We walk through a number of concrete examples of how misunderstanding statistics can cause people to make terrible decisions

  • If you’re like most people, then like most people, you think you’re not like most people (but you are)

  • Why every $1 spent on a “scared straight” program creates $400 of cost in criminal and incarceration costs

  • Why the “head start” program is a massive failure and what we could have done about it

  • How you can use the experimental method to make data driven experiments in your life

  • The illusion of objectivity - Why you should NOT rely on your intuition

  • How we massively distort our perception of reality and why our perceptual apparatus can easily mislead us

  • How many of the structures we use to understand the world are highly error prone

  • Why we are amazing at pattern detection but horrible at "covariation detection”

  • Why the traditional rorschach test is bogus and doesn't actually produce any results

  • Why you are likely are “horrendously miscalibrated” in your assessments of people’s personalities

If you want to make better decisions - listen to this episode! 

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Book] Bell Curve: Intelligence and Class Structure in American Life by Richard J. Herrnstein and Charles Murray

  • [Scholarly Article] Objectivity in the Eye of the Beholder by Emily Pronin, Lee Ross, and Thomas Gilovich

  • [Book] The Signal and the Noise: Why So Many Predictions Fail--but Some Don't by Nate Silver

  • [Book] How Not to Be Wrong: The Power of Mathematical Thinking by Jordan Ellenberg

  • [Book] Thought and Knowledge: An Introduction to Critical Thinking (Volume 2) by Diane F. Halpern

  • [Book] Thinking, Fast and Slow by Daniel Kahneman

Charlie Munger Resources:

  • [Book] Poor Charlie's Almanack by Peter D. Kaufman, Ed Wexler, Warren E. Buffett, and Charles T. Munger

  • [SOS Episode] How To Stop Living Your Life On Autopilot, Take Control, and Build a Toolbox of Mental Models to Understand Reality with Farnam Street’s Shane Parrish

  • [SOS Episode] The Psychology Behind Making Better Decisions with Global Financial Strategist Michael J. Mauboussin

  • [Farnam Street Blog] Creating a Latticework of Mental Models: An Introduction

  • [Safal Niveshak article] Mental Models

  • [Lattice Work article] Charlie Munger on Elementary Wisdom and Mental Models by Brian Hertzog

EPISODE TRANSCRIPT

[00:00:06.4] ANNOUNCER: Welcome to the Science of Success with your host, Matt Bodnar.


[00:00:12.4] MB: Welcome to The Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee, and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study, and I am going to take you on a journey into the human mind and what makes peak performers tick, with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.


In this episode, we discuss the errors people make and their reasoning in how to correct them. We explain a number of statistical principles to help you sharpen your thinking and make you a better decision maker. We look at why every $1 spent on a Scared Straight program creates $400 in additional cost of the criminal justice system. We talk about the illusion of objectivity and why you should not rely on your intuition. and much more with Dr. Richard Nisbett. 


The Science of Success continues to grow with more than 675,000 downloads, listeners in over a hundred countries hitting number one in New and Noteworthy and more. A lot of our listeners are curious how I organize and remember all this information. I get tons of emails and comments asking me how to keep track of all the incredible knowledge I get from reading hundreds of books, interviewing amazing experts, listening to a ton of podcasts, and much more. 


Because of that, we’ve created an amazing free resource for you. You can get it completely free by texting the word “smarter” to the number 44222. It’s a guide we created called How to Organize and Remember Everything. Listeners are loving it. We’re getting emails all the time about people telling us how this has changed our lives, how this has helped them stay more organized and keep track of all of the stuff that they’re learning. Again, you can get it completely free by texting the word “smarter” to the number 44222 or by going to scienceofsuccess.co and putting in your email. 


In our previous episode, we discussed the radical mismatch between your intuitive sense of risk and the actual risks you face. We looked at why most experts and forecasters are less accurate than dart throwing monkeys. We talked about how to simply and easily dramatically reduce your risk for the most major dangers in your life. We explored the results from the Good Judgment Project, which is a study of more than 20,000 forecast and we talk about super forecasters, what they are and how they beat prediction markets, intelligence analysts that had classified information and software algorithms to make the best possible forecasts and much more with Dan Gardner. 


If you’re thinking about planning for next year and you want to be able to predict the future better, listen to that episode. 


[00:02:46.4] MB: Today, we have another fascinating guest on the show, Richard Nisbett. Richard is a professor of psychology at the university of Michigan. He’s been awarded the Distinguished Scientific Contribution Award of the American Psychology Association, The William James Fellow award for distinguished scientific achievements, and the Donald T. Campbell award for distinguished research in social psychology among others. He’s the author of the recent book, Mindware, as well as well as The Geography of Thought, Think Differently, and Intelligence and How to Get It. 


Richard, welcome to the Science of Success.


[0:03:16.0] RN: Thanks, glad to be here.


[0:03:17.3] MB: Well we’re very excited to have you on here today. So for listeners who may not be familiar, tell us a little bit about yourself?


[0:03:22.9] RN: Well, the thrust of my career has been studying reasoning and fairly early on, I got interested in studying the errors that people make in reasoning. And after I had been doing that for a while, I began to think, “Well, can I correct this errors?” And at the time — we’re talking now about the 70’s, early 80’s — psychologists were quite convinced that there really wasn’t much you could do to change the way people think, reasoning is done at a very concrete level, you can’t just insert abstract rules and expect that to affect reasoning.


So I bought that and I don’t know exactly why I decided to test it anyway, but I did. I started to see if I could make people be more rational, make better judgments and decisions by teaching them rules like the law of large numbers, the concept of regression, how to think probabilistically, microeconomic concepts like cost benefit analysis, and so on. I found, first of all, people do learn in college, and this is counter to prevailing there. They do learn some general rules that do improve the way they think, although it’s very spotty. Different majors are learning different things. 


So then I decided to see whether I could, myself, teach them this rules in a brief period of time and what I found was that I can teach this kinds of rules and 15 to 20 minutes and they stick with people at least for a few months after that. I know it because I call them in the guise of a survey researcher asking them their opinions about various things and I know if they use the rule that they should then that will come out in the answer. Sure enough, people do to a very significant extent retain those kinds of rules. So that gave rise to the book that I wrote which is brief, breezy descriptions of rules and concrete problems that they can be applied to.


[0:05:29.1] MB: I’d love to talk a little bit more about Mindware. Tell me what inspired you to write the book?


[0:05:34.1] RN: Well, it was this discovery that people are learning something about probabilistic concepts, statistical concepts, experimental methodology concepts, micro economic concepts, some philosophy and science concepts, logic, et cetera. They’re getting some of that in school, they’re not getting nearly as much as they could easily if professors just spent a little more time.


My joke about statistics courses is that they’re taught so as to prevent if at all possible, the escape of statistical concepts in everyday life. If professors of statistics just gave a few concrete examples, I now know that would make a huge difference. They probably would say, “Oh no, you know, we don’t have that kind of time. This material has to be gotten through.” That’s not the way to think about it because the concrete examples from everyday life actually feed back into an abstract understanding of the principles. So they actually could get their teaching done quicker if they gave more ordinary examples. So my book is trying to do that, “what your statistics teacher didn’t do for you, and if you haven’t had statistics, here are some very powerful concepts that will save you a lot of grief in life.”


[0:06:54.9] MB: I’m curious, are you familiar at all with Charlie Munger and his concept of the idea of mental models and sort of the notion of arraying mental models on a latticework of understanding in terms of kind of building a much richer toolset to understand reality?


[0:07:10.1] RN: I’m not, that sounds like something I should know about.


[0:07:12.6] MB: Definitely recommend checking him out. After the show, I’ll shoot you a few links, he’s amazing and we’ll throw some things in the show notes as well. But he is one of my favorite thinkers about kind of a very similar concept, which he calls mental models. Which is basically the idea of, in order to accurately understand reality, we have to master the fundamental principles of all the major disciplines that govern reality, everything from the physical sciences to statistics, mathematics, economics, especially psychology and kind of build a robust framework that incorporates all of those into truly understanding reality.


[0:07:44.2] RN: That sounds like a great idea.


[0:07:45.3] MB: It sounds like in many ways, that’s kind of the same path that you embarked down in terms of taking a lot of these concepts that get easily misunderstood and making them so that people can really grasp them in a simple and understandable way.


[0:07:57.0] RN: Exactly.


[0:07:59.0] MB: I’m curious, one of the things that I’ve heard you talk about in the past is how both the sort of industrial revolution and then the kind of information revolution changed the way that we need to think. I’d love to hear you kind of explain that concept.


[0:08:11.8] RN: I’d be delighted. I’d say 15 or 20 years ago, there was a book written by Charles Murry and Richard Hernstein, very famous at the time, called The Bell Curve. It’s all about intelligence, which basically says intelligence is basically fixed at birth. I mean it’s primarily a heritable thing, there’s not much you can do in the way of the environment to improve intelligence, or IQ. Oh and incidentally, some ethnic groups have lower IQ’s for genetic reasons than others.


Every single thing I just said is wrong, and a book I wrote called, Intelligence and How to Get It, shows how wrong all of that is. But I would also say that intelligence is broader than what you test on IQ tests. I began to be aware of it doing studies historically or studies with people who have had no formal education, no experience with the modern world, is that the industrial revolution absolutely changed the way people think. I mean, profoundly. 


Prior to the late 18th century, people were not really capable of thinking in abstractions, they were not capable of applying logical rules to thought, they were not capable of counter factual reasoning. This is not the way the world is, we both know, but suppose the world where that way, what would follow from that? That was impossible for them we know because we know people with so little education today are unable to do those thing. 


So the industrial revolution, it taught people the three R’s, reading and writing and arithmetic and then for free, we got all of these abstract reasoning skills. We continue to improve in those kinds of skills. Over the last 70 years, IQ has increased by more than a standard deviation. That’s like approximately from a hundred, where the average was a hundred 70 years ago, the average on that same test would turn out to be a 115, 16, 18 today.


That’s the difference between somebody that we would expect to graduate high school and maybe have a year or two of junior college, versus someone we would expect to surely finish a four year college and possibly go on to post-doctoral work. That’s the kind of difference that we get as a function of additional cultural changes, improvements in education, and so on. Even a lot of activities that are just, they’re not undertaken for instructional reasons but for fun.


I Love Lucy was a great TV show but it didn’t place many demands on your intellect. But I watched TV shows now, I can’t keep up with them. Who is that guy? What is he trying to achieve? That kind of entertainment is much more sophisticated today and of course we have computer games. Also we know that some of those are improving intellectual skills.


Okay, so that’s the history of IQ and some kinds of intelligence that are related to IQ. But we live in a new era, the information age and the IQ skills are still highly relevant, but there are a lot of skills that are not represented on IQ tests at all that you have to have in the new age to be smart enough to function in our age. I’ll give you one example. 


If I ask people to tell me what they think would be likely to happen if you looked at the boy births versus girl births per day in two hospitals in a given town, one with about 15 births per day and one with about 45 births per day and then you ask, “At which of this two hospitals do you think there would be more days in the year when 60% or more of the babies born were boys?” Now, half the people will tell you, it makes no difference and of the remainder about half will say it would be the larger hospital that would have more such days and about half say it would be the smaller hospital.


In actual fact, if you think about 15, well at 60%, that would be nine boys versus six girls. That doesn’t sound, you know, that’s the kind of thing that can happen frequently. If you had one more girl birth instead of boy then it would be eight-seven and you can’t do any better than that in coming close to 50/50, which we assume is the population value for percent of boys born. With 45 however, it’s really very unlikely. You’re now looking at 60% difference, which you would see only three or four times a year.


I mean, it’s because the larger your sample, the closer you come to the population value, if you have a very small sample, you can be way off. Suppose there were three births. You’re going to automatically be hugely off the population value. As long as you’re sampling randomly, which basically is the way to think about births, the more the cases you have, the more it’s going to resemble the population value. 


So that’s a useful kind of thing to know for that kind of numerical example and there’s lots that happens in the world that you’ll think about differently if you know it. But I apply the law of large numbers to the following kind of problem. I say to people, I have a friend who is an executive and he told me that the other day he interviewed someone who had great recommendations from his previous companies and he had a great record of performance.


But in the interview with the guy kind of seemed kind of lack luster, he didn’t have any very transient things to say about my friend’s business so he decided not to pursue the guy any further. If I say this people say, “Well, yeah okay, fine. What’s interesting about that? Happens all the time.” Well it does happen all the time, but it’s a huge mistake because it turns out that the interview correlates with subsequent performance in college, in graduate school, in medical school, in officer training school and every business profession that’s ever been examined to the  tune of 0.1.


That’s extremely low correlation. It’s enough to take you from picking the better of two candidates from 50/50, a coin toss up to about 53%. It’s a trivial gain and what’s horrendous about that is that typically the folder has a huge amount of information, a grade point average, previous performance, letters from people who have known the person for hundreds or thousands of hours. It’s a huge amount of evidence, that’s becoming much closer to the population value on average than you would ever get for an interview. 


So it’s a mistake actually to interview at all because the gain, if you could confine the judgment about the other person whether the higher the person or not. If you could confine the interview to its appropriate place which is essentially no more than a tie breaker, but we’re not capable of doing that. I’m not capable of doing that. When I interview people, I have this same illusion you know, “I really learned lot about this person’s intellect and personality,” and it’s baloney, I haven’t. 


But to make matters even worse for the interview, it isn’t even a sample of the population you’re after. It isn’t a sample of job performance or a school performance. It’s a sample of interview performance, and those are not at all the same thing we know, imperially. Some people, you know, extroverts are great at interviews and introverts are not so good. But you typically are hiring for skills other than a personality trait. So that would be a typical kind of way that I teach in the book.


I mean, here is a principle stated in some highly informal way and here are some concrete examples and I know for many of the things that are taught in the course, I know that this kind of instruction is powerful and backs the way people think. There are things in the book where I don’t know that, but I have pretty good idea that the principles are sufficiently similar psychologically that everything in the book I do believe can have a big impact on the way people think and the kind of thing that’s necessary for the information age. 


300 years ago we didn’t have the kind of information, we didn’t have the folder that we do now. But people need to be able to collect information, analyze information, analyze arguments based on information, persuade other people based on information, know how to generate reliable information from assessment or from interventions of various kinds. So you’re not information age smart if you don’t know the kinds of things that I’m talking about.


[0:17:11.9] MB: You know, one of my favorite examples of kind of misunderstanding sample size, I think an example that Kahneman uses talking about I believe it’s Kidney cancer rates. And, you know, he kind of starts out with this vignette about how rural counties have the lowest instances of kidney cancer rates and then he asks people to explain, “Okay, why is that the case?” And you know, they think to themselves, “Oh, you know, maybe it’s the fresh air, there’s not as much pollution. They’re spending more time outside, et cetera.” 


He goes, “Okay, also rural counties have the highest rates of kidney cancer,” right? Like different rural counties. The highest and lowest rates are both in rural counties, and then people figure out they make all this explanations to the same way when in reality, both instances are just statistical artifacts from the fact that they’re just small sample sizes and so they have bigger outliers in terms of the results for cancer rates.


[0:18:00.9] RN: That’s a great example. That one was new to me, I had not known about it before I read Danny’s book. But let me give you another example of something like that. I mean, if you ask people, you tell them a fact, “As you may or may not know, the rookie of the year in baseball, that is the best player is rarely the best player of the next year. This is sometimes called a sophomore jigs. How would you explain this phenomenon?” 


For people who had never had statistics, they will always go the causal route, the deterministic route. They will say, “Well, you know, maybe the pictures make the necessary adjustments or maybe the guy gets too cocky and he slacks off.” But actually the principle of statistical regression tells us that it’s almost inevitable that the person who’s best in a given year is not going to be best in the next year. You think about how did that person get to be the best baseball player the first year?


Well, certainly by virtually having a lot of talent, much more talent than the average person but everything else went right. Two, he got just the right coaching, first three or four games he played, he did it extremely well, built his confidence, he got engaged to the girl of his dreams. The next year, the great dice thrower in the sky gave him an elbow injury so he was out for quite a while and sorry to say, his girlfriend, his fiancé jolted him. So the point being, that around any observation that we make, we’re looking at something that’s been generated by what a measurement theorist would say is true score, God’s own understanding of what the facts of the matter are, plus error. There’s always error for absolutely everything. 


Now, for some things, it’s vanishingly small but there is always error associated with every observation and that kind of error is you roll the dice again for this good baseball player and you’re probably not going to get all aces. Everything’s not going to come up so great for this guy because a lot of performance that you’re observing is error. Another example would be I tell people, I have a friend, she’s a foodie but she’s discovered that when she goes back to her restaurant where she’s had a really excellent meal, subsequent meals are rarely as good, why is that? 


People will give you nothing but deterministic answers for that. They’ll say, “Oh well, maybe the chefs changed a lot or maybe her expectations got so high that nothing could satisfy them.” This is again another case of regression. I mean, extreme values are relatively rare. If you think of the bell curve, things are way out there on the bell, there are not many of them out there. So another way to think about it, to massage people’s intuitions about why you expect to not get such a great meal at a restaurant where you had a superb one before, think about this, do you think there are more restaurants in the world where you would get an excellent meal every time or more restaurants where you would get an excellent meal only some of the time?


Most people’s intuition there is it’s the second type. There are probably more restaurants where you would get an excellent meal just some of the time. Well if that’s the case, it has to be the case that if she has an excellent meal the first time, it’s not likely to be an excellent meal the next time because she’s probably sampled one of those restaurants where you can only get an excellent meal some of the time.


So the regression principle is crucial for understanding all kinds of things around us all the time. Extreme scores are rare. Expect extreme scores to regress to the mean. Think of the mean as some kind of magnet, dragging events from extreme and rare circumstances back to some central tendency, which is less extreme.


[0:21:54.7] MB: On the subject of regression to the mean, one of my favorite kind of mental models for understanding that is from a book called The Success Equation by Michael Mauboussin and he talks about envisioning that you have sort of two jars, one called luck and one called skill, which I think you would essentially call sort of true score and error. And any outcome you draw from the skill jar which is roughly a fixed quantity, and then you draw from the luck jar which is a random number, essentially and you add them together and that’s the result that you get. So any great streak is always a combination of essentially sort of tremendous skill with tremendous luck stacked on top of it.


[0:22:28.4] RN: Exactly, yeah. Great way of putting it.


[0:22:30.9] MB: I’d love to, actually before we do this, for listeners to kind of help them just understand this concept a little bit better, when you talk about sort of deterministic thinking or deterministic answers, can you kind of explain that concept and why it’s not always the appropriate way to think about things?


[0:22:45.5] RN: It’s never wrong to model some situations, think what’s going on causally with it. But it’s people who give causal answers for problems like the restaurant problem or the rookie of the year problem, they won’t give a cause and they won’t go down the causal analysis root if they’re familiar with statistics. For example, a single statistics course is enough to get people to say for the rookie of the year problem, “Well, maybe if it was by chance that he did so well.”


That’s right as far as it goes. People who have had two or three statistics courses will say, “Well look, that’s an extreme score, extreme scores are rare, there’s going to be regression back to the mean.” They just never go down the causal route. 


But if you don’t have the concept of statistical regression, what are you going to do? You don’t have anything else other than causal notions to draw on. A lot of statistical principles are ways of thinking about the world that don’t’ get you involved in the effortful business of causal analysis at all because you realize, “Look, this thing has to be true statistically. End of story.” Not that there aren’t — of course there are causal things going on but you wouldn’t be thinking about those things if you were aware of the regression principle.


[0:24:08.0] MB: One of the other statistical concepts that you talk about that I’m a big fan of and I think is under-utilized for explaining and understanding reality are base rates. I’d love to kind of hear your thoughts about that and maybe explain that in a way that listeners can really simply grasp it?


[0:24:23.5] RN: Right, well we often think about events using only the individuating information about that event, rather than thinking about the event as a type of event for which we may have base rate information that would tell us how to think about that particular case. That’s not a very clear way of putting it. So let me give a concrete example of the importance of using base rate and the kinds of things that can operate as base rate, should be thought of in that way.


If I ask undergraduates again who have no statistics, I tell them, “I want to tell you about somebody, his name is David L. He’s a high school senior, he’s going to college next year, one of two colleges which are close to his home, one is a state university where he has lots of friends and those friends like that school very much on both intellectual grounds and personal grounds. The other one is a private college where he also has several friends and they’re not really crazy about it. I don’t’ think they’re getting such a great education there and they don’t have that many friends. 


But David L goes to visit each of those schools for a day and he just doesn’t have a good feeling about that state university place. I mean, a couple of professors he wanted to talk to getting in the brush off, some students that he meets just don’t seem to be very interesting. But at that private college, a couple of professors actually take a personal interest and he meet some sort of really interesting kids at the other place. So which place do you think David L. should go to?”


You will never find an unwashed freshman who will tell you anything other than, “He’s got to go where his heart tells him to go, he’s not choosing for his friends, he’s choosing for himself.” But there’s two things wrong with that. One is sample size, I mean, think about it, you go to a place for a day, that’s a small sample. I mean, just by luck of the draw you get a professor who is rushed and doesn’t have time to talk to you or not interested in you, by the luck of the draw at someplace else, you get a professor who is more willing to. There’s just a lot of randomness to any information you’re going to get in such a small sample.


So if you understand the law of large numbers, you’re not going to make that judgment for David L. The other thing that’s important is understand the base rate because you can think of his friends views of these places, his friends’ experiences as providing a base rate for the experiences to be expected at each of these schools and again the law of large numbers plays in the understanding why you ought to be paying deep attention to the base rate.


They’ve got hundreds or a thousands of hours collectively, experience at this places and so you should use that base rate to decide what to do. People will say it’s resistance to that. They’ll say, “Well, you know, you’re asking me to do what other people are doing but you know, I have my own unique preferences and skills and songs and I don’t know that I should just slavishly follow other people are doing.”


The social psychologist, Dan Gilbert, has a great expression. He says, “If you’re like most people, then like most people, you think you’re not like most people, but you are.” The base rates for human beings apply to you for most things. I’ll give an example, I just saw a musical Hamilton. I have yet to hear of anybody who didn’t absolutely love that musical. I say, “I feel with great confidence, you’re going to like that musical, whoever the heck you are.”


They’ll say, “Well, I don’t like musicals.” Don’t tell me that, I don’t care whether you like musicals or not. I don’t particularly like musicals and I loved it. They’ll say, “You know, it’s hip hop music, I’m not crazy about hip hop music.” Well I’m certainly not crazy about hip hop music but I loved that thing. So you just have to pay attention to other people’s experiences, other people’s views as generating a base rate to be expected of your own experience and don’t try to collect little pieces of information like who is starring in the movie, to individuating information about this particular case. Think about what the base rate of opinion is of other people about that thing.


[0:28:38.2] MB: So essentially, many people get caught up in the trap of thinking only about their own unique situation in trying to gather as much data as they can when often times if you would just sort of zoom out and look at out of everyone who has ever been in this situation, what were the predominant outcomes and at what frequency, you can often make a much better decision.


[0:28:57.3] RN: Yeah, very well put.


[0:28:57.8] MB: As on the side, Hamilton is awesome. I haven’t seen it, but I do love the soundtrack. Anyway, changing gears. I’d love to dig into some of the, you know, we’ve talked a lot about many of the statistical concepts that you lay out in the book and can help people make better decisions. I’d love to dig in to some of the other ideas kind of from the scientific method or how we can apply scientific thinking to be better decision makers.


[0:29:19.4] RN: Great. So you;d like me to just examples of how we can make use of the experimental method?


[0:29:25.2] MB: Exactly.


[0:29:26.7] RN: Well, first of all, let me say that where it’s most important is public policy matters. On 9/11, 9,000 grief counselors descended on Manhattan to work with people and t hey did what seems very reasonable to me. They met with people in small groups, they asked people to tell about their experiences, about their emotional reactions and then they would assure people that their reactions are very common, there’s nothing strange or unusual about them and in the not too distant future, they’re going to be a lot better off.


Sounds like a great idea. Except that it isn’t. It actually makes people worse, and there are things that social psychologist have discovered to do for grieving people that make them better. So here’s this massive investment the society is put in to something that is not doing any good, it’s costly and it’s doing some harm.


Another example would be 20 years or so ago, a bunch of prisoners in New Jersey decided that maybe they could scare kids off from doing things that would put them in prison. So they brought junior high kids to present and they tell them how horrible it is, the food is terrible, it’s incredibly boring, you get up beat up all the time, sexual attacks, and so on. Again, that sounds like a great idea to me. You have a kid who is at risk for delinquency, I mean that might make them think twice about it. But in fact it actually makes kids more likely to become delinquents. 


Now, don’t ask me why, I don’t have an explanation, I don’t have to have an explanation, I just know what the data are. It’s now studies have been done, good experimental studies expose some kids to what’s called Scared Straight programs, don’t expose others and on average it seems to increase the likelihood of delinquency by about 13%. One estimate, looking at a meta-analysis of a number of studies that’s done, comes out with the conclusion that for every dollar spent on Scared Straight, you incur $400 of cost in terms of crimes committed and paying for incarceration. 


Well let’s take something really big, we’ve had with us for about 50 years the Head Start Program. We’ve spent $200 billion dollars on that to this point and we don’t know whether it does any good or not. We would know a few million dollars would have told us what kinds of early childhood programs are effective, if society were in a more experimenting mood. We do know that some forms of childcare are effective, they tend to be more ambitious and better carried out than most Head Start situations are. But it’s just people assume that it’s got to be a good idea, you take a bunch of kids in, you show them some intellectual tasks, you get them to cooperate with each other and probably some version of that’s correct, but we have no idea how close to that ideal our typical Head Start experience comes.


So at a societal level, we need vastly more experiments than we’re getting. People often — all of this cases, they’re obvious to people. They’re obvious to me too, but it’s a great burden being a social psychologist because unlike everybody else, I’m constantly getting my opinions about human behavior contradicted. I mean, I’ve designed experiment — I never do an experiment unless I know what’s going to happen. Why would I do an experiment if I didn’t know what was going to happen or have a pretty good idea of what would occur? I’m not just looking at things randomly, I think this is the way the world is, if I do this, this is what will happen and half the time I’m wrong.


So social psychologists are constantly having their noses rubbed in the fact that their guesses about human behavior, the way we model human behavior is way off, often, and the only substitute for that is to just do the experiment. Then at the individual level, there are all kinds of opportunities for experiments that would be informative. Am I better off if I have coffee in the morning or not? Does coffee make me more efficient or does it make me more jittery and unpleasant? The only way I’m going to know, the answer to that question is by doing a randomized controlled experiment. 


You come down in the morning and you flip a coin to decide whether I am going to have coffee or not? Otherwise you’re drinking coffee in a haphazard way. Oh, you know, I’m drinking it this morning because my husband made it for me or I didn’t have it this morning because I was in a rush. So there’s a huge amount of noise that you’re exposing yourself to and you can get pure signal if you just do the randomized experiment. Same thing for yoga, are you better off with yoga or not? Meditation or not? Flip the coin and meditate today or not. Or meditate for a month and then a month not. Or yoga for six months and yoga for six months not and see what the empirical questions are.


Social psychologist have an expression that they’re using, that they use to each other all the time and I think it should be an expression that’s everybody’s disposal, much more than it is, and that’s “it’s an empirical question.” I mean, instead of “I tell you my model of the world and you tell me your model of the world” and we’re talking about it and in the end, it’s an empirical question. Let’s look it up or if we don’t look it up, let’s do the experiment or if we can’t do the experiment, let’s admit that there is dueling models is not necessarily the way to get you any closer to the truth and when you can do an experiment easily, it’s foolish to just assume that your plausible model allows you to have an opinion about some matter.


[0:35:11.5] MB: I find it so interesting that our intuition’s often can be terribly misleading and in many cases, people who haven’t kind of studied psychology or statistics or any of these methodologies for more deeply understanding both, how the world works and how the human mind works just sort of lean on intuition or lean on their sort of, “I feel like this is the case so that seems like what’s true,” and oftentimes they can just be completely wrong.


[0:35:38.3] RN: Right. My friend, a social psychologist Lee Ross, has a very important concept that I would say it’s at the floor of anything I would want to say about information age reasoning and that is that we have an illusion of objectivity. As I experienced the world, I think I’m registering what’s out there and I’m not, not for anything. Not even for the visual things. Especially not for all things. What’s being recorded on my retina is not what I am using. That’s not the information I’m using to make a judgment about for example, distance or depth perception or estimations of size and it’s easy to show. 


I mean, perceptual psychologist make a living by showing how easy it is to create illusions and make us make a wrong judgment about some illustration or some physical setup in the world. That’s because our perceptual apparatus is not setup to render what the world is in some actual sense. It’s setup to be what’s useful so that we distort the visual processing centers, wildly distort the picture of some object in the service of size constancy. That is, we add a dose of perceptual analysis that will allow us to see an object that’s receding into the distance as being the same size object even though the way it strikes our retina is very different from what’s correct.


Our perceptual apparatus is a very complicated, layered set of mental operations that are designed to give us some correct view of the world. But those same processes can create illusions in some circumstances. So [inaudible] psychologists’ tools that we used to understand reality or things like schemas that has representations of common situations, stereotypes, heuristics, rules of thumb for reasoning and so on. All of these things are this highly error prone structures and processes are what we’re using to understand the world. We’re not registering, we’re interpreting it. We’re interpreting it moreover by structures and processes that we have no awareness of. 


So I think that’s helpful in all kinds of ways to recognize that we do have an illusion of objectivity or what philosophers called naïve realism. So if you understand that, it’s useful for humility. I probably shouldn’t be nearly as sure of my understanding of the world as I am most of the time because I’m using processes which can lead me astray, often.


[0:38:36.8] MB: Changing gears a little bit, I’d love to talk about fundamental attribution error and some of the work you’ve done about how situations versus sort of personalities can impact people’s behavior.


[0:38:48.8] RN: Right, well there’s a story that goes back to 1968 for the publication of a book by Walther Michelle. He’s the marshmallow guy that everybody knows about and he said, the book was about the power of assessment of personality traits to predict behavior. And his generalization was that if you’re trying to predict behavior in one situation, by virtue of knowing about behavior in some other situation, which could be described by the same trait, your correlation’s going to run about 0.1. That is, it’s trivial gain in accuracy of knowing how honest someone is going to be or how conscientious they’re going to be or how extroverted they’re going to be.


You can do better than that if you have a very good personality instrument questionnaire or reputation. Base rate in other words, comes from knowing a lot about many past experiences and applying that base rate to this particular circumstance that you're looking at. Those correlations can go as high as about 0.3. Still not to impressive. Doesn’t mean that people don’t have personalities or that personalities don’t affect their behavior. They do, but you have to have a heck of a lot of information and you’re predicting a heck of a lot of information. It takes lots and lots of observations to predict a battery of other observations. 


There you can get up to predictability at 0.8, 0.85. Now, why is that? Why is it that the predictability from one situation to another is so poor? Well, it has to do with error of various kinds. I mean, you're looking at a set — why did Joe give money to the United Fund? I say, “Well, he’s a generous guy.” Well, actually, his department chairman was going to know whether he gave money to the United Fund or not so he gave it. Why did Bill not give money? Well, because he happens to be that he has a bit of an opinion about one particular program by the United Fund that he’s very much opposed to. Not that he’s ungenerous or uncharitable. 


So situations are normally producing or normally responsible for behavior for much greater extent than we recognize and personality traits or other dispositions like skills or attitudes or needs are often contributing very little. I mean, the situation’s driving the buss. Most behavior, most of the time. So this was a bombshell actually. I mean because he was able to show that nobody’s clinical assessments or personality traits assessments were very accurate in predicting behavior. 


Some things — this wasn’t his original contribution but it all went into his book. Some things that clinicians thought were predictive were absolutely useless. To draw a person test predicts nothing you know? Clinicians were thinking to themselves, “Well, the person draws a person with funny eyes, that guy could be paranoid. Or draws somebody with a big head, well I may have worries about his intelligence. Or somebody draws a person with sexual organs. That person, there’s maybe some sexual adjustment issues.” 


All of which, undergraduates who have no clinical training at all will see in data even though it’s not there, you built the data sat so that none of this things are true but that’s what they’ll see. “Oh, funny eyes, paranoia. I see.” We’re just not that good at covariation detection. Actually we’re shockingly bad at most kinds of covariation detection, which is strange given how very good we are at pattern detection.


If there’s a pattern out there in the world, we can’t not see it. But if there’s a correlation of the given kind, most of the kinds of things, important things even that we really would like to have an accurate idea of, it’s just very hard to understand. They’re primarily determined by what the clinical psychologist actually is selling them. Can’t recall his name, first name offhand, showed, we called it “preparedness”. We’re prepared to see some kinds of association and we’re counter prepared for others. We’re prepared to see this association's, same thing is true for the Rorschach test.


The Rorschach test was given to hundreds of thousands of people costing untold millions of dollars to do these assessments. What is it that people see in these ink blots and what does that predict? No one for decades ever bothered to do the experiment here or to do the systematic observation to say, “Well, how well do these Rorschach signs, how well do they do in predicting behavior?” And it turns out The Rorschach is virtually useless. There’s one or two little things that it can predict, but it’s virtually useless.


So we see a behavior in one situation and we sort of take it for granted, we’ve learned something about a person’s personality traits and it’s easy to show and there are dozens of demonstrations and experiments showing that we are way over confident in our judgment about personality from judging, from looking at just one or two or three situations in which we’ve observed behavior.


There’s a law of large numbers issue here too. I mean, it’s just, you know, one behavior is not a very large sample but we don’t realize that, there are few arenas where we’re aware of the uncertainty of any observation. Interestingly, sports is an exception to that. People are really well calibrated on how much you can predict. Let’s say a basketball score at a particular game from basketball scores at another game. For how well you can predict spelling test performance by elementary school kids by virtue of knowing another spelling test performance.


For the abilities we’ve looked at, they tend to run about 0.5. I mean, from a serious good observation, one game or one test, they tend to run at about 0.5. So they’re informative but they’re certainly not the whole story. With people with any knowledge of sport, understand perfectly well, it’s captured beautifully my idea that on any given Sunday, any team in the NFL can defeat any other team in the NFL. That’s how much of a luck/error, that’s how much of a rule it plays in any given sports outcome. 


Despite the fact that people are quite good at understanding both how well you can predict an event from another event or a set of events from another large set of events, that doesn’t pour over at all onto our understanding of personality trait related behavior. You can show that people are horrendously mis-calibrated about how much information they think they’ve gotten from observing a person in one particular situation.


[0:45:50.8] MB: So obviously we’ve talked about the book and for people who want to dig into and really understand a lot of this kind of mental models or frameworks much more deeply, that’s a great place to start. What would some other resources be that you’d recommend listeners check out if they want to kind of dig in to some of these topics?


[0:46:05.7] RN: Well, I think Silver’s The Signal and The Noise, it’s about statistical concepts. It’s a beautiful information in age book. I mean, it tells you how you need to think about things, information that you haven’t collected yourself that somebody else has collected, how to make use of it, how to avoid making errors and determining it. There’s another lovely book by a mathematician called How Not to Be Wrong, and incidentally, he deals with a law of large numbers at length in his book just like I do in my book.


It’s very similar. I was kind of surprised that a mathematician would be thinking about so many everyday life situations in terms of the law of large numbers and have so many beautiful concrete examples of how we have to think given that all of our observations have errors surrounding them. I was surprised because I don’t’ see statisticians doing that sort of thing. 


Somebody who really wants to get serious about inferential rules in a very systematic way, formal definitions, I would recommend a book by Dian Halpern called Thought and Knowledge. It just march us through, it’s a similar to my book in a way. Although, she spends time on things that I don’t spend much time on. She talks a fair amount about some logical principals and some logistic schemas where I think that formal stuff is not actually something that people can make that much use of.


But some people would like to know about it anyway because there is some people are in jobs which require sometimes some kinds of logical formulations and it can be interesting, it can be fun to look at that stuff. Much of the territory she covers in that book, which is a critical thinking text basically, that’s what it’s intended for. There’s a lot of good stuff in there. So, you know, there is plenty and of course there is Danny Kahneman’s book, which is a near relative of my book. The title there of course is Thinking Fast and Slow.


[0:48:04.8] MB: Yup, great book. Huge fan of that book and Daniel Kahneman. So, where can people find you and the book online? Your book?


[0:48:12.3] RN: Well, it’s on Amazon and it’s in various versions; print, kindle and audible.


[0:48:19.4] MB: Great. Richard, thank you so much for being on the show, it’s been a fascinating conversation, we really explained a lot of this concepts that can seem kind of daunting at first but are really critical component to building a deep understanding of how the world works and how your mind works and how we can make better decisions. So, thank you so much for being a guest on the Science of Success. We’ve really enjoyed having you on here.


[0:48:42.7] RN: Thank you 


[00:48:42.2] MB: Thank you so much for listening to the Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I would love to hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an email. My email address is matt@scienceofsuccess.co. I would love to hear from you and I read and respond to every listener email


The greatest compliment you can give us is a referral to a friend, either live or online. If you’ve enjoyed this episode, please, leave us an awesome review and subscribe on iTunes. That helps more and more people discover the Science of Success. I get a ton of listeners asking, “Matt, how do you organize and remember all this information?” Because of that we created an amazing free guide for all of our listeners. It’s called How to Organize and Remember Everything. You can get it for free by texting the word “smarter” to the number 44222 or by going to scienceofsuccess.co and joining our email list. 


If you want to get all the incredible information, links, transcripts, everything we talked about in this episode and much more, be sure to check out our show notes. Go to scienceofsuccess.co, hit the show notes button at the top. We’re going to have everything that we talked about on this episode. If there was a previous episode that you loved, you can get the show notes for every episode that we’ve done. Just go to scienceofsucces.co, hit the show notes button at the top, and you can find everything. 


Thanks again, and we’ll see you on the next episode of the Science of Success. 
December 15, 2016 /Lace Gilger
Decision Making
51 - How You Can Predict The Future Better Than World-Famous Experts - The Art & Science of Risk with Dan Gardner-IG2-01.jpg

How You Can Predict The Future Better Than World-Famous Experts - The Art & Science of Risk with Dan Gardner

December 08, 2016 by Lace Gilger in Decision Making

In this episode we discuss the radical mismatch between your intuitive sense of risk and the actual risks you face. We look at why most experts and forecasters are less accurate than dart throwing monkeys. We talk about how to simply and easily dramatically reduce your risk of most major dangers in your life. We explore the results from the “good judgment project” study of more than 20,000 forecasts. We talk about what superforecasters are and how they beat prediction markets, intelligence analysts with classified information, and software algorithms to make the best possible forecasts and MUCH more with Dan Gardner.

Dan Gardner is a New York Times best-selling author and a senior fellow at the University of Ottawa’s Graduate School of Public and International Affairs. His latest book Superforecasting: The Art and Science of Prediction, which he co-authored with Philip Tetlock. Superforecasting was chosen as one of the best books of 2015 by The Economist, Bloomberg, and Amazon. Dan is also the author of Future Babble and Risk: The Science and Politics of Fear and previously worked as a policy advisor to the Premier of Ontario and a journalist with the Ottawa Citizen. 

  • How and why people make flawed judgments about risk

  • The radical mismatch between our intuitive sense of risk and the actual risks we face

  • Why we are the safest, healthiest, wealthiest people to live on planet earth (and we don't realize it)

  • Why we focus on vivid, dramatic risks, and ignore the real dangers in our lives

  • How to simply and easily dramatically reduce your risk of most major dangers in your life

  • The power of “meta cognition,” what it is, and why it’s so important

  • Lessons you can learn from the mega successful investor George Soros

  • Why most forecasters are less accurate than monkeys throwing darts

  • The difference between foxes and hedgehogs (and why you never want to be one of them)

  • The inverse correlation between fame and prediction accuracy

  • What cancer diagnosis shows about how averse people are to uncertainty

  • The universal principles of good judgement

  • The importance of intellectual humility and intellectual curiosity

  • Why certainty is an illusion and nothing is ever certain

  • Why everything is a question of degrees of maybe (probabilistic thinking)

  • The results from the “good judgement project” study of more than 20,000 forecasts

  • What superforecasters are and how they beat prediction markets, intelligence analysts with classified information, and software algorithms to make the best possible forecasts

  • The differences between these “superforecasters” and regular forecasters

  • The importance of being “actively open minded"

  • Why you should unpack smaller questions & looking things like base rates

  • How to use “fermi estimates” to solve tough and challenging problems

  • Why the growth mindset had a huge impact on positive ability to forecast

Need to do some planning for next year? Listen to this episode!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [SOS episode] Fixed Versus Growth Mindsets

  • [Book] Mindset: The New Psychology of Success by Carol S. Dweck

  • [Book] Superforecasting: The Art and Science of Prediction by Dan Gardner and Philip E. Tetlock

  • [Book] Thinking, Fast and Slow by Daniel Kahneman

EPISODE TRANSCRIPT

[00:00:06.4] ANNOUNCER: Welcome to the Science of Success with your host, Matt Bodnar


[00:00:12.4] MB: Welcome to The Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee, and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study, and I am going to take you on a journey into the human mind and what makes peak performance tick, with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.


In this episode, we discuss the radical mismatch between your intuitive sense of risk and the actual risks you face. We look at why most experts and forecasters are less accurate than dart-throwing monkeys. We talk about how to simply and dramatically reduce the risk of most of the major dangers in your life. We explore the results from the Good Judgment Project, which is a study of more than 20,000 forecasts. We talk about what super forecasters are, how they beat prediction markets, how they beat intelligence analysts with classified information and software algorithms to make the best possible forecasts, and much more with Dan Gardner.


The Science of Success continues to grow, with more than 650,000 downloads, listeners in over a hundred countries, hitting number one New & Noteworthy, and more. A lot of our listeners are curious how to organize and remember all this information. I get listener emails all the time asking me. “Matt, how do you keep track of everything? How do you keep track of these interviews, podcasts, books that you read, studies that you read, all this incredible information?” I’ve developed a system from reading hundreds of books, from doing all this research, from interviewing these incredible experts, and I put it all in a free pdf that you can get.


All you have to do is text the word smarter to the number 44222. It’s a free guide we created called How to Organize and Remember Everything. Listeners are loving this guide. I get emails every day from people talking about how this has helped them transform their lives and keep themselves more organized. You can get it completely for free, all you have to do is to text the word smarter to the number 44222 or go to scienceofsuccess.co and put in your email.


In our previous episode, we discussed why the happiness movement has done us a disservice and sometimes actually makes things worse. How perfectionism creates an illusion of control and distorts your reality. How to become aware of the critical inner voice at the root of your pain and unhealthy habits, and the incredible power of self-compassion, and much more with Megan Bruneau. If you’re struggling with difficult emotions, if you want to become happier, if you have a battle with perfectionism, listen to that episode.


[0:02:48.7] MB: Today, we have another fascinating guest on the show, Dan Gardner. Dan is a New York Times bestselling author, and a senior fellow at the University of Ottawa’s Graduate School of Public and International Affairs. His latest book is Super Forecasting: The Art and Science of Prediction, which he coauthored with Philip Tetlock. Super Forecasting was chosen as one of the best books of 2015 by The Economist, Bloomberg, and Amazon. Dan’s also the author of Future Babble, and Risk: The Science and Politics of Fear.


He also previously worked as a policy adviser to the Premiere of Ontario, and as a journalist for the Ottawa Citizen. Dan, welcome to the Science of Success.


[0:03:23.7] DG: Hello.


[0:03:24.6] MB: Well, we’re very excited to have you on here today. For listeners who might not be familiar with you, tell us a little bit about you and your background?


[0:03:32.1] DG: Yeah, sure. I sort of had a bit of an eclectic background. Initially after law school, I went and worked in politics, and then I got into journalism and did a whole bunch of work in journalism, and then I happened to catch a lecture one year by a man who is a pioneer in the field of risk perception psychology, Paul Slovak, and that lecture really opened my eyes. Made me connect a lot of dots. I started to think about psychology, I started to study psychology heavily, and that’s sort of been the course of my career ever since. 


It’s really been an interesting experience, because when you change your understanding of how people think, how they perceive, how they decide, you change your understanding of people generally, and it was a real water shed in my life.


[0:04:21.4] MB: What is risk perception psychology, I’m really curious?


[0:04:24.5] DG: Basically, it’s a field of psychology that goes back to the 1970’s, when as you may know, there was large and growing controversy about the safety of nuclear power. The nuclear engineers would say, “Look at our data, it’s okay, it’s safe, don’t worry about it”, and the public was worried about it regardless. It didn’t matter how many numbers they were shown, they got more and more worried. That was the point in which psychologists got involved to say, “Well, how do people make these judgments about risk? If they’re not making it on the basis of available data. How are they making these judgments? Why are they so much more worried than the nuclear engineer say they should be?” 


The bottom line on that is that risk perception is in large part intuitive, it’s felt. If you feel that something is a threat, you’ll take it seriously. If you don’t feel that, you won’t. Generally speaking, that applies to any risk. Sometimes that works, sometimes our intuitive understanding of risk, or intuitive sense of risk, is very accurate and will keep us out of danger, and sometimes it is horribly inaccurate. It will not help us whatsoever. 


Simple example is after 9/11. Of course, we all saw the jet fly into the tower. We saw what happened afterward, and all sorts of folks became terrified of flying, thinking that they will be the next victims of deadly hijackings. They still had to get around, so what did they do? Well, they started driving instead, because that didn’t feel like a threat. Well guess what? Driving is in fact considerably riskier than flying.


As a result of this mass shift from flying to driving, by some estimates, as many as 1,500 people died who would not otherwise have died. That’s a great example of how our intuitive perception of risk can steer us in fact into greater danger.


[0:06:23.5] MB: That’s something that I find really fascinating, and especially I feel like people who constantly watch the news or get caught up in stories about terrorism, or mass shootings, or whatever it might be, kind of miss the point that, I think as you’ve said in the past, today we’re actually some of the healthiest and safest people to ever live on planet Earth.


[0:06:42.1] DG: Yeah, I mean that’s just an indisputable fact. We are some of the healthiest and safest people — and wealthiest too, if you want to throw that one in — to ever live, and yet we sure don’t talk or act like it. That’s really pretty unfortunate. Number one, we’re not sort of appreciating the bounty which has been befallen upon us, but also it means that we’re — in large part, we’re missing the real risks very often when we think about what we should worry about and what we shouldn’t worry about.


You’re quite right, we worry about the big dramatic, the vivid risks like terrorist attacks, even though any quick glance in the statistics will tell you that as an individual, are you likely to be killed in a terrorist attack? Almost certainly not. But simultaneously, we ignore the real risks. Sitting on the couch, watching television, eating junk food doesn’t feel like a threat, but if you do it day after day, month after month, year after year? Yeah, it is a real threat, and that’s why there’s some pretty undramatic advice that I always give people.


I always say basically, if you eat a reasonable diet, don’t smoke, obey all traffic rules, get some exercise, you have basically dramatically reduced your risk to all the major killers in modern life. That’s not a terribly exciting message. It’s not exactly great for grabbing headlines.


[0:08:07.0] MB: You know, it’s funny. Often times, the best advice is the most simple and obvious.


[0:08:12.2] DG: Yeah, I mean this is one of those areas where that is absolutely true, but the problem of course is again, it goes back to how do we judge risks? And as I say, sitting on your couch, watching television, eating junk food, it does not feel like a threat, because of our risk perception psychology. Where does that come from? It comes from where the brain evolves, the environment in which it evolves. It evolved in a world completely unlike the world in which we live and so there is this radical mismatch between our intuitive sense of risk and the world in which we live.


The things that we should kind of be worried about, like not getting enough exercise, like eating too much salt, like smoking, those things don’t feel like threats. Meantime, those things that do feel like major threats, the terrorist attack that you see on television or whatever, they aren’t so much. That’s why it’s so absolutely critical that people think carefully about risk judgments.
To ask themselves hard questions. Does this really make sense? Is there really evidence to support this? Don’t let your gut drive the decision.


[0:09:24.6] MB: When thinking about some of these major risks for somebody who is listening now, instead of following kind of their gut instinct, what you’re recommending is think a little bit more deeply about it.


[0:09:33.9] DG: Absolutely. Introspection is absolutely essential, and this is actually a point which I think comes out of psychology in general, comes out of decision making in general. When you ask who are the people who make good judgments and what do they have in common? I would suggest to you that there is at least a couple of points that are universal, and at the top of that list is introspection. 


People who have good judgment tend to think a lot about their thinking. Psychologist call that meta cognition. They think about their thinking. They tend to be sorts of people that say, “Okay, this is what I think. Here’s my conclusion, but does it really make sense? Is it really supported by evidence? Am I looking at the evidence in an unbiased fashion? Have I overlooked other possible explanations?” As I say, when you look at people with good judgment, you find that they have that introspection in space.


My favorite illustration that is George Soros. George Soros is — of course today is controversial, because of politics, but just forget that. Remember that George Soros in the 1950’s to the 1980’s was an incredibly successful investor. Particularly during the 1970’s. That was impressive, because of course that was a terrible time to be an investor, and yet he was very successful during that time. The interesting thing is, when George Soros was asked, “George, why are you so good?” And when you’ve made billions and billions of dollars, you’re perfectly entitled to say it’s because I’m smarter than all you people.


He never said anything at all like that. His answer was always the same thing. He always said, “I am absolutely aware that I am going to make mistakes, and so I’m constantly looking at my own thinking to try to find the mistakes that I know must be there, and as a result, I catch and correct more of my mistakes than does the other guy.” It’s that sort of a very intellectually humble message which he says is the source of his success and frankly, I think you can, as I say, I think you can find that sort of deep introspection in every single person who has demonstrable good judgment.


[0:11:40.1] MB: On the topic of good judgment, I think that’s a good segue into kind of the whole discussion about forecasting. Let’s start out — I’d love to hear the story or kind of the analogy of monkeys throwing darts. Tell me about that?


[0:11:54.1] DG: Yeah, we call that “unfortunate punchline” by coauthor Philip Tetlock. He’s a very imminent psychologist, and — recently at the university of California of Berkley, now at the University of Pennsylvania, the Wharton School of Business. Phil, back in the 1980’s, became interested in expert political judgments. You have very smart people who are observing world affairs, and they say, “Okay, I think I understand it, and I think I know what’s going to happen next.”


They make the forecast. Phil decided, “Well, are they any good?” When you look at the available evidence, what you quickly realize is while lots of people have lots of opinions about expert forecast, that’s all they are. They hadn’t been properly scientifically tested. So Phil said to himself, well how should they be tested? How can we do this? He developed a methodology for testing the accuracy of expert forecasts, and then he launched what was at the time one of the biggest research programs on expert political forecasting ever undertaken.


He had over 280 experts, people like economists, political scientists, journalists, intelligence analysts. He had those folks make a huge number of predictions about geo-political events over many different timeframes, and then he waited for time to pass so that he could judge the accuracy of the forecast. Then he brought together all the data, and crunched all the data, and boiled it all down, and there are vast numbers of findings that came out of this enormous research, which was published in a book called Expert Political Judgment in 2005.


One conclusion that came out of this research was that the average expert was about as accurate as random guessing, or if you want to be pejorative, the average expert was about as accurate as a dart-throwing chimpanzee. Some people really latched on to that conclusion, they really enjoyed that. These are the sorts of people who like to sneer at so called experts. There are other people who like to say that it’s impossible to predict the future, and they always cite this as being evidence of that — demonstrably fallacious conclusion.


This is one of those instances where statisticians like to warn people that averages are often useful and insightful, but sometimes they obscure things, and this is one of those classic illustrations where the average actually obscured the reality. The really interesting finding from Phil’s research was not that the average expert was about as accurate as a dart-throwing chimpanzee. It was that there were two statistically distinguishable groups of experts.


One group did much worse than the dart-throwing chimpanzee, which is pretty incredible when you think about it. The other group had real predictive insight. They did better than random guessing. It was still modest predictive insight; they made lots of errors, but they clearly had real foresight. The really interesting question from Phil’s original research was what distinguishes the two types of experts? What makes one type of expert a disaster, and what makes the other type of experts somebody with real foresight?


He looked at all sorts of the factors that you think might be relevant. Did they have PHD’s, did they have access to classified information, whether they were left wing or right wing, optimistic or pessimistic, and he showed that none of these factors made a difference. Ultimately, what made the difference was the style of thinking. The two types of forecastors had two very different styles of thinking.


To sum this up, Phil used a metaphor which has been used in many different contexts. Foxes and hedgehogs, because there’s a scrap of Ancient Greek poetry in which the Ancient Greek poet says, “The fox knows many things, but the hedgehog knows one big thing.” The one type of expert style of thinking is to have one big idea, that’s the hedgehog. The hedgehog has one big idea, and here that means they have one analytical tool. They have one lens, one way of looking at reality, and they think that that is sort of the secret decoder ring of the universe. 


So they use it over and over again to tell them what is going on. To make forecasta. That sort of expert, they like to keep their analysis simple, they don’t like to clutter it up with a whole bunch of different perspectives and information. They like to push the analyst until it delivers a nice clear answer, and of course if you deliberate — if you push the analysist until it lures a clear answer, you’re more often than not, you’re going to be very confident in your conclusion. You’re going to be more likely to say that something is certain or that something is impossible. 


The other type of expert is the fox, and as the ancient Greek poet says it, the fox knows many things. What that means in this context is, the fox doesn’t have one big analytical idea, the fox will use multiple analytical ideas. In this case the fox may use one idea, and in another case, the fox makes a different idea. Foxes are also very comfortable with going and consulting other views. Here I have my analysis, I come to a conclusion, but you have an analysis, I want to hear your analysis.


If you’ve got a different way of thinking at different analysis, a different method, then I definitely want to hear that. They want to hear from multiple information sources. They want to hear different perspectives, and they drag those perspectives together and try to make sense of all these separate sources of information and different perspectives.


Now, if you do that, you will necessarily end up with an analysis that is not so elegant as the hedgehog’s analysis. It will be complex and it will be uncertain, right? You’ll probably end up with more situations where you have — say you have seven factors that point in one direction, or five factors that point in another direction, and then you’ll say well, you know, on balance, I think it’s maybe 65% it will happen.


They’ll be more likely to say that sort of thing than they will be to say it’s certain to happen or it’s impossible, right? They end up being much less confident than the hedgehogs. Well, the conclusion of Phil’s research was that the hedgehogs were disastrous when it came to making accurate forecasts. As I said, they were less accurate than the dart throwing chimpanzee.


The foxes had the style of thinking that was more likely to produce an accurate forecast, but here’s the punchline. The real punchline from Phil’s research is that he also showed there was an inverse correlation between fame and accuracy. Meaning, the more famous the expert was, the less accurate his forecasting was, which sounds absolutely perverse when you think about it, because of course you would think that the media would flock to the accurate forecast or ignore the inaccurate forecaster.


In fact, it makes perfect sense because remember that the hedgehog tells you a simple, clear story that comes to a definite conclusion. It will happen or it won’t happen. A confident conclusion, whereas the fox expert says, “Well, there are some factors pointing at one direction, and other factors pointing in another direction. There’s a lot of uncertainty here, but I think it’s more likely than not that it will happen.


If you know anything about the psychology of uncertainty, we really just don’t like uncertainty, right? When you go to an expert and you get that fox-like answer that says well, balance of probabilities, that’s psychologically unsatisfying, whereas the hedgehog is giving you what you psychologically crave, which is a nice, simple clear story with a strong clear conclusion and as a result. We find that the media goes to exactly the type of expert who was most likely to be wrong.


That’s a really important and really unfortunate finding, and I wish it were as famous as Phil’s finding about the predictions being as likely to — as accurate as the dart throwing chimpanzee, because it is just so much more important. Unfortunately, there it is. That was through the culmination of Phil’s first enormous research program.


[0:20:05.7] MB: I think it’s such an important finding that the smartest people, “the most accurate forecasters”, as you call them, the foxes, are often kind of the most humble and the least confident and certain about what’s actually going to happen.


[0:20:18.3] DG: Yup. This is, again, if you were asking about sort of the universals of good judgment. One of the universals is a quality that I call intellectual humility. I emphasize intellectual humility because it’s not just humility. This isn’t somebody ringing his or her hands and saying I’m not worthy, I’m no good. By intellectual humility, I mean, it’s almost like a worldview in which you say look, reality is immense, complex fundamentally uncertain in many ways.


For us to understand even a little bit of it, let alone to predict what’s going to come next is a constant struggle. What’s more, we’re fallible people and people make mistakes, so I just know that I’m going to have to work really hard and I’m still going to make mistakes, but I can in fact slowly try to comprehend a little bit and try to do a little bit better. That attitude is absolutely fundamental for a couple of reasons.


Number one, it says you’re going to have to work really hard at this, right? Comprehending reality, let alone forecasting, is not easy. Expect to work hard if you want to do it well and accurately. Number two is, it encourages introspection, you remember I mentioned earlier, that introspection is universal among people’s good judgment. Well, if you’re intellectually humble and you know you're going to make mistakes, you’re going to be constantly thinking about your thinking so that you can try and find those errors, okay?


That is so that introspection flows naturally out of intellectual humility. The third element that comes, flows out of intellectual humility is this. If you have this idea that you know, the universe is vast and complex and we can never be sure, then you know that certainty is an illusion. You should not be chasing certainty because human beings just can’t manage that. What does that mean? That means, don’t think of making a forecast in terms of it will happen or it won’t happen. Don’t’ think in terms of it’s 100% or 0%.


Think in terms of one to 99%. It’s all a question of degrees of maybe right? The finer green you can distinguish between degrees, maybe the better. What I’ve just described is something called probabilistic thinking. It too is very fundamental to people with good judgment, and unfortunately, it’s very unnatural. It’s not how people normally think. In fact, how people normally think is — we sometimes call the three-setting mental dial. You know, you ask yourself, is this thing going to happen? And you say, it will happen or it won’t happen, or if you really force me to acknowledge uncertainty — because I really don’t like uncertainty — I will say maybe. That’s the third setting of my mental dial. 


There’s only those three crude settings, whereas probabilistic thinking says no. Throw out those two settings, it will happen or won’t happen, it’s all degrees of maybe. As I say, this is not natural. This is not how people ordinarily think, but people can learn to do it, and they can make it a habit. Scientists think as probabilistic thinkers, good scientists do anyway, and the super forecasters that we discovered in Phil’s second research program. People with demonstrably excellent forecasting skill, they are real probabilistic thinkers.


It is a habit with them. I mean, I spoke with one super forecaster and you know, just in a casual conversation I said, “Do you read? Do you read much?” He said, “I read lots”, and I said, “Well, do you read fiction or nonfiction? He said, “I read both”. I said, “Well, what proportion of the two would you say that you read?” He said, “It’s about 70/30.” Then he caught himself and thought carefully, and he said, “No, it’s closer to 65/35”, right? This is in a casual conversation. Normal people just don’t think with that degree of fine-grained maybeness.


People who learn to think in probabilistic terms, they can make it habitual, and they can think that carefully. By the way, the data is very clear that that is in fact one of the reasons why these super forecasters are super.


[0:24:38.5] MB: Before we dig into that, because I do want to talk about how we can kind of train ourselves to think more probabilistically, and how we can learn from some of these super forecasters. Touching back on the idea of why people dislike uncertainty so much. Can you share kind of the anecdote about cancer diagnosis?


[0:24:55.8] DG: Sure. Look, when I say that people dislike uncertainty, people, I get it, okay? I dislike uncertainty. I would prefer to have hard facts, it is or it isn’t. Okay, I don’t’ think they quite appreciate just how profoundly aversive uncertainty really is, psychologically aversive, it really is. Let me illustrate in fact with two illustrations. One is a scientific study that was conducted in Holland where they asked volunteers to experience electric shocks. and Some of the volunteers were told, “you are about to receive 20 strong electric shocks in a sequence”, and then they were wired up to be monitored for the physiological evidence of fear,, which is elevated heartrate, elevated respiration rate, perspiration of course.


Then other volunteers were told, you will receive 17 mild electric shocks randomly with three strong electric shocks and they too were monitored for the evidence of fear. Now objectively, the first group obviously received much more pain, much more painful shocks but guess who experienced more fear? It was the second group. Why? Because they never could know whether that next shock would be strong or mild. That uncertainty caused much more fear than the pain itself.


That sort of aversion to uncertainty is very powerful stuff, and you will see it in doctor’s offices. In fact, any doctor will tell you a version of the story I’m about to say. The patient comes in, the doctor has reason to suspect that the patient has cancer, tells the patient this, says, “But we can’t be sure. We have to do more tests, and then we’ll see.” They do the tests, and then the patient waits. And any person who has ever been through that will tell you that the waiting is hell. Then one day, you go back to the doctor’s office, you sit down and sometimes unfortunately, the doctor has to say, “I’m afraid to tell you that the tests confirm that you have cancer.”


Almost universally, what patients report feeling at that moment is relief. They feel better and they almost always say the same thing: “At least I know.” That’s how powerful uncertainty is, that the possibility of a bad thing happening can be a greater psychological burden on us than is the certainty that the bad thing is happening.


If that’s the case, if uncertainty is so horrible to us and we just want to get rid of it, it’s really no surprise then that we will turn to sources that promise to get rid of uncertainty, even when it’s not rational to do so.


[0:27:49.2] MB: Now let’s dig in to kind of the idea of super forecasting, and let’s start with what is a super forecaster?


[0:27:57.2] DG: Yeah, it’s a bit of a grandiose term, I have to admit. It actually has humble origins. A number of years ago, the Office of the Director of National Intelligence in the United States, that’s the office that oversees all the 16 intelligence agencies — including the CIA — in the United States. A number of officials in that office decided that they had to get more serious about analyzing the forecasting that the intelligence community does.


I don’t know if you’re aware, but the intelligence community actually spends a lot of its time not just spying, but also analyzing information to try and figure out what’s going to happen next. If Russia is saber-raffling, they’re going to make a forecast. Will Russia try to seize the Crimea? You know, they’ll try to make forecasts, but on all parts of geo-political events, including economic events like what’s going to happen at the Chinese economy in the fourth quarter, that sort of thing.


The officials within the ODNI decided that they had to get better at this. One of the ways that they decided they would get better at this is to sponsor what became called a forecasting tournament. What that meant was very simple. It sounds like a game, but it’s not a game. It’s an enormous research program, and what they did was they went to leading researchers and forecasting and they said, “You set up a team to make forecasts, and we’ll ask questions, and they’ll be the real world questions that we have to answer all the time. We’ll ask them in real time, so as they arise. If an insurrection breaks out in Syria, we’ll ask something about how that will proceed. So you have to forecast it, and then we’ll let time pass and then we will judge whether your forecasts are accurate or not. We’ll do this for lots and lots of questions and you guys, you researchers, you can use any methods you want, and then at the end of this process, we will be able to analyze the accuracy of all this forecast.


We will see which methods work, which methods don’t, and then try to learn how we can improve what we’re doing. Very sensible stuff, you would think. As I said, they went out to leading researchers, ultimately they ended up with five university based research teams in this forecasting tournament. One of the research teams was led by my coauthor Philip Tetlock, and that team was called the Good Judgment Project.


To give you an idea of the scale of this undertaking, the Good Judgment Project, which as I say was only one of five teams, it involved volunteers. They went out and they were recruited, and — through blogs and whatnot, and said, you know, basically, do you want to spend a little free time making geo-political forecasts, then sign up here.


They got huge numbers of volunteers. At any one time there were 2,800 to 3,000 people involved with the Good Judgment Project. Over the course of the four year tournament, there were more than 20,000 people involved. That gives you an idea of the scale of this and the bottom line result. There were many results that came out of this because as you can imagine, the data are luminous.


The bottom line result was one. The Good Judgment Project won hands down. Number two, the good judgment project discovered that there was a small percentage between 1% and 2% of the forecasters, the volunteer forecasters were truly excellent forecasters. They were consistently good, and I say consistently good because that’s very important to bear in mind. Anybody can get lucky once, or twice, or three times, but if you’re consistently good, you can be pretty sure that you’re looking at skill not luck.


To give you an idea of how good they were, well, at the start of the tournament, the ODNI set performance benchmarks which all the researchers thought were way too ambitious. Nobody could beat this. The super forecasters blew past the performance benchmarks. They beat prediction markets which economist would say shouldn’t be possible. They even beat intelligence analysts who had access to classified information.


Which is particularly amazing because remember, these are ordinary folks. These super forecasters, when they went to make their forecast, basically they had to use just whatever information they could dig up with Google. Yet they were able to beat even people who had access to all that juicy classified information. This is really impressive stuff and then the question is, well why are they so good?


We can quickly dispatch a number of things that you might think would explain this. Number one, you might think that they’re using some kind of arcane math, right? They’re using big data or algorithms, some craziness that ordinary folks can’t understand. No, they didn’t. In fact, to the extent of the youth math, they were a very numeric people by the way. They are very numeric people. I should emphasize that point.


They are well above average in numeracy. To the extent that they use math in making their judgments, it was like high school math, it was nothing particularly dramatic. Another thing that you might say would make the difference. Well, maybe they’re just geniuses, right? They’re just so off the charts intelligence that they’re just super. No, that’ snot the case either. They were tested for — they were given IQ tests, and again, they scored well above average. 


These are not just randomly selected folks off the street. But, they’re not sort of mental level geniuses, they’re not so incredibly intelligent that ordinary folks can’t relate to them. It’s very clear that conclusion that you can draw from this is basically, it’s less what they have than how they use it. The third element that you might think is specialist knowledge, right? You might think, well, okay, these are experts in some fields in the fields that they’re trying to forecast, and no, I can tell you categorically they were not experts in field.


They’re very informed people, right? These are people who agreed to make geo-political forecasts in their spare time. It’s no surprise that they’re smart, they followed the news, they follow international news, they’re interested in the stuff, they’re very informed but they’re not specialists. We know this for the very simple reason that they were asked about all sorts of different questions, and all sorts of different fields, and nobody’s an expert in every field.


So, they’re not any of those things so then, the question is, well what elevates them, what makes them different? I wish they were like one or two simple answers, a couple of clear, crisp bullet points that answers everything, but that’s not the case as so often the case, the reality is complex. There’s quite a list of things that make them different. Number one, they’re intellectually curious.


I think that’s very important, it’s no surprise. These are people who like to learn, they’re constantly picking up bits and pieces of information, and no surprise, when you spend a lot of time picking up this sort of information, eventually you will have quite a number of dots in your intellectual arsenal for you to connect.


Two, these are people who score very high in what psychologist call a need for cognition, which simply means that they like to think. They really enjoy thinking, they’re the kinds of people who do puzzles for fun and the harder the puzzle is, the more fun it is, which is very important because when you look at how they actually make their forecasts, its’ a lot of hard mental effort and so enjoying a hard mental effort sure helps.


Three, they’re actively open minded. This is another term form psychology. Open minded is pretty obvious, that means okay, I’ve got my perspective but I want to hear your perspective. I want to hear somebody else’s perspective. I want to hear different ways of thinking about this problem. Then they’re going to gather all these different perspectives together and try to synthesize them into their own view.


Now, that’s the open-minded part, but of course, there’s an old saying about open-mindedness. Don’t be so open minded that your brain falls out. Well, this folks, that’s the active part, the active open mindedness, and these folks were very active in their open mindedness. Meaning that as they’re listening to all this other perspectives and gathering these other perspectives, they’re thinking critically about them. They’re saying, does that really make sense? Is that actually supported by the evidence? Is that logical?


They’re doing that constantly when they draw these perspectives together and synthesize them into their own view, which again, I would emphasize, that sounds like a heck of a lot of work. It is. Unfortunately, as I said, they like hard thinking. Fundamentally also, they’re intellectually humble. I mentioned intellectual humility earlier. That is absolutely true here, and all the things that flow from that are true. You know, they’re hard mental workers, they’re deeply introspective people, they’re constantly looking at their thinking. Trying to find the mistakes, trying to correct it and improve it, and the probabilistic thinkers, that also flows form intellectual humility.


Another element I would also add is simply this, if you ask how do they actually approach a problem, how do they actually make a judgment? One of the critical differences between a super forecaster and most ordinary folks is, rather than simply vaguely mulling over information and stroking your chin until somehow an answer emerges somehow and you don’t know how. That’s a terrible way to make a forecast by the way.


What they do is that they methodically unpack the question. They take a big question, and they unpack it, and make a whole series of smaller questions, and then they unpack those and they make a series of smaller questions, and they methodically examine them. Each one, step by step by step. Again, this is a very laborious method, a lot of hard mental work goes into it, but it’s demonstrably effective. There’s a famous physicist named Enrico Fermi. One of the fathers of the atomic bomb, who became famous for his ability to estimate things accurately.


He actually taught this method. Fermi estimates basically involve unpacking questions so that you methodically tackle them one after the other after another. People who work in physics or engineering will be familiar with this. Fermi estimates are actually taught in those departments. In fact, engineers to engineers, this is almost second nature, this idea of unpacking the problem and methodically tackling it that way.


It’s probably not. This is a bit speculative, but it’s probably not a coincidence that a disproportionate number of the super forecasters have engineering backgrounds. Software engineers, computer programmers, whatever. People with engineering background sort of get this.


[0:38:35.2] MB: That was fascinating, and I think one of the most important things you said is that it’s not easy. It takes a lot of hard work to make effective decisions or in this particular context, effective forecasts. One of the things that I always say is that there’s no kind of get rich quick strategy to becoming a better thinker. It takes a lot of time, energy, reading, and introspection to really build kind of a robust thought process to improve your own ability to think and make better decisions.


[0:39:05.0] DG: That’s absolutely correct. It also touches on a further factor, which I didn’t mention, which is certainly one of the most important. Which is that these are people who have what psychologists call the growth mindset, which is that they believe that if they think hard, and they work hard, and they practice their forecasting skill, and they look at the results of their forecasts, and they think about how they got them right or how they got them wrong, and then they try again, that they will improve their forecasting skill. Just as you would improve any skill that you practice carefully with good feedback over time.


You might say, but isn’t that perfectly obvious? Doesn’t everybody understand that in order for you to improve a skill, you have to practice it, and the more you practice, the better it will get? Unfortunately, that’s just not true. There’s a psychologist named Carol Dwack who has done an enormous amount of researching skill, and she talks about two mindsets. One is the growth mindset that I just described, but the other mindset is the fixed mindset, which is basically the idea that we’re all born with abilities and talents and skills, and that’s all we’ve got.


If I try something and I fail, I’m not going to try it again, because I have demonstrated the limits of my abilities and it would be foolish of me to waste time trying to improve those abilities. That’s why it’s very critical — and we see this clearly in the super forecasters, they have very strong growth mindset, and more importantly, they put it into action. They were making their forecasts, they were doing post mortems, trying to figure out what went right, what went wrong and why. They were trying to improve on the next round, and they did, there was demonstrable improvement.


It’s very clear that underlying all of this is you have to have some belief in the ability to grow or you won’t engage in the hard work that’s necessary to grow.


[0:41:10.2] MB: Long time listeners on the show will know that on here, we’re huge fans of Carol Dwack and the book Mindset, and we actually have a whole episode on kind of the difference between the growth mindset and the fixed mindset.


[0:41:22.2] DG: Great.


[0:41:22.1] MB: Breaking out all those things. I’ll include links to both of those things in the show notes for people to kind of be able to dig down and really understand those concepts who may not have heard the previous episodes we have about that kind of stuff. Yeah, I totally agree, I’m a huge fan of the growth mindset and I think it’s critically important.


[0:41:39.8] DG: Yeah, there’s no question that in Phil Tetlock’s research, super forecasting research. The data very clearly demonstrate that.


[0:41:47.8] MB: For somebody who is listening, what are some sort of small concrete steps they could take right now to kind of implement some of the best practices of super forecasters to improve their own thinking?


[0:41:58.7] DG: Well, the first thing I would say is, adopt as an axiom, because of course as humans, we all have to have axioms in our thinking. Adopt as an axiom that nothing is certain, right? It’s easy to say that in the abstract, but it’s a lot harder to apply it in our lives, because if you stop and you think about your own thinking, you’ll begin to realize that you use the language of certainty constantly, which is normally fine.


I’m sure in this conversation, I’ve used certainly and that sort of saying, remember at a minimum that any time that you say certain or refer to certainty, there’s an asterisk. All of us, right? The asterisk means almost. Because in fact, in reality, literally nothing is certain. Not even death and taxes. Once you start to think in those terms, you make that an axiom. You can start to make it a habit to say, okay, it’s not certain, how likely is it? Think in terms of probability, and you know, it’s often said that the ability to distinguish between a 48% probability and a 52% probability or even a 45% and a 55% probability?


It sounds like a modest thing, but if you can do that concisely, that’s the difference between going bankrupt and making a fortune in certain environments, such as Las Vegas or Wall Street. Learning to think, to make it habitual to think in terms of probability is I think step number one.


[0:43:32.4] MB: For listeners who want to find you or the book, what’s the best place for people to find you online?


[0:43:38.3] DG: Probably dangardner.ca for Canada.


[0:43:45.7] MB: For listeners who might have missed it earlier, the book that we’re primarily been talking about is Super Forecasting. Highly recommend it, as you can tell form this interview. Dan is incredibly sharp about all these different topics. Dan, for somebody who’s listening, obviously, they should check out Super Forecasting. What are some other resources you’d recommend if they want to learn more about kind of how to make better decisions and how to make better forecasts?


[0:44:08.1] DG: That’s an easy question. The very first book — in fact, I would recommend it before my own books, which is something authors aren’t supposed to do, but here it goes. The very first books folks should read is Daniel Conman’s book, Thinking Fast and Slow. Conman is a course, the Nobel Prize winning psychologist, who is one of the symbol figures of our time, and fortunately, he finally got around to — not long after I read all of his papers and I learned the hard way — he finally got around to writing a popular book, and Thinking Fast and Slow is absolutely essential reading. Anybody who makes decisions in — whether it’s in business, or in government, or in the military, or anywhere eels, anybody who makes decisions that matter should read Thinking Fast and Slow.


[0:44:54.3] MB: I totally agree. It’s one of my favorite books, and I think one of the deepest, most information rich books about psychology that’s on the market today.


[0:45:03.1] DG: Absolutely.


[0:45:04.0] MB: Dan, this has been a great conversation, and filled with a lot of fascinating insights. Thank you very much for being on the show.


[0:45:11.9] DG: Thank you, it’s a lot of fun.


[0:45:13.4] MB: Thank you so much for listening to the Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I would love to hear from you. Shoot me an email, send me your thoughts, kind words, comments, ideas, suggestions, your story, what the podcast means to you. Whatever it might be. I read and respond to every single email that I get from listeners. My email address is matt@scienceofsuccess.co. Shoot me an email, I would love to hear from you. 


The greatest compliment you can give us is a referral to a friend either live or online. If you’ve enjoyed this episode, please, leave us an awesome review and subscribe on iTunes. That helps more and more people discover the Science of Success. Lastly, as a thank you to you for being awesome listeners, I’m giving away a $100 Amazon gift card. All you have to do to be entered to win is to text the word smarter to the number 44222. Thanks again, and we’ll see you on the next episode of the Science of Success. 

December 08, 2016 /Lace Gilger
Decision Making
50 -  Uncover the Root of Your Pain, How to Smash Perfectionism, Love Yourself, and Live a Richer Life with Megan Bruneau-IG2-01.jpg

Uncover the Root of Your Pain, How to Smash Perfectionism, Love Yourself, and Live a Richer Life with Megan Bruneau

December 01, 2016 by Lace Gilger in Best Of, Emotional Intelligence

In this episode we discuss why the “happiness” movement has done us a disservice and sometimes makes things worse, how perfectionism creates an illusion of control and distorts your reality, how to become aware of the critical inner voice at the root of your pain and unhealthy habits, the incredible power of self compassion, and much more with Megan Bruneau.

Megan Bruneau is a psychotherapist, wellness coach, writer, podcast host and creator of oneshrinksperspective.com After years of perfectionism-fueled depression, anxiety, and eating disorders, she discovered how to like herself, take risks, and find success without beating herself up to get there. 

  • Why Megan advocates a holistic approach to mental health

  • Why the “happiness” movement has done us a disservice and sometimes makes things worse

  • How to become aware of the critical inner voice at the roof of your pain and unhealthy habits

  • What your “secondary emotions" are and why its so important to pay close attention to them

  • How you internalize self judgement from your childhood experiences

  • You can have expectations about mood not just performance and that can create suffering

  • The importance of giving yourself permission to feel feelings even when they are uncomfortable

  • What your physiological symptoms look like when you experience a fight or flight response

  • How to build tolerance and grow your “emotional muscle”

  • The tools you can use (with a concrete example) to stop a downward spiral of anxiety

  • Things you might do that actually make a negative emotional response worse

  • The importance of making space for difficult feelings ( through mindfulness )

  • How to have deep self compassion and treat yourself with kindness

  • What exactly to say to yourself when you’re dealing with difficult emotions

  • Why you should treat yourself like a dear friend who is suffering

  • How the “self esteem” movement screwed you up and created many of your emotional challenges

  • What happens when your self worth is dependent on being better than other people

  • How Megan defines perfectionism (and why you might be a perfectionist without even realizing it)

  • The critical importance of self compassion and how you can practice it

  • The importance of understanding the concept of "common humanity"

  • We define mindfulness and its core components, and discuss how to practice it

  • Why painful feelings don't make you broken, but are a natural part of the human experience

  • The huge downsides of having your self worth tied to your achievements

  • Why your fear of difficult and uncomfortable emotions is the roof of your suffering

  • The exact internal dialogue you should use if you constantly put too much pressure on yourself

  • The massive danger of “globalizing” negative experiences

  • Why giving up high expectations actually enhances your performance

  • Why you should change for your focus from being productive to focusing on what’s meaningful

  • How you can “become friends” with difficult emotions

  • And MUCH more!

If you are frustrated, suffering, or struggling with uncomfortable emotions, listen to this episode!

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Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Book] The Compassionate Mind by Paul Gilbert PhD

  • [Book] Self-Compassion: The Proven Power of Being Kind to Yourself by Kristin Neff

  • [Website] One Shrink’s Perspective

  • [Personal Site] meganbruneau.com

  • [Book] When Things Fall Apart: Heart Advice for Difficult Times by Pema Chodron

  • [Website] Mindful Self-Compassion, Christopher Germer, PhD

  • [SOS Episode] How To Put Your Body In Relaxation Mode, Reduce Stress, and Develop Body Awareness with International Yoga Expert Tiffany Cruikshank

  • [Amazon Author Search] Alan Watts Book Catalogue

  • [Video] “You’re It” by Alan Watts

  • [Video] The Dream of Life by Alan Watts

  • [Video] We Are All Connected ft. Sagan, Feynman, deGrasse Tyson & Bill Nye

EPISODE TRANSCRIPT

[00:00:06.4] ANNOUNCER: Welcome to the Science of Success with your host, Matt Bodnar.


[00:00:12.4] MB: Welcome to the Science of Success. I'm your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee, and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study, and I am going to take you on a journey into the human mind and what makes peak performers tick, with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.


In this episode, we discuss why the happiness movement has done us a disservice and sometimes actually makes things worse. How perfectionism creates an illusion of control and distorts your reality, how to become aware of the critical inner voice at the root of your pain and unhealthy habits, and the incredible power of self-compassion and much more, with Megan Bruneau. The science of success continues to grow with more than 640,000 downloads, listeners in over a hundred countries, hitting them with new noteworthy and more. 


A lot of our listeners are curious about how to organize and remember all this information. I get tons of listener emails and comments saying, “Matt, you read so many books, you do so much research, how do you keep track of all this stuff?” We put together an incredible guide for anybody that’s listening, you can get it for totally for free that will help you organize and remember all of this incredible information. This is how I keep track of everything, it’s the personal system that I use and get it totally for free.


All you have to do is text the word “smarter” to the number 44222. Again, it’s a guide we created called How to Organize and Remember Everything. I get emails all the time, listeners telling me how much they love this guide and how awesome it is. You can get it, all you have to do is text the word “smarter” to the number 44222 or you can go to scienceofsuccess.co, put in your email and we’ll send you the free guide today.


In our previous episode, we discussed lessons from 25 years of studying the evolution of human emotion, examined whether the Machiavellian concept of power still works, explored the surprising scientific data on how you can acquire power, and looked closely the foundations of enduring power from studies of military units on how to achieve and maintain power with Dr. Dacker Keltner. If you want to understand deeply how to acquire power and what makes you lose it, listen to that episode.


[0:02:35.1] MB: Today we have another exciting guest on the show, Megan Bruneau. Megan is a psychotherapist, wellness coach, writer, podcast host and the creator of oneshrinksperspective.com. After years of perfectionism fueled depression anxiety, eating disorders and more, she discovered how to like herself, take risks and find success without beating herself up to get there. 


Megan, welcome to the science of success.


[0:02:58.8] MB1: Thanks so much for having me Matt. I’m stoked to be here.


[0:03:01.2] MB: Well we’re very excited to have you on. So, for listeners who may not be familiar with you, tell us a little bit about yourself.


[0:03:06.9] MB1: Sure. Oh gosh, what do you want to know? Like you said, I’m a psychotherapist, I’m a wellness coach, a writer, podcast host, all of that and I have a real interest in helping people change the relationships to themselves so that they’re able to take the risks that they want and follow their dreams and that kind of thing. I have a background in personal training, nutrition, yoga, so I take like a really holistic approach to mental health but I’m not like anti-medication or anything like that. 


Yeah, I also have a real vested interest in helping people realize the utility in their emotions because I think we have the slight super pathologizing culture that we live in that tells people they shouldn’t feel sad or anxious or any of those sorts of things, and the happiness movement has really done us a disservice. My main purpose is for being out there or to help people learn how to like themselves more and make space for their difficult feelings and experiences.


[0:03:57.2] MB: So when you say “the happiness movement has done us a disservice”, tell me about that?


[0:04:01.3] MB1: Yeah, I mean, there’s a lot in positive psychology and like the happiness industry that I think is very helpful for people, particularly a focus on self-growth and looking inward and things like that. However, there’s a lot around like positive thinking and choosing happy and you see a lot of this stuff out there on Instagram and hear people saying like, “Happiness is a choice.”


What that does is it actually makes people feel worse, especially if you’re dealing with depression or going through a rough time and even like the idea of gratitude while gratitude is a super effective intervention if used effectively. If you just kind of like are using it to invalidate what you’re going through and you’re like, “Oh, there’s children starving in Africa or this are first world problems, you don’t have any reasons to be upset.” What it does is it creates what we call secondary emotions.


We have primary emotions and we have secondary emotions and our primary emotions are basically the feelings that we feel that are super evolutionary. Like, they’re there for a reason. You feel loneliness because it will make you connect, you feel anxiety because it’s telling you to prepare for something or be vigilant or be on the lookout because you may be in danger. Sometimes we feel depression because we’re not living the life that we want to live and depression is telling us, we need to sort our shit out.


Really like every emotion has utility in it and a lot of this emotions are very uncomfortable and they’re meant to be that way because that’s motivating. We’re far more motivated to take action when we feel uncomfortable in order to alleviate that discomfort. This idea that we need to only feel comfortable emotions, such as like happiness and excitement and calm, what happens is when we start feeling this uncomfortable emotions which I thought is like primary evolutionary emotions, we then judge ourselves for feeling them.


So we’re like, “Oh my gosh, you're so weak or you’re pathetic or you’re being ingrate or you’re doing it wrong like you just can’t be happy like everyone else,” and then we create this layer of what as I said were called secondary emotions which come out of self-judgment and that might be shame or anxiety or anger for feeling sadness or shame or guilt or depression or whatever. So basically like, what this happiness movement has done is it’s created, in some cases for some a lot of people, another layer of emotions and another layer of suffering that comes out of judging ourselves for feeling anything that’s not happiness. Does that make sense?


[0:06:21.9] MB: That definitely make sense. I’m curious, tell me or dive a little bit more into the idea of self-judgment?


[0:06:27.9] MB1: Yeah, so I mean we all have our inner dialogue going on that really evaluates the stimuli in our lives. So like external stuff and the world that our day to day and everything and like moment to moment, but we have this real inner voice and this is not like, “Oh, you’re hearing voices in your head.” It’s just like, if you start to pay attention to it you’ll notice you have thoughts and that’s like an interpretation of your experience and we tend to internalize.


Usually we internalize the voices of our caregivers or for some people if they’re really bullied in high school or had like a really critical sibling. But usually we — the way that we relate to ourselves is kind of a compilation of how the people around us have related to us growing up. So for some of us we’re like really hyper judgmental around anything that we do and we’re super self-critical and this kind of gets into perfection, which I imagine we’ll talk about it at some point.


We judge ourselves for anything that we perceive to be not meeting our expectations and I think when we think about expectations we oftentimes think of performance, but we have expectations for ourselves around our mood as well. Our thoughts that we have. Just our day to day that doesn’t necessarily always involve performance. We judge ourselves for how we feel. So that’s sort of self-judgment in the context of judging ourselves for having a certain emotional experience or a certain thought. But we just tend to be like, I mean, I imagine many people listening to this can relate to being hyper self-critical and self-judgmental or have inward judgment.


[0:08:10.5] MB: I think you made a really important point and something that kind of gets lost a lot of the time, which is that it’s easy to think about sort of anxiety or performance anxiety especially in the context of sort of performing or achieving a result. But the under current there is that we also have expectations about what our mood should be and if that doesn’t happen then we can get into this sort of cycles of self-judgment and waves of secondary emotions.


[0:08:37.2] MB1: Totally, and that’s really performance anxiety, you know? It takes us out of being able to perform and just be in the moment and be in the flow of what we’re doing best because we’re so hyper focused on the experience we’re having and that’s the same thing with social anxiety too, or really any form of anxiety. But it’s like, you know, you go into a setting and let’s say you’re feeling a bit anxious because you don’t know anybody there and you know, you’re maybe feeling a bit self-conscious and that’s normal.


Human beings want to be accepted, we want to be liked. That’s very primal of us, because if you weren’t accepted in caveman days like you’re probably going to die, right? It’s really natural to have that desire to be accepted and to not be rejected and to feel self-conscious and kind of wonder like, “Oh, I want to make sure that I’m socially acting in a way that will be received well as opposed to being rejected or isolated.” But often times with social anxiety, what happens is then we’re aware of that anxiety and we’re like, “Oh my god, you’re feeling anxious, stop it. You have to go into this, you’re going to rock it, you own it. You’re super confident and you don’t feel confident and people can see that and your failure and everyone can tell what you’re thinking.” 


And we start to really spiral with some of this thoughts that are really focused around how we believe we should be presenting ourselves emotionally as well as outwardly. So when we can give ourselves permission to feel feelings and some of them being uncomfortable ones while still having an experience, while still going up there and giving the presentation, while still going to the party and talking or going on a date or going on a podcast or whatever, then it’s much less painful and distressful because we’re like, “Yeah, that’s cool, I’m making space for some of those feelings. Those are just there to help me.”


[0:10:21.9] MB: So if you get caught in kind of a spiral of thoughts like that, what are some things you can do to break out of it?


[0:10:28.3] MB1: I mean, I think it’s sort of a spectrum because if we get so caught that we’re feeling like we’re on the verge of a panic attack. In that case, it might be helpful to remove yourself from the situation and kind of reset, right? I mean if you’re feeling like you’re having real physical symptoms and anxiety and, you know, you’re like sweating like crazy and you just can’t — because what happens with anxiety is it’s like the fight or flight response, right? So our body prepares for fight or flight and so what that looks like physiologically is like core starts pumping through our system and all of our blood kind of drains out of our prefrontal cortex, which is where logic and decision making happens and it goes into our large muscle groups, getting prepared to fight or flee.


Our pupils dilate and our digestion shuts off and we’re getting prepared because we feel stress, right? If you feel like you're at a point where physiologically you’re beyond the point of being able to kind of practice mindfulness, which is what I imagine we’ll get into as well. Then I would say like, remove yourself from the situation if possible and like give yourself permission to kind of reset. You know? Do something and this is — maybe it will be helpful to work with an example. What comes to mind for you now, when you think about feeling like you would be spiraling and just be like super overwhelmed with those thoughts and feelings?


[0:11:41.2] MB: Yeah, one thing that sometimes creates anxiety for me is like — I have mild claustrophobia, so being on a plane sometimes, I get very anxious.


[0:11:52.3] MB1: Yeah, okay. So this is an interesting one because, I mean, we have to also be realistic with our options, right? You’re not going to open the emergency exit and jump out of the plane, that’s just not an option. Maybe it is, I like to think that it’s not because I hope that you can’t open those things like a random bystander can’t if they get really anxious. So we also have to look, “Okay, what’s realistic?” Right? You’re feeling really claustrophobic on the plane and actually, I mean, that might be a place to practice more of the mindfulness that I’ll get into.


It also might be like, “Okay, what can I do in this situation to help me feel more comfortable? Can I go to the bathroom? Can I listen to some music? Can I focus on my breath? Is there something that I can do that can help me just stop the kind of spiraling thoughts and feelings?” But however, being realistic they like, you are on that plane and from the moment it takes off until the moment it lands, you can’t get off.


So that’s an interesting example because often times like we can remove ourselves from a situation and sometimes, like I’m a big proponent of “do what serves you better”. So in some cases like in a person’s healing or recovery or introspection or self-growth period of their life, you might need to take yourself — like let’s say you’re trying to get used to riding the subway, right? It’s something that causes you a lot of anxiety so for someone like yourself with claustrophobia, maybe that’s a challenge at times. Like you’re riding during rush hour, that’s going to be super stressful.


Through mindfulness and getting to know your limits and stuff, there might be times where you’re like, “Okay, I’m going to ride two stops and then I’m getting off because that’s just like too distressful for me and I’m not trying to make myself suffer more than I need to. However I’m trying to — I’m growing my emotional muscles,” you know what I mean? It’s kind of like going to the gym, we want to build tolerance or this difficult emotions that if we don’t pay attention to them, we end up becoming slaves to them.


So if every time you go on the subway you felt anxiety and you listened to that anxiety and did exactly what it told you, and you’re like, “I’m like I’m getting off.” You’re never going to be able to ride the subway. I realized of kind of like taking your plane example to the subway but I just feel like that might be an easier one to sort of show the different options, is that cool?


[0:13:58.9] MB: Yeah, that’s totally fine.


[0:14:01.3] MB1: Okay cool. So, if every time you get on the subway, you get off the moment you feel anxiety, it’s like that’s cool. Maybe that’s what you need? But it’s also not going to necessarily help you develop comfort with a discomfort anxiety gives you, you know what I mean? So, you want to be able to kind of find this balance where you’re like okay, some days you might feel empowered to ride the subway two to three stops and eventually you’re riding at like five, 10, 15 and eventually riding it for hours and that’s awesome. But other days you know, it might be too distressful for you and you can get off.


There’s like this kind of balance between being like, “Okay, I’m feeling a difficult emotion right now,” and in your case of being on the plane, it’s like this claustrophobia but ultimately that’s anxiety. “Here are my options, I want to alleviate — I want to cope with that anxiety. My options are, I can either remove myself from the situation that’s causing me anxiety or causing me this difficult emotion or I can kind of put up my umbrella and like the storm of this emotion and still be in the storm but comfort myself enough that I can cope with it.” That’s where like self-compassion comes in and that’s where connection comes in and that’s where self-soothing comes in.


So the first step would be, “Okay, what choice do I want to make here? Do I want to choose to fully remove myself from the situation that’s causing me this emotion so I can just like alleviate the emotion entirely? Or do I have enough resilience and resources in this moment to stick it out and it’s not going to be like so distressful that I’m going to feel traumatized essentially? If that’s the case, if I want to make the choice to stay then what do I need?” So In your case of the plane example, like you don’t really have a choice, you are on that plane and you're just going to have to put up your umbrella and hope that you have an umbrella and what does that look like? 


Is that music? Is that the person next to you? It’s that focusing on your breath? Is that going to the bathroom? What’s your kind of way of coping with that? But then the example of like the subway, you have to make that  decision, “Okay, am I going to get off and not feel that anxiety because I’m off and that’s very relieving but I also know that that’s not going to help me on my path toward building my emotional tolerance muscles? Or am I going to pay attention to that anxiety that I’m feeling and make some space for it and remind myself that it’s going to pass, it’s not permanent and remind myself that it’s not going to kill me and focus on my breath and put on that music or again talk to the person next to me or again, count to 10 or whatever you’re in practice self-compassion, all of that sort of stuff?” 


I guess like coming back to your original question of what are the tools that a person can enact when they’re feeling like they’re spiraling, and they’re aware of that? The first step is obviously like this mindfulness of becoming aware of what you're experiencing and noticing like, “Okay, what is happening for me right now? Okay, I notice I’m spiraling.” Then being like, “Am I in this place of spiraling where I need to just shut it off and get the fuck out of here? Or can I sit with the spiraling to a certain extent and pay attention to it and ask myself what I need so that I don’t necessarily need to remove myself from the party or stop the presentation or leave the date or turn off the podcast mic,” or whatever. Does that make sense?


[0:17:11.0] MB: Yeah, I think that makes a lot of sense and the two things that I found super helpful in a situation like that where, you know, there was no way you can kind of leave is one kind of just really trying to practice kind of acceptance and accepting all the emotions and feelings that you’re having and the other one is something I know you’ve talked about, which is sort of the idea of impermanence and the sense that everything is temporary, all anxiety eventually subsides and so just sort of riding it out and accepting it as it is so that you can kind of eventually sort of move through it.


[0:17:44.8] MB1: Totally, I mean, we live in a world where we’re sold this message that everything is permanent and we need to reach this permanent state of whatever or of happiness or success and like that’s just not reality. That sells a lot of things because people think if they buy something and then they’re going to be happy or if they get married or if they buy the house or if they get the promotion or whatever and that’s just now how life works. I mean, life is like a series of experiences woven together and ultimately what it all comes back to is like the sensations that we feel.


Those are a result of our interpretations and our emotional experiences and when we can make peace with the fact that nothing is permanent, everything is impermanent, everything is constantly changing, it makes it — it’s actually, I mean, it’s painful on some levels because it’s like, “Oh, that’s too bad. I really wanted to just like grab happiness and hold onto it for the rest of my life.” But it’s also very liberating because we’re like, “Wow, any of this painful experiences that I make currently be going through or that I’m afraid of going through, those are going to pass as well.” It’s kind of the like “this too shall pass”.


In those moments, when we’re going through that storm of whatever the emotional experience is, we have things that we can do that can make it worse such as judging ourselves or pushing the emotion down or telling ourselves that we’re pathetic or whatever or telling ourselves it’s going to last forever and that’s like — there’s a Buddhist saying that like “pain times struggle equals suffering” and that’s when we create suffering. Life has pain in it, that’s just like what life is. It’s filled with grief and disappointment and loss and sadness and things not going the way that you want them to and like inevitably there are going to be painful emotions alongside all of the beautiful, wonderful really comfortable ones. When we judge ourselves for feeling those, we create additional suffering. So that’s kind of like the whole “pain times struggle equals suffering” thing. 


So if you think about you’re going out there into the emotional storm that you can’t avoid, you make things a lot worse by practicing self-judgment and all the things I mentioned and that’s kind of like being like, “Oh, I think I’m just going to like, I don’t’ know, take off all my clothes and like, I don’t know, roll around in the snow or something like that.” Like that probably would make the storm worse. However, there are certain things that you can do again such as like putting up that umbrella or putting on a jacket and mixing together a snowstorm and rain storm, whatever storm works for you; come up with your own metaphor. But basically through practicing self-compassion which is making space for the difficult feeling through mindfulness.


Reminding ourselves of like we’re human and, you know, emotions are a natural part of our experience and it doesn’t mean that we’re broken, it doesn’t mean there’s something wrong with us and many other people, millions of other people are feeling a very similar emotion or the same emotion at this time and that’s kind of what unites all of us and then also practicing self-kindness, which is essentially like saying to yourself what you would to a friend and one that is I advise clients to use and I use it with myself is starting your dialogue with yourself in a moment of distress with, “It’s understandable your feeling ____ because ____”. 


Something like, “Hey, it’s understandable that you’re feeling anxious right now. Because you want to perform well in this presentation, or like you want to give a good impression on this date or you know, you want to do well on this test or you want to do well in this interview or wherever the anxiety is coming from like it’s coming from a good place, it’s there to help you,” right? So just taking away that layer of judgment that comes from stoop feeling anxious you’re being so weak and actually being like, “Hey, it’s understandable you’re feeling anxious right now.” Validating your experience. 


So that’s kind of like one of the ways that we can make space for that emotion and be able to kind of like ride it out, but then also as you said, relying on this piece of impermanence it’s like, “I’m going to practice this self-compassion with the knowledge that the emotion will pass,” that’s a central positive self-compassion. Just makes it far less distressful and anxiety provoking to have a difficult emotional experience when we have all of this in mind.


[0:21:45.7] MB: So tell me a little bit more about kind of self-kindness and self-compassion and you mentioned something about the way you would treat a friend.


[0:21:53.0] MB1: Totally. So, self-compassion like the real guru’s, there are Paul Gilbert and Kristin Neff and like they’re amazing. Paul Gilbert has a book called The Compassionate Mind and Kristin Neff has one that’s just called Self-Compassion: Changing the way you relate to yourself, or something like that. They’re both like amazing, amazing resources for anyone who is interested in this further but basically what self-compassion is, it’s a few things, it’s sort of like the — first it’s kind of like the response to the self-esteem movement of the 90’s that really screwed a lot of us up. 


So basically what movement did, it was like, “Everyone gets a gold star, everyone, you’re the best. You're perfect.” And in reality, that’s not statistically possible because statistically we’re all average you know what I mean? Some of us are better singers than others, some of us are better tennis players than others. But at the end of the day, we’re all ultimately average and there’s no sort of like — no one’s more worthy than anyone else and for some people, that can be really terrifying especially for people who struggle with perfectionism, where their self-worth is very dependent on believing that they’re better than other people.


So what self-compassion is it’s sort of a response, we finally learn, “Oh my god, telling people that they’re perfect doesn’t work.” Because what it does, like when you tell your child that they’re perfect, they’re the best, they actually then, their self-esteem or their self-worth gets very tied to always believing they’re the best. Then they get on the real world where they realize they’re not the best and they’re like, “Oh my god, who am I? I’m worthless, I’m nothing, so long as I’m not the best,” you know?


Self-compassion is the answer to that. Self-compassion is like, “Hey, we’re all imperfect, you’re imperfect, I’m imperfect and that’s okay. We’re all kind of like fumbling along through life together and nobody really knows what the fuck they’re doing but like we’re trying and that’s cool, you’re allowed to be imperfect and that doesn’t make you not worthy or not lovable or not desirable or any of those sort of things.”


So that’s kind of like the underlying like, because a lot of people when they hear self-compassion or “self-love”, if you want to call it that, they think of it as being like, “I’m going to look in the mirror, I’m going to tell myself I’m the best,” and it’s like, no, it’s about sometimes looking in the mirror and being like, “You’re having a really rough day, that’s okay. Yeah, maybe you're not super on your game and that’s okay too.” There’s still like a desire for growth and learning and getting to know yourself better and being a better human. But the three, if you want to break self-compassion down, the three main kind of like action items that come out of it are mindfulness, self-kindness, and this idea of like common humanity. So, I’ll speak about each of those. 


Mindfulness, you probably heard of mindfulness before. Mindfulness is like a real buzz word this days and in some cases I think it’s being misinterpreted because there’s just such a focus on “just be in the present”. That is a big part of mindfulness but what often gets lost is like the central components of mindfulness are non-judgment and acceptance and just kind of like curiosity and observation of that current moment. So it’s not just about being present, it’s being present without judgment and with acceptance and that’s like, we can practice mindfulness toward the anxiety that we feel, the thought that we’re having, the bodily sensations that we’re experiencing or the pain that we’re feeling. What we perceive of around is like our current interpretation of the weather. We can practice mindfulness to kind of anything that like taps into any of our senses. 


Mindfulness is like the first place that self-compassion starts because mindfulness is essentially like being aware without judgement, with compassion, with acceptance and just really noticing what is happening with this sort of more like, almost as if you’re watching a movie, you’re not over identifying with it. So when you think about how we react to life, basically what happens is there’s a stimuli like there’s something that happens, some sort of situation and then we have this interpretation of what that is and often times that’s where the self-judgment comes in. Then we react. Often times we forget that there’s like the interpretation piece in the middle like we just have a situation and then we react. Something happens and we freak out. 


We don’t realize, well actually, there’s like this space in there that through practicing mindfulness and getting to know a little bit more about what that is and bringing more of it into your life. You actually get a lot more control over how you react to the world around you actually really empowers you to not necessarily have this unhealthy or unswerving reactions through emotions. Mindfulness is basically being like, “Okay, I notices I’m feeling something or I notice like a situation just happened and let me sit with that and just kind of like spend a moment acknowledging what’s going to be the best reaction here?” And then choosing how I want to react. It’s like something that’s where a lot of meditation is very helpful and yoga and focusing on your breath and just starting to really notice your thoughts without necessarily judging them or reacting or noticing your feelings. Because then that empowers you to actually make a decision, it’s more deserving for you.


So basically, mindfulness is this idea of, as I said, being aware and so you start to become aware of let’s say like this critical inner voice that is ultimately at the root of a lot of your pain or a lot of your unhealthy habits. So that’s like the first step there, you’ve got the mindfulness, you’re paying attention. Then, there’s this self-kindness piece, which is like, “What would I say to a friend in this situation? Am I going to tell a friend that they’re like a huge screw up and they’re never going to amount to anything and no one’s ever going to love them and they’re pathetic? Or would I tell a friend like my god, you’re so fat and ugly and no one’s going to love you and my god, I can’t believe you have cellulite, like you're a failure at life? Am I going to tell a friend the same things that I’m telling myself right now?” Probably not, right? 


Because most of us are former compassionate and understandable and flexible with other people than we are with ourselves. So there’s a mindfulness piece of recognizing like what’s going on, “How am I reacting to myself right now? What am I experiencing?” Then there’s the self-kindness piece and that’s where like the example I used of “this is understandable because ___” can be really helpful. Then this common humanity piece, which is like, “Hey, I’m not alone in this. We’re all in this together. Everyone goes through this sorts of experiences and feelings like heartbreak, disappointment, grief, loss, pain, frustration, envy, jealousy, rejection, anxiety, depression, disappointment.” 


I’m probably repeating myself now, but all of this painful feelings are just part of the human condition and part of what it is, be alive. It doesn’t make you broken that you’re feeling them, it makes you human and that’s like what unites us. So just really reminding yourself, “I’m not the only person going through this right now, this doesn’t not make me broken, this does not make me like a bad human or a failure or like crazy, or any of the kinds of pathologizing terms that we call ourselves when we experience something that we believe is not in line with that happiness movement that I talked about earlier.


So the common humanity piece is really helpful. Not for like being like, “Oh, everyone else feels this so therefore you shouldn’t be upset.” It’s more like, “Hey, you’re not broken, it’s cool, it’s okay to feel this way, like make space for it,” you know? Those are like the main — that’s what self-compassion is ultimately. Just to recap, it’s the mindfulness piece, it’s the self-kindness piece, it’s the common humanity piece and when you can kind of bring all of those into your experience or any painful experience, it is like that umbrella or that jacket in a storm that’s going to be really helpful for you in weathering it.


[0:29:06.8] MB: I’d love to dig in more on perfectionism, that’s something that we’ve had a lot of listeners email in and ask about and are very interested in and I love the definition that you use, which is the idea that you’re self-worth is dependent on being better than other people. Tell me more about that.


[0:29:25.3] MB1: Totally. So I define perfectionism as like having five characteristics and yeah, like I said, that’s sort of like self-worth being dependent on being better than other people. That’s definitely one of them and really how I define that one is, your self-worth is basically dependent on your achievements and your performance and outcomes and doing and productivity and how you look and inevitably because we judge our performance in comparison to other people, and comparison to what the “average performance” might be and that’s like our frame of reference then yeah, actually it is basically like being better than others. Being the best and so that’s a huge part of it. 


But there are also several other components that I think are really important and that we don’t always recognize when we think of perfectionism. There’s obviously like the fear of failure piece and that’s like a pretty classic one. But really what’s underneath that is like a fear of difficult emotions and, in my opinion, that’s really what’s at the root of all the problems in the world. We don’t know how to sit with our uncomfortable emotions and in our attempt to alleviate our emotional pain, we react impulsively or we react in like none-mindful ways. So basically it’s like yes, there’s the fear of the feelings that come along with failure, but there’s also just the fear of any uncomfortable emotion. A fear of like the emotions that come about with uncertainty, we’re feeling out of control. Because those are really uncomfortable experiences, however they’re very inevitable experiences in life.


So people who are highly perfectionistic tend to be incredibly like routine and want to make sure that they can predict exactly how something’s going to go, and that they feel this illusion of control in their behavior or their environment because the thought of feeling like anxiety or feeling out of control or feeling inadequacy or whatever other difficult emotions they’re struggling with is really, really terrifying. So they kind of create this box that they stay in and this sort of like illusion that they’ve got it all together with themselves, but what that comes out of is like not really taking risks or not putting themselves into situations where they might fail or where they might feel uncomfortable emotions.


It’s like this vicious cycle because there’s then the perception that they never really fail at anything or they never feel difficult emotions and they’re like succeeding but the reason they’re “succeeding” is because they’re not taking any risks that whatever allowed them to fail. So that whole — the fear of the difficult emotions is like a big one there. But then there are two other ones that are really indicative of perfectionism. One is this idea of the critical inner voice. So I mentioned that earlier, like just being super hard on ourselves and responding to ourselves in ways that we would never speak to a friend. 


That perpetuates all the other stuff because it’s like, “Oh well, if I know that if I fail in my eyes or I don’t meet expectations, then I’m going to respond to myself by being a huge asshole and basically abusing myself and I don’t have like the tools to cope with that pain, then I’m definitely not going to take risks. Because if I fail, the way that I cope with failure is by essentially like self-abuse.” Then final one is these unrealistically high expectations. Again, it’s like all such a vicious cycle because then you have this unrealistically high expectations that are very inflexible as well. It’s like, “I expect myself to perform at 100%.”


Let’s say you wake up and you’re like super sick or you get dumped or your mom’s in the hospital or they’re just like things going on in your life or you’re just like in a low mood, right? PMSing, and you still hold yourself to those unrealistically high expectations. So we almost set ourselves up for failure in doing that and so it’s like this really paralyzing, super anxiety provoking way of relating to yourself and to life because it’s like you have to walk this fine, fine line where if you take the wrong step, everything crumbles and that’s why often times people who relate to being perfectionistic, can identify with being like they think they’re super anal or they’re high strung or they just don’t know how to relax and it’s because like there’s so much riding on whatever their next step is because at any wrong turn, everything could crumble and they’ll feel so terrible about themselves. 


Just like recap those five things for anyone listening. Fear of failure, fear of uncomfortable feelings, unrealistically high expectations, critical inner voice, and then your self-worth being dependent on these outcomes and achievements which can often lead to people feeling as though they’re bipolar. I get a lot of clients come in and they’re like, “Pretty sure I’m bipolar. Yesterday I felt really great, I was super happy. I looked good and things were going well at work,” and then the next day they’re like, “Then today I’m having a fat day and you know, I got like rejected by this guy and got feedback on this presentation and they said I needed to work on this thing. I just basically feel like a failure of a human.” And it’s like, “Well that’s not being bipolar, that’s having your self-worth be very dependent on the outcomes and achievements piece. Those are the kind of five factors of perfectionism.


[0:34:48.2] MB: That’s incredible and so much of that stuff, I think, not only resonates with me but I think will really resonate with a lot of our listeners. I feel like in many cases, I put a lot of pressure on myself and I’m curious, kind of walk me through maybe sort of a really simple example of an internal dialogue that you would use to kind of back away from something like that.


[0:35:09.4] MB1: Sure, yeah, what’s some — can you give me an example of what would be a position in which you’d be putting pressure on yourself?


[0:35:14.4] MB: I mean I think all kinds of different things. I don’t know if I have a specific instance.


[0:35:18.2] MB1: Okay, well let’s think of what would be something that listeners would relate to? Okay, so I think as women, we put a lot of — and men too obviously, but we put a lot of pressure on ourselves for our appearance and definitely that might be like, in terms of like how we feel and everything like that and not feeling sexy but a lot of times like women and people who are very perfectionistic put a lot of pressure on themselves around weight and like reaching a certain kind of goal that they perceive to be, again, that kind of like answer to their pain or will make them finally good enough, or help them finally reach that place where they never feel anxiety anymore, you know?


Or it might be a way of maintaining this illusion of like kind of control and not having to deal with the anxiety that might say that they’re not good enough, you I know? So I think with that example, there’s like the pressure of this ultimate goal or a pressure to always be a certain way that unfortunately really contaminates the joy that we could possibly have in life because it takes us away, it takes us out of any moment where we could actually just be there and experience it, and enjoy it because we’re constantly thinking like, “Oh, you know, what am I — I have to make sure that I’m getting to the gym, I have to make sure that I’m exercising. Or I have to make sure that it’s like, you know, I stay with this really tight parameters of my expectations for myself or my appearance.” 


In that case like self-compassion can be so powerful because it’s this idea that’s like, “Hey, hold up, your self-worth is not dependent on a number on the scale and when you’re on your death bed, is it really going to be that important how much you weight when you were 28, or whatever? And is that what you look for in your friends and in your partners, like their physical appearance, is that what’s most important?” And kind of like tapping in more deeply into your values and things like that. Just essentially giving yourself permission to be imperfect. 


Now, that’s something where it’s like I guess the pressure piece is more around this ultimate goal, which is a more — like that’s kind of perfectionism in like a systemic sense I suppose. But then there’s also like the perfectionism where I think might be more related to what you were talking about, which is like a performance piece that’s like more like an individual experience. So let’s say it’s like giving a presentation. So we have this pressure on ourselves and our mind starts to tell us things like, “You are, you have to ace this presentation and if you screw up then that means that like you are a — you’re unhirable and like you are just like a waste of life and no one’s ever going to take you seriously and oh my god, then you're not going to be able to get a job and like then there’s going to — six months are going to go by and you’re going to be unemployed and you’re going to have a gap on your resume and then what’s going to happen and then nobody’s ever going to want to hire you and then you’re going to become homeless and then you're like going to die,” or whatever.


We have these kind of like spiralistic thinking of believing that if something doesn’t go as planned with this pressure that we’re putting on ourselves then the worst thing ever is going to happen. It’s interesting because often times we don’t actually even like reach the point of, “Oh, I’m going to be homeless.” There’s just this like intense anxiety and fear around what happens if it doesn’t go how I expect or hope it to go? It can be helpful in those situations where you’re feeling a lot of pressure around your performance, whether it is like the presentation or the interview or the date or whatever to be like, “Okay, instead of this visualization chip,” I mean, and don’t get me wrong, visualization can be helpful. 


But instead of being like, “This is going to go perfectly, 100% yeah, it’s going to go so well, I’m not going to screw up at all,” which actually can keep our anxiety quite high because it keeps us in that very tight place where we can’t screw up, it can be helpful to be like, “Hey, you know what? You’re probably going to jumble your words at some point, you know? There might be something you say that doesn’t make a ton of sense or maybe your face is going to go red or maybe your palms are going to sweat a little bit and like maybe you’re not going to — in fact, you’re definitely not going to meet your expectations in every way because you’re a human and there’s like no, you’re not a robot, there’s no way you can make this go perfectly. But that’s okay.” 


Being able to permit yourself a little bit of like wiggle room in terms of the performance itself, that’s one way that you’re going to make your expectations like more realistic and thus make the anxiety less overwhelming because really when you think about it, all of our painful emotions to a certain extent are come out of like the disparity between our expectations and our reality. If your expectations are super high, there’s more of a chance that like your reality is going to fall below those expectations and in that space is going to be like disappointment, rejection, shame, guilt, anxiety, frustration like all those sorts of things.


So when we can kind of like lower the expectations, not in the sense that you’re becoming complacent or you're not still expecting success from yourself. But when you can make them like a little bit more realistic and be like, “Hey, there’s little more wiggle room there for having like the odd jumble of your words here and there or the odd sort of like embarrassing comment or something because you’re human and like that’s going to happen, then it alleviates the possibility of such strong emotions as a result of not reaching those expectations and then it also alleviates like the anxiety that we feel when we are expecting ourselves to hit that unrealistically high place. I’m like having a moment right now myself where I’m like, “I don’t know if this is really making any sense? And I don’t know if it’s going to be helpful,” you know?


[0:41:08.7] MB: It’s making a ton of sense, I think it’s super helpful.


[0:41:11.9] MB1: Okay, that’s good to hear. But you know, it’s interesting because even as I’m saying all of that, in my mind, I’m like, “This is interesting, I’m saying these things, but I wonder if this is actually helpful to the listener?” And like, “Oh my gosh, I wonder what Matt’s thinking right now? Is he going to go — is he and his producer after this going to be talking about this being like, “Wow, that girl was out to lunch,” right? I still have my mind that tells me this sorts of things and of course it can be helpful to seek a little bit of assurance and be like, “Matt, do I sound crazy?”


But it’s also helpful to just be like, “You know what? If that is the case, it’s okay,” you know? “You did your best, not everything you’re going to say is going to make perfect sense and that’s all right,” right? I think, really the central kind of theme there is like permit yourself to be a human, permit yourself to make some errors, that’s okay. The other thing that we tend to do is we just do something called globalizing. So when we don’t meet our expectations, such as let’s say it’s like the presentation and one presentation or one interview goes poorly and then we’re like, “Oh my god, I’m so bad at public speaking, I should never do this again, I am like the worst, I’m just like, I’m not a public speaker, I’m not good at that.”


Because we had a really hard time with the experience of “failure” in our eyes and so in order to prevent ourselves from ever feeling it again, we’re like, “I’m just never going to do that again, I’m going to avoid those situations and I determined that I am bad at public speaking or bad at you know, speaking in front of audiences or bad at giving presentations so I’m never going to do it.” That’s like very unhelpful because it prevents us from ever having opportunities to grow and learn and practice which is like what we need to get better at things. 


But ultimately also, it’s not the truth. You have one negative experience where you don’t meet your expectations or like you really bomb something out of countless experiences where you probably rocked it. That’s not helpful to be like, “Og no, I now suck at this,” right? That’s something to keep in mind as well, alongside this whole “let yourself be human” thing, also remember like don’t make an interpretation that because you failed once, you are a failure you know? Because you bombed a presentation that you don’t know how to give presentations. Or because you had one bad date that you’re undatable, you know? 


I would say in terms of things that people can take away from this, trying to really keep in mind those two major things of being like, let yourself be a human rather than telling yourself everything’s going to go perfectly, actually tell yourself you know what? Things aren’t going to go perfectly. Aim for like 80% in every area of your life, just aim for 80% and be like, “Look, I got 20% wiggle room, that’s cool, 80% is awesome.” That’s going to help alleviate a lot of your anxiety and then also just constantly reminding yourself like one instance of “failure” in your eyes does not make you a failure at whatever you’re’ trying to do well.
 
[0:43:58.5] MB: So, I’m curious for somebody that kind of striving for achievement, excellence, wants to be at the top of their field, how do you strike a balance between that and kind of the idea of self-compassion and sort of being kind to yourself?


[0:44:14.1] MB1: Totally, I think that’s a great question and I think it’s something a lot of people struggle with when they’re starting to move away from perfectionism and be like, “Okay, hold on, if I’m not performing to be the best like how do I still make sure that I’m successful and how do I still make sure that I’m not going to end up like not getting out of bed and gaining 200 pounds and just like dropping out of school or not working or whatever?”


So I think the first thing to recognize is that like, a real characteristic of perfectionism is all or nothing thinking. So we tend to think like, “Oh my gosh, if I’m not killing myself, trying to strive for success, I’m going to become like what I completely have zero respect for, which is like this crazy lazy person who’s just like a free loader and has no desire to live their life and it’s just like a waste. So we have the all or nothing thinking when it comes to that. So the first thing to recognize is, look, if you start being a little bit more self-compassionate to yourself, it actually enhances your performance because what it does is it gives you, it empowers you to take risks and you need to take risks and step out of your comfort zone to grow and to get better and to succeed more. 


So self-compassion is actually a tool for success. It’s not a tool that’s going to just like — it’s not like self-pity and just telling yourself you don’t need to keep striving for growth and development. So first of all just changing a bit of your understanding around what self-compassion actually means. It’s really like there to enhance your performance rather than deplete it. But then also like coming back to your values, ultimately. Again, having our self-worth and why we’re on this earth being dependent on, I don’t know, some recognition that it’s also impermanent. 


No one else really cares about too much and we’re the ones who put the most pressure on ourselves to look a certain way and achieve a certain amount. Who are we really doing this for and why? And what is that going to bring us? And to starting to ask these bigger questions which you’re not going to answer in one sitting but it’s something to meditate on and something to think about more and be like, “Okay, do I want to continue to ride this rollercoaster of feeling good when everything is going well in my life but it being like a huge liability,” because you don’t have a lot of control and all these painful things in life are inevitable? Or do you want to come back to a more sustainable place of self-worth which would be like, “Let me take a look at my values,” and lead with values versus performance. 


Something that I was really huge for me was changing my perspective around what is productive, to viewing it as meaningful. When we think of, “Okay I have to be productive all the time,” there are only a few things that bin to the ball of productivity, right? Whereas if I can take a step back and be like, “Okay, I want my life to be meaningful.” Do I want my life to be productive? Why? So that when I die I can leave behind a bunch of papers that no one’s really going to read or I can feel really good about like the weight that I reached when I was X age? That it’s ultimately going to change because everything is impermanent. It really comes back to this idea of think about when I am on my death bed how do I want to look back on my life and what will have been important to me and what really does make me feel good moment to moment? 


Yes, achieving to a certain extent does that, but it’s also very fleeting and with perfectionism we achieve something but then we raise the bar higher because it’s never good enough because there’s this fear of letting ourselves bask in our successes or enjoyment. So for me personally, I really enjoy connecting and most humans do. Again, that’s a very primal instinct of ours is to connect and to have intimacy with people and I also really enjoy learning. I also really enjoy challenge but not because I want to achieve something. Because I love the process of creating and that’s where I get my meaning from. 


So I guess I’d encourage listeners to think, “What gives me a sense of meaning and purpose in life and can I lead with that as opposed to leading with a focus on outcomes and achievements?” And when you lead with that, it’s like you win every time. You’re always successful, because even if the company that you’re creating isn’t making the revenue you were hoping for, you know that your desire to build and create and help or have an impact or whatever it is that is a reason behind you starting this company, you’re still doing that. You’re still succeeding in all of those areas in terms of living with your values and leading with that. Yeah, maybe you’re not getting the revenue that you are hoping for. 


But at the end of the day, you’re still meeting your expectations in terms of living in line with your values and that’s how humans stay happy, is by feeling that sense of meaning and feeling like we’re here for a reason and feeling connected. And so I would encourage people to really start to peel away some of these onion layers and question some of their beliefs around what they’re here for. For me, a really formative moment was when I was 24 and I was finishing my masters and I was struggling pretty seriously with anorexia and I was very, very, very thin and I was with this guy and I had this world view that if I am successful and I am a certain weight, I can make sure that the world would not crumble around me and everything will be good and everything will be fine. 


And I was not in a happy place at all, but these excessive like overworking and overachieving and maintaining a very low weight were my ways of feeling good enough and that was my perfectionism. That was how it manifested and then the guy dumped me. He left me for someone who’s in his master program. It was the most devastating breaking open experience of my life and it literally took me two years to get over, but it was also the most transformative experience of my life because not only did I then learn how to deal with difficult emotions and “become friends with them”, I guess you could say. But it also turned upside down this world view of mine that was like that’s what’s important in life and that’s what people value in you and that’s the way to feel happy and that’s the way to feel good is to achieve and do this and do that. 


You know what? People aren’t going to love you more based on how much you achieve and if there are people who are doing that, those aren’t the people you want to surround yourself with. So come back to what do you value, what is important to you? When you’re on your death bed what do you want to have felt like you’ve experienced in this life? And do you want to hide behind the desk for the next 50 years and then die? Is that a good life to you? Maybe for some people it is, I don’t know? But I guess I would encourage people to really look at that. 


And the other thing, I know I have been talking for a long time, but the other thing that was really formative for me is Allen Watts’s perspective on viewing life not even viewing it as a journey because for some people it’s like, you know, view it as a journey and it’s all about the destination. Yeah, that’s great but let’s take it to the next step. He talks about viewing it as a song. You don’t listen to a song because you are waiting for it to end. You’re not trying to get to a destination point. You’re listening to it to have an experience. You want to have emotions evoked and sometimes songs make you feel crappy in a really healing way and sometimes they make you feel like — I mean, that’s why there’s so many kinds of music. 


And so try to think of your life as a song and if you can just experience all of it and be open to all of it and trust that there are different emotions that you’re going to experience and you’re there to pay attention to it and to be in it rather than to get somewhere, those were super performative experiences for me. So hopefully there’s something in there that your listeners can take from those pieces of advice around taking away the — I guess finding the balance between achieving yes and seeing what’s important, but why is it important and how can you find that balance where you can still experience life and feel happy?


[00:52:23.3] MB: You know it’s funny, I’m a huge fan of Allan Watts and he creeps into a surprising number of conversations we have here on the show. So I am really glad that you brought him up. That was an incredible explanation and some really good insights. For listeners who are curious and want to do some more homework on this, I know you mentioned two books already, what are some resources that you think would be good for them to check out?


[00:52:45.9] MB1: Yeah, for sure. Definitely those books that I mentioned. So it was The Compassionate Mind by Paul Gilbert and Self-Compassion by Kristin Neff and actually I think Self-Compassion by Kristin Neff is a probably more practical one for people if they want to choose one between the two and it’s more in lined like it’s a woman who’s written it. She talks about traditionally female experiences that we go through. But of course, I would love for you to check out my website, meganbruneau.com, there’s oneshrinksperspective.com, but also you can see more of my resources all compiled together at meganbruneau.com and there’s a lot that I have written on self-compassion and overcoming perfectionism and things like that. 


Really anything, a hugely formative book for me was When Things Fall Apart by Pema Chodron. That’s more of secular Buddhism and that’s actually where self-compassion comes out of. It’s more or a — and mindfulness and all of that. It all comes out of secular Buddhism so it’s a very different way of relating to the world, relating to your feelings, relating to life. And if someone is going through a difficult time right now who’s listening to this podcast, that book absolutely changed my life. But the amount of people for whom it has changed their lives, just go to Amazon and read the reviews. So I really encourage people to read that book. 


Chris Germer is another person who does a lot of work on this. Oh, what is his website? I think it’s mindfulofcompassion.com but I’m not 100% sure. Maybe I’ll get it back to you and you can put it in the show notes. But there are like, really just like anything in the realm of — you can just Google “self-compassion” and there are tons of sites that come up and just start to delve into this a little bit more deeply and download some audio meditations and stuff to your phone. Because a big part of self-compassion is actually becoming more in tune with our body and like feeling a sense of compassion from ourselves like physically. 


So it’s not just a mental thing and for many people who are perfectionistic, we are so detached from our bodies. Like we don’t even — we have no idea what we’re feeling because what we feel is uncomfortable, we do something to turn it off. So we either like distract through some form of addiction or whatever, or we avoid it by like removing ourselves from the situation that’s making us feel that way or just never going into a situation that makes us feel that way.


So a big part of self-compassion is also becoming more in touch with your body. Listening to some meditations and things that can help you get more in touch with like actually what you’re feeling physically can be really helpful and then also like yoga. I think everyone should do yoga. It’s just such a great way to reconnect with your body and to practice a lot of the work that you learn reading these books, to actually implement it because you can have all the theory and all in the world but if you're not actually implementing it and experiencing it, it’s not going to be that super beneficial and it’s not going to help you rewire your brain so that your brain defaults to self-compassion, as mine does now finally like several years later. But it comes through the practice of actually learning a new language. 


You will always have the language itself, criticism, you can go back to that if you want to but what we want to do is we want to help you learn how to default to self-compassion. In yoga you can start to practice being like, “Oh, this is interesting, I’m noticing I’m comparing myself to that person, they’re doing that pose better than I am. Or I notice I’m beating myself up because I can’t do this or I fell out of the pose. Or I notice that I’m like, being super, super competitive and you know, is that helpful for me? And what that’s like? And what emotions are going through it? Am I judging myself for being competitive?” 


Maybe I can make space for my sense of comparing and being competitive, but also take a step back and be like, “Is this helpful for me? Can I relate in a different way?” So I guess I would recommend, check with those resources but also bring some form of mindfulness meditation, movement practice into your life where you can actually start to get to know yourself better and how perfectionism and self-criticism acts on you and then start to actually put into practice a lot of the stuff that you may have heard today and that you will learn through reading these resources.


[0:56:39.0] MB: Well we will make sure to include all of those resources in the show notes at scienceofsuccess.co. One more time, where can people find you online?


[0:56:46.9] MB1: Yeah, check me out — so meganbruneau.com and then you can also find me like I’m on Instagram, I’m on Facebook, I’m on Twitter, I’m on YouTube. I’d love for you to send me an email if you have any questions or if you just want to reach out and say “hey” or reflect or whatever. It’s just megan.bruneau@gmail.com. Again, hopefully Matt can include this in the show notes. Yeah, so definitely reach out to me. I love hearing form people, it helps me come back to my values which is like “I think I’m on this earth to help”, you know?


It helps remind me that even though there are a lot of trolls out there who love to say really negative things, because that’s a part of this world as well, there are also people that appreciate it. I love those sort of warm fuzzies and stuff like that but I also want to help you on your journey in whatever way I can so if there’s a question you had or if there’s a resource you’re looking for, let me know and I’ll do my best to help guide you on your journey because we’re all in this together.


[0:57:44.2] MB: Well, Megan, thank you so much. This has been a fascinating conversation, full of actionable insights and some really great stuff. So we really appreciated having you on the show.


[0:57:53.1] MB1: It was awesome and it’s such a pleasure to be here Matt. Thank you so much for having me. 


[0:57:56.4] MB: Thank you so much for listening to the science of success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an email. My email address is matt@scienceofsuccess.co. I would love to hear from you, and I read and respond to every listener email.


The greatest compliment you can give us is a referral to a friend, either live or online. If you enjoyed this episode, please, leave us an awesome review and subscribe on iTunes. That helps more and more people discover the Science of Success. Lastly, I get a ton of listeners asking, “Matt, how do you organize and remember all this information?” Because that we created an amazing free guide for all of our listeners. You can get it by texting the word “smarter” to the number 44222, or by going to scienceofsucces.co and joining our email list. People love this guide. I get emails all the time, people telling me how much it’s changed their lives and how awesome it is. 


If you want to get all the incredible information that we talked about, links, transcripts, videos, everything that we mentioned in this interview, and much more, you can get all of our show notes at sciencesofsuccess.co. Just go to scienceofsuccess.co, hit the show notes button at the top. You can get show notes for this episode and any of our previous episodes as well. We have transcripts, the whole nine yards. Lastly I want to say thanks again and we’ll see you on the next episode of the Science of Success. 
December 01, 2016 /Lace Gilger
Best Of, Emotional Intelligence
49-The Science of Power - How to Acquire It, What Makes You Lose it with Dr. Dacher Keltner-IG2-01.jpg

The Science of Power - How to Acquire It, What Makes You Lose it with Dr. Dacher Keltner

November 23, 2016 by Lace Gilger in Influence & Communication

In this episode we discuss lessons from 25 years of studying the evolution of human emotion, examine whether the Machiavellian concept of power still works, explore the surprising scientific data on how you can acquire power, and look closely at the foundation of enduring power from studies of military units on how to achieve and maintain power with Dr. Dacher Keltner.

Dr. Dacher Keltner is the founding director of the Greater Good Science Center and a professor of psychology at UC Berkeley. He is also the author of The Power Paradox: How We Gain and Lose Influence and Born to Be Good, and a co-editor of The Compassionate Instinct.

  • Lessons from 25 years of studying the evolution of human emotion

  • What the hard science says about the powerful impact of gratitude

  • Why you’re interpretation of “survival of the fittest” is totally wrong

  • Why emotion is not something to “remove” or rid ourselves of

  • How emotions guide social behaviors in many very important ways

  • Does the Machveiallian conception of power still work?

  • Studies in military organizations, schools, show about how to effectively wield power

  • The surprising scientific data on how you can acquire and maintain power

  • We discuss in depth if power is given or if power is seized

  • What are the foundations of enduring power?

  • importance of empathy and building strong social ties rather than serving your narrow self interest

  • The power paradox and why the more powerful you get, the harder it is to stay powerful

  • The importance of focusing on other people

  • How do we create organizations and societies that prevent the abuses of power?

  • We review and share resources for practical steps to implement all of these lessons

  • The massive impact and power of touch to communicate emotions

  • The shocking science of how half a second of touch can communicate almost every major emotion

  • The hilarious gender differences in Dr. Keltner’s emotional touch research

  • How to cultivate gratitude and awe

  • The simple power of just saying thank you

  • The new collaborative definition of power and how its radically different from what you may think of when you think of power

  • And much more!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that). 

SHOW NOTES, LINKS, & RESEARCH

  • [Book] The Power of Paradox: How We Gain and Lose Influence by Dacher Keltner

  • [Book] The Expression of the Emotions in Man and Animals by Charles Darwin

  • [Book] Nonzero: The Logic of Human Destiny by Robert Wright

  • [Article] Egalitarian Behavior and Reverse Dominance Hierarchy by Christopher Boehm

  • [Harvard Business Review] Power Corrupts, But It Doesn’t Have To

  • [Website] Greater Good Science Center

  • [Greater Good Site] Science-based Practices for a Meaningful life

  • [Movie] Inside Out

  • [Movie] Up

  • [Book] Born to Be Good: The Science of a Meaningful Life by Dacher Keltner

  • [Book] The Compassionate Instinct: The Science of Human Goodness by Dacher Keltner, Jason Marsh, and Jeremy Adam Smith

  • [Website] Berkeley Social Interaction Laboratory

  • [Edx MOOC Course] The Science of Happiness by Dacher Keltner and Emiliana Simon-Thomas

EPISODE TRANSCRIPT

[00:00:06.4] ANNOUNCER: Welcome to the Science of Success with your host, Matt Bodnar.

[00:00:12.4] MB: Welcome to the Science of Success. I'm your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee, and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study, and I am going to take you on a journey into the human mind and what makes peak performance tick, with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.

In this episode, we discuss lessons from 25 years of studying the evolution of human emotion, examine whether the Machiavellian Concept of Power still works, explore the surprising scientific data on how you can acquire power, and look closely at the foundation of enduring power from studies of military units on how to achieve and maintain power with Dr. Dacher Keltner. 

The Science of Success continues to grow with more than 625,000 downloads, listeners in over 100 countries, hitting number one New and Noteworthy, and more. A lot of our listeners are curious about how to organize and remember everything. I get tons of listener emails and comments asking me, "How to keep track of all the incredible knowledge I get from reading hundreds of books, interviewing amazing experts, and listening to podcasts and much more?"

Because of that, we’ve created an awesome resource for you. You can get it completely free by texting the word “smarter” to the number 44222. It’s a guide we created called How to Organize and Remember Everything. To get it, just text the word “smarter” to the number 44222, or go to scienceofsuccess.co and put in your email. 

In our previous episode we discussed one of the most interesting results ever found in the psychological research of education, why pleasure maximization is a flawed model for human understanding, we went deep into a number of research examples, discussed the massive and counterintuitive difference between motivating top performers and bottom performers, and much more with Dr. Dan Ariely. If you want to understand the surprising truth that research reveals about what actually motivates you, listen to that episode.

[00:02:18] MB: Today, we have another fascinating guest on the show, Dr. Dacher Keltner. Dacher is the founding director of the Greater Good Science Center, a professor of psychology at UC Berkeley. He’s also the author of The Power Paradox: How we gain and lose influence and Born to be Good as well as the co-editor of the Compassion Instinct.

Dacher, welcome to the Science of Success. 

[00:02:40] DK: It’s great to be with you, Matt. 

[00:02:42] MB: We’re very excited to have you on here. So for our listeners who may not be familiar, tell us a little bit about your background. 

[00:02:49] DK: Sure, so I grew raised by a mom who is a literature professor and a dad who was an artist in sort of an alternative set of circumstances in the late 60’s and 70’s and then went to undergraduate at UC Santa Barbara, studied sociology and psychology and then Stanford for graduate school in social psychology. And then I think, you know, relevant to my scholarship, for 25 years I have been studying the evolution of human emotion and in particular emotions like compassion and awe and gratitude and laughter. 

And then relevant to the power paradox, I’ve really been interested in the nature of human hierarchies and how do we get power in different kinds of hierarchies? How do we keep our power? Why does power turns into sociopaths so regularly, as we see in the daily news? So those have been my two long standing interest and then I teach at UC Berkeley. I have a giant lab called the Berkeley Social Interaction Lab and then I run the Greater Good Science Center, among other things. 

[00:03:48] MB: So to get started, tell us a little bit before we delve into the Power Paradox, which I am very curious about, tell us about the biological and evolutionary origins of human emotion. 

[00:04:00] DK: I’ve been teaching human emotion at Berkeley for 20 years and there are podcasts that your listeners can listen to from iTunes and the like, and there’s this old idea in the philosophical literature that you see with people like David Hume and Charles Darwin and René Descartes that emotions drive our thought patterns and our reasoning and the way that we act in the world and philosophers like Martha Nussbaum have written about how emotions are core of the social fabric of human society. 

So the question, Matt, is how do you translate that broad thinking to laboratory science? And my works has really been inspired by Charles Darwin who wrote a really influential book on human emotion in 1872, The Expression of Emotion In Man and Animals where he really argued that, in terms of the biological origins of emotion, emotions are these basic ways in which we see the world, we interact with others and we’ve build up human society. Just to take one example, you take an emotion like gratitude, which my lab has studied in terms of touch and social benefits. 

When we feel gratitude and we express these emotion to other people it builds up trust and cooperation between non-kin, which in evolutionary framework is a fundamental component to strong, social communities. So we make the case in a lot of different kinds of studies that emotions are biological, they have specific systems in your body that are enabled by emotion. They help us connect to others and they really solve the most important problems of being part of human societies. 

[00:05:45] MB: And one of the most fascinating things about that concept is the idea that a lot of times people who don’t really have a deep understanding of evolution, sort of hear the phrase "survival of the fittest" and think of the big, strong, violent kind of people winning out but that’s not always the case, right?

[00:06:02] DK: Yeah, you know, thanks for asking that Matt. You know we are in the process right now in the evolutionary literature really witnessing I think what you might call a revolution, which is that 40 years ago, when people thought about evolution, when scientist use that framework to think about human behavior, it was really survival of the fittest, right? It was competition, and who’s stronger, and who’s more adversarial to get the advantage that really prevails in terms of gaining resources and reproductive opportunities. And really in the past 40 years, we’ve seen this emergence of really the "survival of the kindest" hypothesis, which is what I’ve called it in Born to be Good. 

What we’ve seen is, just to give you some illustrative findings like little kids as early as 18 months will help strangers accomplish tasks. That’s the work of Tomasello and Warneken. Around the world, Joseph Hendrich has shown people will share with strangers 40% of their resources when they don’t have to share at all. My lab has shown that we have genes in old parts of the mammalian brain that help us feel compassion and take care of vulnerable individuals. 

So I think what we’re seeing is survival of the fittest is really an outdated way of thinking about evolution. We’re a very social species, we’re collaborative species, although obviously we do other things, and there are these emotions like compassion and gratitude and awe that help us fold into strong social networks and work well together. 

[00:07:37] MB: One of the other really fascinating findings or things you talk about around emotion is a lot of times when people think of emotion they view it as sort of this thing we need to get rid of or we need to be these logical, rational robots but you also say that’s not always the correct way to think about it. 

[00:07:56] DK: Yeah, and this is such an old, I would even call it a bias, in our thinking about emotions, Matt. We think of emotions as destructive and dysfunctional and when we are really mad at our romantic partner or outraged at our family or ashamed of what we’ve done, we’d give anything to get rid of those emotions, right? But in fact, again, we’re starting to see a much different take on the functionality of human emotions in our social living, that emotions really guide thought processes in effective ways. 

So, my research has shown for example that feelings of compassion help you see how connected you are to other people. Emotions guide social behaviors in really important ways. So there’s a lot of research on gratitude, for example, that if I express gratitude to people who are in my group or the people that I work with, I will actually form stronger social ties within social networks that benefit me downstream. 

So there are a lot of shifts in how we think about emotions. They aren’t the kind of dysfunctional parts of the human mind, they’re really adaptive. You know, one of the ways that we can test this hypothesis is you can look at people who don’t feel a lot of emotion, who suffer forms of brain damage that harm parts of their frontal lobes that knock out the passions and they really don’t do well in getting along with other people. So I think there’s a movement afoot to rethink what the emotions are. 

[00:09:32] MB: And that idea combined with sort of a corollary from the point you just made about the survival of the fittest, sort of getting into the concept of the power. When many people think of power they think of this Machiavellian concept. Does that concept still work or is that something that is outdated?

[00:09:51] DK: Well, you know, I think it’s so interesting. I think the straightforward Machiavellian approach to power is really, as historians have written. You know, let’s remember Machiavelli wrote The Prince, published in 1532, during a period in Italy which was a very violate time, one of the most violent periods in human history. And the politics were, they'd make us blushed today about how horrifying they were. And the Machiavellian philosophy to power, which your listeners probably would intuitively grasp is, “use force, be feared, be deceptive, trick people. Make them think that you’re good natured when in fact you’re going to screw them over", right? 

It’s a force and fraud philosophy of power and studies show, if you’re going to negotiate with a really nasty person, you’ve got to have some Machiavellian-ism with you. If you are having a one-shot negotiations, probably be good to be a little bit Machiavellian. But in general, we’re seeing that in studies and organizations and in military units and schools, Machiavellians tend to actually not be respected by people around them, not be trusted by people around them, actually not gain power, not fuel like they’re powerful, in organizations they get paid less. 

So I think, you know, it’s an interesting historical question about, or observation that we’re really moving away from this force and fraud approach to power, notwithstanding our current politics, and we’re moving more towards collaborative power where we work together and empathize and collaborate to get things done. 

[00:11:35] MB: So this collaborative power, how would you define sort of the modern day or this new evolution of the concept of power?

[00:11:43] DK: You know, it’s really interesting. People have been looking at the nature of work and here I was really influenced by Robert Wright, who was a terrific writer, his book Non-Zero. 

[00:11:54] MB: I love that book, it’s one of my favorites. 

[00:11:55] DK: Yeah, it blew my mind, and Wright’s argument is that both in our biological evolution and then in our social evolution as we have become more complex societies from the Renaissance villages that Machiavelli was working in, we’ve become much more collaborative, right? For scientist or innovators to get work done, they’ve got to work with a lot of different kinds of people. When I go consult at Facebook or Google and I work with a team on a project, there are 10 people there. There are designers and engineers, and data analysts, and language specialists, and product managers, they all have these different specializations to get stuff done. 

For you and I to disseminate some of these ideas, we have multiple talents that we have to work together with to produce a podcast. So life is more collaborative, right? And we are very collaborative species and so what that means is, both early in our evolution in hunter-gatherer societies, it was really the collaborators who really gained respect and power. The individual who knew how to get good fish, or a good food source. or helped unite teams to fend off predators. 

And then today, what we’re starting to find is this collaborative approach to power where you cooperate, you empower others, you empathize, you build strong teams, actually yields and gains power for the individuals. So I wish, as a historian, they would have written more broadly about how we’re becoming a collaborative world and power policy that I think the data are there. 

[00:13:34] MB: So getting into the data a little bit, what does the science say? Again because one of the big things on this podcast, we like to be data driven. What does the science say about how to acquire power?

[00:13:46] DK: It’s so funny, Matt, I think a lot of people maybe a lot of your listeners like if you ask them, “All right, be honest, do you want to have power?” They'd feel a little bit uneasy or queasy, right? Like, "Oh, I don’t want to grab power," and in a new way that’s because we think of power as Machiavellian. But I really define power as your ability to advance the greater good, to alter states of people around you and make them do good work. And I think that fits a lot of different social scientific definitions of power that you could apply at the international level. 

So that begs the question of how we gain power, and this is where I was really surprised in writing The Power Paradox about how much we’ve learned to answer this question in the scientific literature. So we gained power, for example, by really listening carefully and really taking in the wisdom and thoughts of other people around you. Abraham Lincoln, in the historical accounts, was just a great practitioner of this art of just empathy, listening, hearing people well, gaining collective wisdom, actually gains you power. 

Another way we gain power is, to put it really simply, by being kind and pro-social. In hunter-gatherer societies, there’s a prize winning essay that summarizes who are the leaders in 48 hunter-gatherer societies living for 200,000 years in the conditions of our social evolution, that really in which our social structure started to take shape. And Christopher Baum observes, it’s really the person who is fair, impartial, humble, and kind, right?

So studies are starting to show, for example, in the competitive altruism literature that if I share, if I’m kind, if I express gratitude, for example in the work of Mike Norton in Harvard in social networks or organizations, people will respect me more. They'll give me status and I’ll have power and influence. So I think in a way, we’re returning slowly, with a lot of exceptions in the world, to our evolutionary roots of power being founded in kindness and empathy and being fair and humble. You seemed shocked. 

[00:16:08] MB: Oh definitely. I think it’s a very counter intuitive finding. If anything comes to mind, I’d love to maybe hear one or two examples from the research kind of about how you came to that conclusion. 

[00:16:19] DK: Yeah, so let me give you a couple of examples, and I think these are just scientific tidbits out there, because I’ve been speaking in really broad terms. So what studies find, for example, is that if you are able to read other people’s emotions well and in The Power Paradox, this book, I present a couple of fun tests of like reading emotions from people’s facial expressions or drawings of emotion. If I can empathize in that way, I actually rise in financial analysis firms, right? I gain more power. 


If I’m a school kid and I’m in seventh grade and I’m facing the Lord of the Flies politics on the playground and I know how to read people’s emotions well, just detecting emotions in their facial expressions, once again I gain social power. If I am working on a team — this is a recent study from MIT by Woolley and colleagues — I am working on a team, we've got to solve some hard problems and I’m listening carefully and asking good questions., really simple practices, my team does better and I gain power, right? 

So these are all specific examples of how, you know, this counterintuitive notion that being good to others actually gets me power. A final example of Adam Grant and Francesca Gina, if I am the manager and I am trying to get people to do things and I simply say, "Thank you," right? I express gratitude, those people are more productive and enhance my influence and power. So there are a lot of new findings that tell us that Machiavelli was wrong, that the pro-social tendencies are pathways to power. 

[00:18:01] MB: Is power something that’s given or something that’s taken? 

[00:18:05] DK: Well, you know, when you look back in history and you read the great historical counts of power, you look at what Hitler did, as a canonical example, and he killed his rival and he killed other rivals and usurped power and then built up his fascist state — by the way, which fell calamitously — and we have this vision or image and this really comes in a way out of Machiavelli that we grab power and you think about House of Cards or Godfather's popular portrayal of this, that’s an old notion. 

But I think that really in today’s 21st century where we are more interdependent, we are collaborating more, there are better means by which we scrutinize other people’s behavior. I mean nowadays, Matt, almost everything I do is rated in the Internet by Rate Your Professor and people commenting on what I’ve said, and this is true of most people. So what that means is that we’ve moved away from of the power grab view of how we get power to the fact that power is really given to us according to how well we advance other people’s interests. 

[00:19:22] MB: If power is given what are some of the ways that, you know, where does something enduring power come from? 

[00:19:30] DK: Yeah, well in a way this is the most important question right?, And there are studies that show that really can pinpoint, and I wrote about this in a piece for the Harvard Business Review, there are just certain things that if you do them you’ll gain respect and power in social groups, right? If you speak out and you offer some interesting ideas, and you ask great questions, you listen well, you show that you’ve got some pro social tendencies that are good for the group, things we've been talking about, you’ll get power. 

But I think, in a way, the deeper question for us is what you just asked. Which is, "How do I keep my power and status and respect with my work colleagues, or my community colleagues or if I am a part of a politically active group and how do I keep the respect in that group, or with my family?" Right? And what studies are showing is that what really matters in this realm is in a sense that you show that you cannot succumb to sort of indulgent self-interest and that you can stay committed to the group, right? You do things that continue to be good for the group. 

So studies of military unit show, for example, it’s really the individual who continues to work on behalf of others, show respect to others, express gratitude and sacrifice who really keeps power. Historical studies of US presidents where historians have rated, who are the great presidents with enduring legacy, show it’s really the individuals who had bold ideas like FDR or Abraham Lincoln, but who continue to practice empathy and building strong social ties rather than really serving their own narrow self-interest. So enduring power is really found in these virtues, if you will. These more pro-social tendencies. 

[00:21:35] MB: And the importance of focusing on empathy and building strong social ties, that really ties into the title of the book, which is The Power Paradox. Tell us a little bit about that concept and why it’s so hard to do that. 

[00:21:50] DK: Yeah, well this is where the trouble begins. It’s really once we feel powerful. So what we are starting to document in the lab is that if I am a really good practitioner of empathy, and listening, and engaging in other people like Abraham Lincoln was, I’ll gain a lot of power and we talked about that evidence. And, you know, then I was going out in the world and working in different organizational contexts and I would see this come to life. 

I worked with Pete Docter at Pixar, as a scientific consultant on the film Inside Out, and Pete literally makes movies that have made billions of dollars and I watched his artistic style and how he was with teams and he was almost like Abe Lincoln. You know, he was empathetic and curious with other people and always interested in what other people have to say about an artistic project and in Pixar, people speak of Pete, and he has had enduring power, in really the terms that Christopher Baum wrote about in terms of the leaders of our hunter-gatherer societies. 

He’s kind, he’s humble, interested in others, he’s really fair, he will go to bat for the things he really believed in, but he had this qualities and then I was doing this research about the abuses of power and what we find is really evidence of this power paradox. We get power by being good to other people, but then the seductions of feeling powerful, it almost feels like a drug rush, or a mania that you just feel omnipotent, it gets you into trouble. 

So we found, Matt, and you could probably think of a million good examples of this that, you know, “If I get a little bit of power in an experiment and I am working with two other people and I have power, I’ll eat more of the food we’re supposed to share, chocolate chip cookies, and I will eat with my mouth open and lips smacking and cookie crumbs falling all over my sweater,” right? I become impulsive. We did this well-known study that got a big buzz. 

That when drivers of cars approach a pedestrian zone and we put a young undergraduate at that edge of a pedestrian zone and he looked like he wanted to walk across it, you’re supposed to stop. Drivers of poor cars, the AMC Pacers and so forth always stop. Drivers of powerful fancy cars, Mercedes and BMW’s, blaze through the pedestrian zone 46% of the time. 

So we started to show, and this has been shown in dozens of labs, a little bit of power, promotion, success, making a lot of money. Suddenly, I am swearing at people, I’m greedy, I am engaging in sexually inappropriate behavior and that’s the power paradox of power is, we get it by being good and then it unleashes what is bad. 

[00:24:43] MB: And you touched on this a little bit talking about some of the foundations of enduring power, but what are some of the things we can do to prevent a slip into the dark side? 

[00:24:53] DK: You know, I think people, and I bet your audience, Matt, is very familiar with this. When they think about the work lives or the communities they’re in, they’ll start to realize, “Yeah, you know, it’s that individual where’s that spark that brings out the good in others, that lifts people up, that brings in value to the group that gets power," and that’s part of what we talk about and my goodness, there’s no shortage of evidence of how we abuse power, right? 

From people in churches, to Anthony Weiner, regrettably named and on. It’s just everywhere. So what do we do? How do we avoid this trap? And I think the scientific evidence suggests a couple of things. One is just be aware of your power, and we often underestimate our power. We often fail to realize that once we’re in a position of management, other people will look at this differently. They’ll feel worried about their judgment of them. They’ll sense the power dynamic and we have to remember our sense of power in different contexts, right?

When I work with my students, I make sure, in each interaction that I am mindful of the fact that they are probably a little worried about my authority and so forth and so I shift my behavior accordingly. I take a more modest approach, a more humble approach. I think the second thing, I think one of the most important things after just being aware of this state, and by the way, you’ve got to be aware of these urges of feeling powerful. Like everything is going really well, you feel invincible, that’s when you’re at your most vulnerable. 

A second thing that I think is really important is to really, in each interaction at work or at home, begin in focusing on other people. Really think about where they’re coming from, what’s on their mind, what’s their past been like and that really is the foundation of empathy and the pro-social tendencies like gratitude that really are a basis of enduring power. 

When I’m around people who really inspired others in leadership positions that quality really strikes me, right? That they’re really interested in other people. They’re curious, they remember what’s been happening in their personal lives, they know where they want to go in their future, in their work lives. So really make it a practice of just remembering where other people are at in your interactions. 

[00:27:25] MB: You’ve worked with some amazing companies, Google, Facebook, etcetera. How can some of these lessons potentially be applied to organizational dynamics? 

[00:27:35] DK: Being out here in Berkeley, you know, I’ve had this privilege in studying human emotion and it's kind of empowering. I have gotten calls from Google, and Twitter, and Facebook and worked at Facebook on these really complex projects for four and a half years on their protecting care team and over at Pixar and it really, this literature, when I teach this to leaders in different sectors, which I’ve done for 20 years, they know it right away, right?

They know how Machiavellian leaders really bring units down and they know how the abuses of power, at Enron or in branches of governments or the military units, really undermine the functioning of teams and organizations. So it really begs this question of like, “What do we do?” And I think that one of the things that we do is we remind leaders that leadership has privileges and responsibilities and a set of ethics that really accompany it. And you see this interest in empathy and respect and cultivating trust and the like in it and thinking about leadership, right? 

So that’s one thing that is really important. It's just that there was an older school of thought that leadership, and in a way it’s Machiavellian, leadership doesn’t need ethics just get things done whatever it takes. And I think we’re moving slowly away from that way of thinking. I think the second thing that a lot of people are interested in is how do you create cultures or social systems that avoid the abuses of power, right? How do you create an organizational unit that doesn’t have a leader who’s pushing people around with this Machiavellian approach? 

I think that there are things we can do. I think you, and I hear about this a lot in my teaching of leaders, you can really work on a culture of respect really and make it very prominent that we really need to speak civilly, we can’t swear at people, we need to be considered in our language. What we know scientifically is when there is really clear scrutiny and oversight and accountability of people in positions of leadership where their actions are commented upon by their teams, where they’re reviewed, where others are aware of them, you see fewer abuses of power. 

So what I always emphasize is, let’s take the responsibility of ethical leadership if we are lucky to have that position, and let’s think hard about our culture in ways that prevent the abuses of power. 

[00:30:16] MB: For somebody listening, how could they work on cultivating some of this kind of social intelligence that underpins, not only sort of healthy societies, but also maybe the acquisition of good power? 

[00:30:29] DK: Yeah, and I know and I hope that I haven’t sounded too abstract or scientific or, you know? But, Matt, that is the real serious question in all of these and what I would recommend is, first of all, I just wrote this piece at the Harvard Business Review on how to have and enjoy enduring power, through the things that we’ve been talking about, Matt. Like, listening really effectively, asking great questions, knowing how to express gratitude in a heartfelt sort of thoughtful way, how to be aware of power and powerlessness, how to practice kindness in different places. 

So I think that article which did really well, just offers a series of practical things to do and I do that a bit in The Power Paradox, this book, as well and then the second thing that I really encourage your large audience to do is to go to the Greater Good Science Center, and that’s greatergood.berkeley.edu. We’ve been working away at this for 15 years, and what it is, is we distill all of these ideas that are all tested by science and we distill it down into really straightforward practices that you can engage in, right? 

So if you want to handle a really stressful boss better, there are mindfulness practices and breathing practices that help you calm your stress response. If you want to express gratitude in a really powerful literary way, at The Greater Good Science Center, all for free, we write about how to say thank you. If you are in a really difficult conflict and it could undermine your power and your influence and the quality of your bonds, we have a lot of tools for showing forgiveness and saying you’re sorry. 

So, at that site, there are tons of practical recommendations that are really the foundation of this new model of collaborative and enduring power. They're all free!

[00:32:27] MB: Oh, perfect. Well, we'll make sure to include both of those in the show notes so that anybody listening can get those. Tell us a little bit more, you kind of touched on it, what is the Greater Good Science Center, and what led you to create that?

[00:32:39] DK: Yeah, thanks Matt. 15 years ago, and this was right in the wake of the terrorist attacks, 9/11, in a sense as we are today, we were jangled as a culture back then and we were like, "What's the world coming to? Who are we? How do we respond to this new world of threat, and so forth? Are we heading towards the apocalypse?" Some donors, the Hornadays, who are are alumni of UC Berkeley, coming out of their own personal tragedy of losing a daughter early in life at age 26, reached out to me and they said, "You know, we want to build something that makes as many people cooperative, kind, and peaceful as humanly possible." 

This was really before online magazines and podcasts and the like, and what we decided to do — and we hired somebody named Jason March coming out of a journalism school — is we decided to take this new science we've been talking about of cooperation, collaboration, and gratitude, and compassion, and empathy and the like, and translate that science to essays that people can read — like medical doctors, or lawyers, or school teachers — more recently, with Greater Good In Action, sort of give people practices. You know, "What can I do in a couple of minutes that makes me more empathetic?" And those are listed at ggia.berkeley.edu. 

Then over the past 15 years, we've been lucky to be able to give that away. To give away this new science, give away it's major discoveries, write about it in really appealing ways, that appeal to our 5 million readers. And now, sort of now that science is starting to test these practices, to sort of give away specific recommendations for cultivating gratitude, or empathy, or kindness. And that's our mission, and it's had a lot of influence in the educational realm, and medical realm, organizational work, and we hope it continues to grow.

[00:34:41] MB: Well I think it's a credible mission, and a great resource. So, I'm very excited for listeners to check it out.

[00:34:47] DK: So am I. Thank you.

[00:34:49] MB: Changing gears a little bit, I'd love to hear about your experience consulting on the film Inside Out.

[00:34:54] DK: It was mind blowing. So about six years ago, I had known the director Pete Docter who did the movie UP. Did you get to see UP? 

[00:35:05] MB: I have not seen UP actually. 

[00:35:07] DK: You have to see it. It's got one of the best portrayals of love that you'll ever see. So I have known Pete professionally, we'd been on some panels together 8-10 years ago. Pixar is over in Emeryville, which is next door neighbors to Berkeley, and one day he called me six years ago and he said, "Hey, you know, hey Dacher, this is Pete." And I was like, "Hey Pete," you know? And he's like, "Thinking about doing a movie about human emotion." And I was like, "Well, that's a great idea," and I'd been teaching emotion for 20 years. 

And he said, "And what I want to portray is how emotions," and we talked about this earlier, "they guide our thought processes and our memories and how we perceive the world in front of us. And then at the same time, as they shape inside our heads, emotions — through our expressions, and our tone of voice, and our body language — shape the outside world, how we interact with others — the inside-out notion." And I was like, "Pete, that's the entire thesis of the science of emotion, is they guide interior life and exterior life." And he said, "And I want to do it in an 11-year-old girl as she's going through a really hard time in life." And I was like, "Oh my god," you know? 

So what happened is about every six months or a year from the beginning of the development of this film where Pete was just working with his collaborator, Ronnie del Carmen, kind of sketching out the characters and the ideas until the very end when they're really working with their teams of animators and computer specialists and the like. I'd pop in, and I'd talk about the science of emotion, sometimes they'd ask me questions like, "Tell us about what happens to emotions when they stop? Like, where do they go?" 

Or, "What happens to emotional memories? Why do we forget so many emotional parts of our lives?" Or, "Are there things that happen to us early in life, core memories with friends or with our parents or maybe getting bullied at school, or what have you, that shape our mind for the rest of life?" So I would visit, just talk about science, answer questions over email, and then about six months before the film was released, they brought me in to see a screening and I literally started crying. I mean, I was blown away at how much depth that film captured in portraying the science and then what emotions do for the human psyche.

[00:37:39] MB: It's an incredibly power film and one that many, many people, it resonates really deeply with them.

[00:37:46] DK: Yeah.

[00:37:47] MB: And the science behind it is very, you know, totally valid and was kind of what you consulted on and helped really bring to life.

[00:37:55] DK: Yeah, you know, so they would ask me questions like, "Do early emotional experiences, like in Riley's character, these early images, the core memories with her friend or playing hockey or ice skating with her family, do they shape what our lives are like later? And yes they do. The scientific literature suggests it's the case. Here's a really relevant scientific literature; they asked me, "You know, we've got this idea," — and Pete had a daughter that really inspired the movie. I had daughters that were making me wonder about what they were going to sort of portray in the movie at the same age — "What happens do young girls as they head into the teen years, as Riley is in the movie? What happens to their emotional lives?" 

And I went to the scientific literature and I don't know if you have kids or not yet, Matt? But when girls hit 12-13, a 10-year-old girl is a really happy person, thriving, and joyful. And then as they hit the teen years, they, kind of that worry and anxiety and self-consciousness hits and they really drop in their positive emotions precipitously and the film really portrayed that, right? The emotional angst of the early teen years. They asked questions like, "Are people defined by core emotional tendencies or traits?" Right? And we had done studies and we'd looked at like, who are the really compassionate people, or the awe-prone people? 

I've done work on really angry kids, or fearful kids and there is a lot of data that suggest that who we are in our identities and how we think of ourselves is shaped by our temperamental tendencies towards specific emotions and that led to the thinking in the film of Joy being this defining emotion of Riley. I was blown away how seriously they took the science. In one moment, Pete Docter, he was in Russia promoting the film and he was going to have a conversation with a Russian neuroscientist with this giant audience in Russia. 

And he emailed me at 1 in the morning and he was like, "Tell me everything you know about dopamine and oxytocin and serotonin and cortisol," these neurochemicals that are involved in emotion. So I sent him chapters from my textbook and scientific papers. So they really were grounded in the science, but then they took their liberties too. 

[00:40:16] MB: So for someone that, let's say is sort of predominantly defined by an emotion like fear or anxiety, is that something that is kind of their destiny? Or is that something that's changeable?

[00:40:28] DK: That is not only one of the oldest questions that we ask about human nature, which is we are born with certain genetically-based tendencies, so how do we shift them? That not only relates to amazing new literatures called epigenetics, which is, we have these genetically-based tendencies but experience, your life with your family — were you born in a civil war? Are you born in an area of poverty where you don't get parks and opportunities to play — actually shapes the expression of genes.

That question is also personally relevant, which is, you know, I have a lot of anxious tendencies in my mom's side and have had a lot of periods in my life where people would say I have anxiety tendencies, and that is part of who we are. I think the evidence from genetic studies and identical twins and studies of rodents where you alter their genetic structure tells us it's probably 40% of who we are. But a big part of who we are, Matt, is what we do with it, right?

One of my motivations with the Greater Good Science Center is having experienced firsthand how volunteering — I work in the prisons and volunteer — kind of makes me feel stronger than my anxious tendencies. And I've learned firsthand that if I practice a little mindful breathing each day, I'm physically calmer. And I've learned firsthand if I go backpacking or get out in nature, I feel stronger. And so what we promote at the Greater Good Science Center is a practical answer to your question, which is, you may be born with an anxious genetic profile, but there is an enormous amount to do that brings you peace, and contentment, and wisdom in the face of that tendency and the data back it up.

[00:42:21] MB: So this is kind of a non sequitur question, but one of the pieces of research you've done that I found fascinating was about how we can communicate emotions just with touch. I'd love to kind of share some of that research and tell that story really briefly.

[00:42:38] DK: Thank you, thanks for asking that because the scientific literature has kind of looked at this research like, "Wow, that's weird." So I've studied human emotion for 25 years since I worked with Paul Ekman, and it got me to Inside Out. I studied the face, and voice, and body, and gesture, and eye contact, and the like. And one of the things that scientists had not studied is touch, right? How we, you know, when you pat somebody on the back or you give them a hug or your fist-bump, or chest-bump, or what have you, what can we communicate with brief patterns of touch?

We know touch is massively important in human social life. It's really the first bond, or the first medium by which babies connect to their parents, right? Is through touch and voice. And we know big parts of your brain process information about touch. So what we did in our first study with Matt Hertenstein at UC Berkeley is we brought people to the lab, one person comes to the lab, we hand them a list of emotions written on a piece of paper; gratitude, anger, compassion, love, sadness, sympathy. 

And then another person arrives, and they stick their arm through this big barrier that we built in the lab, and that first person now has to touch that arm for half a second to communicate all these different emotions, right? If I'm the second person, I get touched on the arm and I have to guess what emotion that person was trying to communicate. And what we find absolutely astounded me, which is where as chance guessing would be anywhere between 8 and 12% depending on the study, people can communicate compassion, gratitude, love, sympathy, anger, disgust, fear, sadness at seven or eight times the level of chance guessing, 60-70% of the time they get it right.

So what that tells us, Matt, is we have this amazing language of touch by which we can say we're sorry to somebody, we can express thanks, we can express affection, we can show frustration just with these very brief incidental patterns of touch. 

[00:44:50] MB: And one of my favorite findings from that was some of the gender differences in the research.

[00:44:56] DK: Oh no. I was hoping you wouldn't ask me about that. Yeah, you know, my student, Matt, came to me and he's like, "You know, Dach, we've got this great paper taking shape, but I need to tell you about these gender differences." I was like, "What?" He's like, "Well, when the woman tries to communicate anger to the male arm, he has no idea what she's doing." I was like, "Ah! That's terrible," you know? "And secondly, when the man tries to communicate compassion to the female, she can't really tell what he's doing. She gets very few right." 

And we replicated that, and I think this was just a classic heterosexual gender story, which is men have a little bit of trouble conveying sympathy, and women struggle a bit more in showing anger that a male can perceive. So it's a very telling set of findings that speaks volumes to our intimate lives. 

[00:45:50] MB: So what is one piece of homework that you would give somebody listening to this episode?

[00:45:55] DK: So first, I'd go to the Greater Good Science Center and if your listeners, Matt, are interested in this stuff, they're interested in the science of Inside Out or good power, or how do you handle stress? Or how do you cultivate gratitude or awe? Just go there and we have built it up over 15 years in a way that is tailored to each individual and what they're really interested in building. I think the thing that doing the science and writing these books and just teaching this stuff for 25 years has really taught me, and in a way it goes back to what you said, which is, "Let's move out of this cynical view of human beings, survival of the fittest, and let's look at people in the new light." 

And it's really hard today, in this political climate for example. But I think the piece of homework that I feel this work points to is for your listeners to really study people carefully and take delight in how good people can be and then figure out ways to make societies do a better job of cultivating those tendencies and bringing those things into your life more. And, you know, these are old ideas you find in the great ethical traditions and if we return to them today, you'll do okay.

[00:47:10] MB: And you touched on this already, but where can people find you online, one more time?

[00:47:14] DK: There are several things to do to find me online; greatergood.berkeley.edu, ggia.berkeley.edu. You can Google the Berkeley Social Interaction Lab for our scientific papers, and then if you really want to dig deep, you can take edX's free class, The Science of Happiness. So if you Google "edX, Science of Happiness", we've had over 400,000 people enrol for the class, and it covers a lot of what we're talking about today.

[00:47:44] MB: Well, we'll include all of those links in the show notes as well for everybody listening, so you'll be able to access all these amazing resources. Well Dacher, thank you so much for being on the Science of Success. This has been a fascinating conversation. I've learned a tremendous amount and I know that listeners are really going to get a lot out of this. 

[00:48:00] DK: Thank you so much, Matt. I really appreciated your questions.


[00:48:03] MB: Thank you so much for listening to the Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I love hearing from listeners. If you want to reach out, share your story, or just say "hi", shoot me an email. My email is matt@scienceofsuccess.co. I would love to hear from you, and I read and respond to every single listener email.

The greatest compliment you can give us is a referral to a friend, either live or online. If you enjoyed this episode, please, leave us an awesome review and subscribe on iTunes. That helps more and more people discover the Science of Success. I get a ton of listeners asking me, “Matt, how do you organize and remember all this information?" Because of that, we created an amazing free guide for all of our listeners. You can get it by texting the word “smarter” to the number 44222, or by going to scienceofsuccess.co and joining our email list. 

If you want to get all the incredible information, links, transcripts, everything we just talked about and much more, you can get all of our show notes at scienceofsuccess.co. Just go to scienceofsuccess.co and hit the "show notes" button at the top. You will get the show notes for everything; links, articles, all the important stuff that we talked about, and episode transcripts. 

Thanks again, and we’ll see you on the next episode of the Science of Success.
November 23, 2016 /Lace Gilger
Influence & Communication

The Surprising Truth Research Reveals About What Motivates You with Dr. Dan Ariely

November 17, 2016 by Lace Gilger in Focus & Productivity

In this episode we discuss one of the most interesting results ever found in the psychological research of education, why pleasure maximization is a flawed model for human understanding, we go deep into a number of research examples, discuss the massive (and counterintuitive) difference between motivating top performers and bottom performers, and much more with Dr. Dan Ariely!

Dan Ariely is the James B. Duke Professor of Psychology and Behavioral Economics at  Duke University and is the founder of The Center for Advanced Hindsight and also the co-founder of BEworks. Dan's talks on TED have been watched over 7.8 million times. He is the author of Predictably Irrational and The Upside of Irrationality, both of which became New York Times best sellers, and he has a newly released book Payoff: The Hidden Logic That Shapes Our Motivations. 

  • How being badly burned and spending 3 years in the hospital radically changed Dr. Dan Ariely's life

  • How good intentions can go terribly wrong in changing behavior

  • The two flawed models of motivation and why neither works

  • I get interviewed by Dr Dan Ariely - he turns the mic on me and starts grilling me!

  • The difference between momentary joy and lasting purpose

  • Why motivation is not about YOU

  • The critical importance of creating, meaning, improvement, and having an impact

  • How money can demotivate and skew your motivation

  • We get into the weeds on some fascinating experiments Dr. Dan Ariely has conducted about how money (doesn’t) motivate us

  • Why bonuses don’t actually work

  • The massive (and counter-intuitive) difference between motivating top performers and bottom performers

  • Why it’s much better to analyze the BARRIERS to good performance and remove them

  • One of the most interesting results ever found in the psychological research of education

  • Why pleasure maximization is a flawed model for human understanding

  • We dig into the the science of motivation itself

  • The difference between social norms and market norms (and why it’s important)

  • Why you would rather move a couch for free, than get paid $5 to do it

  • Ideas for how we can use psychology to change America’s education system

  • Why suicide rate among physicians are climbing rapidly

  • The Crazy Day Care Story (and why its important)

  • How effort and complexity create affinity for things you work on

  • Why Dr. Dan Ariely and I both love legos!

  • We go through half a dozen hilarious and very counter-intuitive findings from Dr. Dan Ariely's research

  • We discuss the quest for symbolic immortality (and why it matters to you)

If you want to deeply understand how motivation really works - listen to this episode!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that). 

SHOW NOTES, LINKS, & RESEARCH

  • [Personal Site] danariely.com

  • [Book] Payoff by Dan Ariely

  • [TEDtalk Profile] Dan Ariely

  • [TEDtalk] Are we in control of our own decisions? by Dan Ariely

  • [Twitter] Dan Ariely

Episode Transcript

[00:00:06.4] ANNOUNCER: Welcome to the Science of Success with your host, Matt Bodnar.

[00:00:12.4] MB: Welcome to The Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville, Tennessee, and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study, and I am going to take you on a journey into the human mind and what makes peak performance tick, with the focus on always having our discussion rooted in psychological research and scientific fact, not opinion.

In this episode, we discuss one of the most interesting results ever found in the psychological research of education. Why pleasure maximization is a flawed model for human understanding. We go deep into a number of specific research examples, discuss the massive and counterintuitive difference between motivating top performers and motivating bottom performers, and much more with our incredible special guest, Dr. Dan Ariely. The Science of Success continues to grow with more than 600,000 downloads, listeners in over a hundred countries, hitting number one New and Noteworthy, and more. 

A lot of our listeners are curious about how to organize and remember everything. I get tons of listener emails and comments asking me how to keep track of all the incredible knowledge I get from reading hundreds of books, interviewing amazing guests and experts, and listening to tons of different podcasts. 

Because of that, we’ve created an awesome resource for you. You can get it completely free by texting the word “smarter” to the number 44222. It’s a guide we created called How to Organize and Remember Everything. Again, to get it, just text the word “smarter” to the number 44222, or you can go to scienceofsuccess.co and put in your email. 

In our previous episode, we discussed how our guest went from being wildly unsuccessful, sleeping in a used van, into launching a massive brand. The power of simple gratitude during the  

toughest challenges of our lives. The transformational super powers that can change your life, and the massive perspective shift you can gain from two simple words, with John Jacobs, the founder and chief creative optimist of Life is Good. If you want simple strategies to feel inspired and empowered, listen to that episode.

 [0:02:22.5] MB: Today, we have one of my favorite authors and an incredible psychology thinker on the show. Dr. Dan Ariely. Dan is the James B. Duke Professor of Psychology and Behavioral Economics at Duke University, and is the founder of the Center for Advanced Hindsight, and is also the cofounder of BEworks. Dan’s talks on TED have been watched over 7.8 million times. He’s the author of Predictably Irrational and the Upside of Irrationality, both of which have become New York Times bestsellers. He’s the author of the upcoming book Payoff: The Hidden Logic that Shapes our Motivations. Dan, welcome to the Science of Success.

[0:02:58.6] DA: Lovely to join you.

[0:03:00.3] MB: We’re super excited to have you on here.

[0:03:02.3] DA: With these compliments you gave me in the beginning, I’m more and more excited, and I even though I know you give all your guests great compliments, I believe you, and I like you more now that you’ve given me such nice compliments.

[0:03:15.2] MB: It’s because I’ve read Predictably Irrational.

[0:03:16.6] DA: There you go.

[0:03:17.3] MB: For listeners who may not be familiar, tell us a little bit about your background?

[0:03:22.5] DA: In terms of kind of scientific life, it’s a strange introduction. I was badly burned when I was 18 and I spent- I was burned with about 70% of my body, and I spent about three years in hospital. Life in hospital gave me lots of insights about lots of things about life. I kind of put on to a bed for three years, just kind of observing life but not being part of it, and having 
burns, and scars, and challenges after that.

Beyond kind of just being in the hospital, it made me think about all kinds of aspects of life, and I became interested in experimental science. I became interested in kind of- a questioning and experimenting with our beliefs about all kinds of things in life. About placebos, and about the ways to remove bandages from burn patients, and the question of meaning, and the question of what gets us to continue.

When I started doing experiments, I discovered there’s a way to find out what’s really going on. Most of life, we have intuitions. Especially if you think about the workplace. Most of the things we know are not based on science. It’s very hard to do experiments about what really motivates people, and so because of that, we just function based on our intuitions. We have beliefs about them, but if our intuitions are wrong, maybe we’re setting up wrong incentives for ourselves, for other- we’re setting up wrong environment systems and so on.

I became interested in not just in unnecessary misery in hospital, but all kinds of ways in which we have wrong intuitions about the world. Out of good intentions, we’re actually setting up things in the wrong way, and trying to figure out what actually are the forces that change our behavior, and how can we structure the world in a way that is more compatible with our human nature.

[0:05:14.8] MB: That dovetails really nicely into the next question I had. Tell me a little bit about the complexity of motivation?

[0:05:22.5] DA: We think that people have kind of a pleasure principle, and we think people are just trying to maximize pleasure. That’s kind of one thought, and then we have another thought that says work is all about money, and all we need to do is to reengineer the payment system. It is shocking how much time people spend on trying to figure out exact bonuses, and how to pay people. There is a company in North Carolina recently that I met, that they have a 16-point rating system for employees, and then they give bonuses that are around $3,000 based on this point system. What happened is that somebody that gets 12.25 feels much worse compared to somebody who gets 12.5. The difference in money is very small, but they’re putting so much emphasis on it that people are just really miserable.

The two models people have for human life are trying to maximize pleasure, and then that work is unpleasant. That we don’t like work, and all we’re doing it for the money, but the people who we work for basically are trying to reengineer our lives so that we will work as hard as they want us to work. Like rats in the maze, they put money on our path. We just try to maximize money, and as we try to maximize money, we will do whatever they want us to do. Both of those things are basically wrong.

The first thing about pleasure is- actually, let me ask you. Think about your own life, and think about what are the kind of things that you’re most interested in, or most proud of, or that are representing kind of things that you are- you really want to accomplish. You have some examples?

[0:07:12.0] MB: Me personally?

[0:07:13.1] DA: Yeah.

[0:07:13.5] MB: I mean, we could talk about this podcast as a great example of something that is, for me, very mission driven, and something that I’m really passionate about, and kind of sprung totally by accident, and I’ve really enjoyed doing it.

[0:07:27.6] DA: Okay, let’s take this podcast and you’re saying that you’re enjoying it. Now this joy of doing it, my guess is that there are very few times where you’re doing the podcast and just burst out laughing. If we just thought about pleasure maximizing, you would do things like sitting on the beach, drinking mojitos, or watching some sitcom. That’s how we think about pleasure, getting a massage, or doing something like that.

What you actually choose to do for this podcast is to do things that you wouldn’t describe as pleasure from the outside, right? If an alien came and looked at how you work for this podcast, how you read, how you prepare, try to schedule different people, waking up early, going to sleep late, an alien would not say this is somebody who is just enjoying every moment. 

It’s because the joy that you’re getting is not the momentary joy that you would get from drinking beer or watching a sitcom, it’s a different kind of a joy. It’s a joy, and you mentioned the word 

purpose. It’s a word- it’s a joy that comes from a feeling that you’re doing something useful. This usefulness is really interesting. It’s not about you, it’s about the fact that other people get to listen, and get to think differently, and maybe get to do something differently, and you’re kind of getting a joy by thinking that you’re doing something to help other people do something in a better way.

All of those things don’t fit with the pleasure maximizing rule, because what you’re really maximizing is something very different in life. You’re maximizing a sense of meaning and a sense of control. You’re feeling your creating, you’re feeling you’re probably getting better over time, you’re improving, you’re feeling that you’re having an impact on other people and so on.

That’s the first thing that we need to recognize is that pleasure is a really complex thing. The most extreme example for this is- one of the most extreme examples is mountain climbing. When you read books of people who climb mountains, you would think they describe the thing that they like, but you know what? It’s just shocking. Because all these books describe nothing but pain. It is difficult, and painful, and frostbite, and injuries, and of course it’s a very dangerous sport as well. 

You read those descriptions and you would think, my goodness, these people made a mistake. They will go up to the top of the mountain, and they would recognize that this was a huge mistake with all the pain, and misery, and frostbite, and they will go down and they will say never again. You know what? They go down and then they do it again. Because it’s not just about pleasure as defined by momentary enjoyment, it’s about progress, and conquering, and meaning, and so on. 

That’s the first thing that we don’t understand correctly, what are we trying to maximize. Yes, pleasure and joy are part of the stuff that we try to maximize, but it’s certainly not all of it. Then the second thing is about payment.

People run companies, and they have all kinds of rules about how the divide the money, and how they pay people, and we have, of course, overtime, and we have benefits, and we have all kinds of things like that. People don’t understand how those things work. I’ll give you one example. This is an experiment, we did with a big hotel chain. This was with their call center, okay?

These are people on the phone, they make people call them, they try to settle disagreements, they try to sell people hotel rooms, all kinds of things like that. What’s nice from an experimental perspective is that people in call centers, you can measure what they do, you can measure what the call is about, you can measure how fast they were, you can measure how effective they are, you can measure how productive they are.

We have a measure of productivity, and then they get the bonus of about a third of their salary is based on how good they perform. Okay, that’s the setup. Now, we got data from this company and we looked at the data, and what we found was that it was the same people, basically almost 100%, the same people get the big bonuses every time. 

Matt, think about it for yourself for a second and say okay, if it’s the same people who get the big bonuses every time, why is it? What is causing some people to get bonuses and some not? What will be some hypothesis that you would come up with? Like what could be the cause for this?

[0:11:57.0] MB: It may be incorrect, but maybe the most straight forward hypothesis would be the idea that the best performers are getting the biggest bonuses.

[0:12:04.4] DA: Okay, that’s one theory, right? The good people are getting bonuses, the bad people are not. That’s great. What else could it be?

[0:12:11.8] MB: That the people who have sort of befriended the management the best get the best bonuses?

[0:12:16.8] DA: Okay, some kind of nepotism, yeah, that’s another possibility. You could also think that some people love money and some people don’t, and the people who love money would be more motivated, and people who don’t care so much about money wouldn’t work so much. You could also think that it’s random. That the first time people show up, they either randomly get the bonuses or not, and the people who get the bonuses learn how much- how wonderful they are, and they really want to keep them, so it changes their motivation and people who never get the bonus don’t care and basically never learn how wonderful bonuses are. 

Anyway, there’s lots of different theories that you can explain it. We asked that company for them to give us their data every weekend for us to analyze it, and for us to determine who will get their bonuses using our special algorithms. What kind of algorithms do you think we tried?

[0:13:07.6] MB: I have no idea.

[0:13:09.1] DA: We tried random. Okay now, just to be clear, we didn’t tell people that they were getting paid based on random algorithms, but you see, if you have a particular algorithm to determine bonuses, and you always use that algorithm, you can’t test what will happen if you use the different algorithm. We decide to do it randomly, and then we could compare what happened in all kinds of cases. We ran this experiment for six months, and we got the data every weekend. We calculated random bonuses, people got their bonuses on Monday. They were announced, and we went on for a while. 

We did lots and lots of analysis on this data, but one of the things we looked at was to see, when did the company have a higher return on investment? When they rewarded the top employees, or the bottom employees? What do you think?

[0:14:02.3] MB: I mean, it would seem like maybe rewarding the highest- the top employees would have the best bonus, but perhaps the counterintuitive answer is that rewarding the lowest performers gave the biggest overall boost.

[0:14:13.7] DA: That’s right. You know, given that you’re talking to me, you probably expect that it will be some counterintuitive result, but that’s exactly what we found. We found that the top employees did not change their performance when the bonuses went away, whereas the bottom employees improved their performance. 

Now, what’s happening here? For a bonus to work, you need two things. You need for people to want the bonus, and then you need for them to be able to act on their desire to improve their performance. What happened was at the top employees were kind of already at the top of their game, right? They were just- some people know how to talk on the phone, some people have figured out how to work well, some people, whatever the skills needed, some people just have it. Whether they acquired it or they had it in the beginning, and it doesn’t matter if they get the bonus or not.

I’m a university professor, if you paid me more or less, would I teach differently? I don’t even know, right? If you told me, “There’s a bonus coming up, do something differently.”, what would I do differently? I can drink more coffee, I can try to stay more hours awake, I can try and- but I don’t have a lot of ability to change my teaching. I’m already teaching to the best of my ability, what could I do differently? Whereas the people on the bottom part, they actually had a way to improve their performance, right? Those are people that could learn how to do things differently, they could try harder.

There was all kinds of things that they could- by the way, two things about this. The first thing is just to realize, sometimes when we do field experiments, our recommendations come directly from the field experiments. In this case, we did not recommend to anybody to start paying people randomly. In fact, paying people randomly is incredibly demotivating; it’s a terrible idea. We also didn’t recommend to that company to stop paying the top employees better, because you also want to retain them. 

What we told them is to say look, these top employees are just good solid performers. Bonuses don’t change their behavior. Why don’t you instead give them a promotion, and give them a higher fixed salary. They’ll end up getting the same amount of money, but let’s not call it a bonus. A bonus is something that also increase worry. It’s harder to plan on what you’re going to get. Certainty is lower. Why don’t you just give it to them, because it’s not changing their productivity. Give it to them in a fixed salary, they will be much better for it, and then you can take the bonuses and give it to the other people that actually need it as a role for motivation.

That’s the first thing. The bigger point though, is that when we think about motivation, a lot of people use money as a hammer. It’s a very blunt tool, right? You can always say, “Oh, people don’t perform, let’s just change their bonuses, or give them points, or do something like this”. The problem is it’s very blunt tool, and it’s much better to actually go first and analyze what is the real barrier to good performance.

When you understand what’s the barrier for good performance, then you can think about what to do. I’ll tell you one other story about this. At some point, there was a government of a different country, not of the US, that asked me to come and help them in creating incentives for teachers in schools. The Ministry of Finance in this country had an idea, and their idea was to take the 10% best teachers in every school and give them a bonus.

Take the 10% of best teachers, and forget for a second how you determine it, let’s just assume that there’s a good way to determine it, and the principle will determine it, and those 10% of the people would get a bonus. That was their approach to try and improve the quality of education in the school. When you think about it, at first blush, it sounds reasonable. But then you have to say okay, what is the theory that would suggest that this is a good solution? 

You basically have to say the following, you have to say “Teachers really want money. They’re not doing their best right now, because we’re not paying them enough. They would do their best if we only had the bonus.” That’s kind of assumption number one. Teachers are lazy, and they want money, and we need to put more money in so they would be more interested in working hard. 

Then the second thing you need to say is that all teachers will think that they could get the bonus. Because if only the top 10%, or only the top 20% think they could get the bonus, the rest of the people would not try harder. Everybody needs to believe that they could get the bonus, and not just on year one, but over time. You can ask yourself, how realistic are those assumptions? 

Let me tell you, this is just assumptions, here is something about data. One of the most interesting results ever in education was a result where they showed that one of the best ways to improve performance in schools is to give the top teachers time to teach the not so good teachers. Now think about that. What does that mean in terms of a model for performance? It’s not about not wanting, it’s not about not knowing. That model basically says, you know, some teachers have figured it out and some haven’t. The ones that haven’t figured it out; it’s not because they’re lazy, it’s not because they’re not interested. It’s because it’s very hard to figure out how to teach.

The feedback is random, sarcastic, delayed, we have very different mix of students, it’s hard to learn how to do it well. Let’s take the people who have kind of figured it out, and let them get to help, to help the other kids. By the way, this other country where the Ministry of Finance wants to give the top 10% of the teacher’s bonuses, what would happen if they did that? I don’t think they would improve the quality of education, but the one thing they would do is they would eliminate any interest from the good teachers to help the not so good teachers.

Because now, they would try to basically keep their- it will become a competitive sport, rather than a collaborative endeavor. The point is that when we pay people, it’s not just simple paying, but we need to think more broadly about what is really holding people back. Then we need to think about what’s the right compensation for that. Is it money, is it knowledge, is it a title? Is it the feeling of connection, is it a sense of progress, what is it? 

The science of motivation is actually incredibly interesting, because if you wrote the motivation equation, and you wrote a big M on the left, and you said equal, and then you write money of course is one of the things that motivates people, and maybe happiness. Then there’s a long list of things, and over time, we’re discovering more and more about the pride of creation, and the feeling of progress, and all of those elements that make our life so wonderful.
 
[0:21:21.9] MB: I love that concept, and the idea that it’s much better to sort of analyze and focus on removing the barriers to good performance, as supposed to just adding additional incentives.

[0:21:32.1] DA: Yeah, it’s easier, right? It’s easier to look- I mean, adding performances, adding motivation is good as well, but removing the things that are harming people seem like the first easy step to do.

[0:21:46.3] MB: I think the story of the teachers really drives that point home very concretely.

[0:21:50.5] DA: Yeah. By the way, with the No Child Left Behind, one of the things we found in many experiments that I describe in Predictably Irrational, but also in Payoff, is this thing about social norm and market norms. The finding there was that sometimes we can add money and actually detract from the motivation. One way to think about it is imagine I asked you to do me a favor, asked you to help me change the tire on my car for example.

How likely would you be to do it? Condition and another setup is I ask you to help me change the tire on my car, and I said I’ll pay you $5 for it. What will happen now to your motivation? When we  do experiments like this, we find that motivation actually goes down. When we get people to help us move sofas, or do boring things, or changing tires, we find that people are more willing to do it when we don’t pay them. When we offer a small amount of money, it actually decreases human motivation. The reason it decreases motivation is that when you just help somebody, you say, “I’m a good person.”

When you get $5, you don’t get the I’m a good person in the same way, the I’m the good person feeling goes away. Instead, you get the feeling this is a job, and you say to yourself, “I don’t like working for $5, that’s under valuing my time”. This is what’s called crowding out. Where you can add motivation to the motivation mix, but actually decrease the overall motivation. Sadly, this is one of the things we’ve done in the US with the No Child Left Behind policy.

Again, think about teachers. Teachers join this profession not because they’re trying to maximize their financial wellbeing. If somebody chose that profession to maximize their financial wellbeing, you wouldn’t let them teach your kids, because they clearly can’t calculate anything. They have a sense of mission, and they have a sense of contribution, and all kinds of other things like that. All of the sudden you tell them, by the way, if the kids in your class do very well, we’ll give you $400 additional at the end of the year, and if they don’t do well, we’ll take some things away from the school. All of those things are basically small potatoes, right?

On the individual level, and what happens, all of the sudden teachers are saying, “Really? That’s what I’m worth? This is all that you’re interested in? That’s what we’re all about?” As a consequence, they lose much of their motivation. Another thing, by the way, that happened with the No Child Left Behind policy is the loss of autonomy. 

Imagine a teacher that wants to teach different kids differently. Wants to teach different classes differently, and realizes that maybe this is a better time for math, and maybe we’ll postpone English a little bit, or do something else. Now, rather than having autonomy of what to do, they are kind of in a dictatorial positioning when they tell them exactly what they need to teach every day. They’re becoming automatons who are just kind of executing. How motivating is this? It’s terrible. 

Actually, I’m sorry, this is going to be a really sad episode, but I recently looked a little bit at physicians. You know that every year in the US, we have about 400 physicians who commit suicide? Physicians are reporting that the quality of their life is dramatically decreasing all the time. Why?

Because we take people who are committed to healing, and on one hand we trust them with sharp knives, and cutting our bodies open, but on the other hand, we don’t trust them with not filling paper work correctly, or overcharging us, all kinds of things. We’re drowning them in paper work and bureaucracy. We’re telling them that they can only see patients for 12 minutes, or 15 minutes, and we’re basically making them work like in a factory of patients where they have no judgment. There’s lots of medications that they want to prescribe, but the insurance company is not letting them. Or there are treatments that they wanted to give, but the procedure of doing so and getting permission is too cumbersome.

We’re talking away basically their autonomy, and we’re making them little medical robots, and we say that this is the constraint of your work. The more we constrain teachers, and doctors, and so on, the less joy they can find in the work. Of course, people who have the ability either leave, and the people who don’t leave are just very unhappy.

[0:26:38.2] MB: In the context of replacing social norms of the market norms, I think it’s Predictably Irrational where you tell the story of the daycare facility?

[0:26:47.0] DA: Yes.

[0:26:47.8] MB: Could you share that anecdote briefly?

[0:26:50.7] DA: Yeah, this was a story- it’s an experiment. Generally, what happens if you have kids, you know that you pick up your kids late from time to time, and you get a bad look from the teacher or the daycare center, and you feel guilty, and you say sorry, and you try very hard not to feel this bad again.

In this particular daycare center, they decide to- with the help of some economists, they decided to add a fine. If you’re late, we’ll charge you $5 per hour. What happened? People started being really late. Why? Because imagine it’s 3:00 in the afternoon, and you have to pick up your kid at 3:30, and before the fine was introduced, guilt would kind of get you to go there on time. But after they just say it’s $5 an hour, people said, “It’s $5 an hour, they can keep my kids for two hours”, right? It’s just babysitting. What happened was that guilt went away, and money was just a fine payment. 

Now, if they charge $100, right? What would happen? People would be on time, but they would also take their kids out of the daycare, because from time to time they would miss it anyway, and the fine will be too much. People will get really pissed off. What happened here was that the fine did not add to the feeling of feeling bad, it replaced it. There was another thing with that study is that when they took the fine away, you would say would guilt come back?

The answer was not until the following year. Once you take a social relationship that is based on respect, and guilt, and fear of reciprocity, and so on, and you make it into a transactional relationship in which I pay you by the hour, it’s hard to change the relationship back. It’s hard to go back into a relationship of caring, and mutual benefits, and long term vision, and so on.

[0:28:48.3] MB: You talked earlier about the idea of joy, and I want to dig in a little bit more on that. Tell me about sort of why we have such a deep attachment to some of our own ideas, and how we sort of source joy?

[0:29:01.7] DA: Yup, this is something we called the IKEA effect, after the Swedish furniture manufacturer. One of the things we kind of first observed in our own behavior was that- this was in my case, I have a chest of drawers for my kids that took me a really long time to assemble. The instructions were not very clear, I got parts in the wrong way, but even though it was many years ago, I still carry it with me when I move around the country. Not only that, I look at that piece of furniture in a slightly more favorable way than my other pieces of furniture, like we spent an afternoon together creating it.

The thought that we started- Mike Norton, Daniel Kahneman, and I started looking at was- does the fact that you put more effort into something actually get you to love it more? And the answer is yes. We did experiments with Lego, and Bionicles, and we did it with origami. What we found is that the more effort you put into something, and the less clear the instructions are, and the more complex it is, you might not enjoy the processes much, but you end up liking the outcome more.

Think about something, like a home cooked meal compared to one in which somebody delivers it. Yes, it’s more painful, and more difficult, and you put more effort into it, but the joy of it is higher at the end. People don’t understand this. This is not something we have a good intuition about. It’s not as if you say, “I understand if I’ll assemble this myself, I’ll like it more at the end” Then the other interesting thing is people don’t understand that other people don’t look at their own creation from the same perspective.

It’s not as if I create something, and I love it because I put so much effort into it, like one of my books, and then I think that everybody else should see how wonderful they are in the same way that I do. We kind of blinded to other people’s motivation, or their perspective. We think that everybody will see things in the same way that we do, but of course, other people see things from their own perspective and not from ours. 

The IKEA effect exists. We fall in love with what we do, we don’t understand that other people don’t see things in the same way. It’s an interesting force, because it’s a good force, and it’s a not so good force. It’s a good force because by loving what we do, we can spend many hours doing what we do, right? I do research in social science, we have economics, and I love what I do. It causes me to spend many hours in the office, and I work hard, and I care about what I do. It’s the joy of loving what I do is by doing it, I love it more, and it creates a virtuous cycle.

The potential downside is that we get blinded to reality. I think that’s what happens to a lot of startups, where people- not just startups, but in startups it’s kind of a good example, is people have an idea, they fall in love with their idea, they think that everybody else would love their ideas, they start working on it, they get some evidence that this is not really that popular with other people, that other people don’t love it as much as they do. But they are so strong in their beliefs of how wonderful it is that they reject other people’s…

They reject the data, and then sometimes they manage to- sometimes they burn all their money in the process and not get to it. Falling in love with our ideas, and our labor, and what we do is a blessing and a curse. It’s a blessing because it gets us to people and being motivated, it’s a curse because it gets us to be blinded to sometimes reality.

[0:33:00.7] MB: I loved the origami story in the book. I thought that was one of my favorite examples.

[0:33:05.6] DA: Yeah, have you ever played with origami?

[0:33:07.5] MB: No, I’m horribly untalented at that.

[0:33:10.4] DA: Yeah, you know what? It turns out it doesn’t matter because people in our experiments created terrible origami and nevertheless, they loved them very much. I think there is something about creating something. Here’s another thing. Matt, how old are you?

[0:33:27.2] MB: 29.

[0:33:28.2] DA: 29. You grew up kind of in the digital world. Think about things in your life and think about what have you created from start to finish, right? This is not a test, and it’s not blaming, but you know, people used to do more things. Like when I was a kid, we went to study pottery. We did woodwork. I’m almost 50, and we did all kinds of things, and then when we learned how to program, we wrote stupid little programs that did very silly things, or right now they look trivial, but we wrote the whole program. I remember that my first program that did addition.

I wrote the whole thing. As we move forward in life, we don’t create many things ourselves. This podcast is your creation, right? Of course, you get help from software, and all kinds of other things, but it’s your creation, and it’s yours from end to end. When I write a book, it’s from cover to cover. Yes, lots of people helped, but it’s my book. In life in general, we’re having less and less of an opportunity to create something ourselves from scratch, and when we do, we also have every easy substitutions. Instead of making a meal, we can buy something readymade. Instead of creating furniture, we can get something from IKEA. 

I think something is missing. I think that there is kind of a connection to the fruit of our labor that we’re missing, and even in software, right? When was the last time somebody could write the whole piece of software by themselves? No, now people become- software is so amazing, and so complex, and has so many libraries, and everybody’s writing a library, or part of a library, or part of the process.

It’s wonderful; it also doesn’t give people the full feeling that there is something that is just theirs. I think that the only area in life that is still kind of about an individual creation is probably art. Almost everything in art is about one person doing everything from start. Start to finish. Whereas in most other things, we just do parts of things rather than the whole thing.

[0:36:02.1] MB: You know it’s funny, because I definitely am kind of a digital native, and grew up with a lot of that, but when I was a very young child, the internet really wasn’t around. Legos are one of my favorite things, and I still sort of think back about that, and to some degree, almost crave that desire to construct and build all kinds of unique creations. I know you talk about Legos in the book as well.

[0:36:25.2] DA: Yeah, Legos are great, I mean, it does- somebody gives you the basic building blocks and you do the exact thing you want. Not exactly but you know, you try to do something, I agree with you that there’s something about craving those experiences of feeling that you have done something. I do Legos with my kids from time to time. When you work with just Legos, it’s a very different feeling that when you build a set with instructions.

When you have the Star Wars set of something and you have these instructions, the instructions are very complex, and you have some joy, because the piece you’re creating is beautiful, and the instructions, you manage to overcome the challenges of understanding the instructions. It does have some other joy to it.

It doesn’t feel that you’ve created it in the same way. You’ve kind of followed the instruction that somebody else gave you. Yes, very successfully, but it doesn’t feel that it’s yours in the same way. Think about kind of the hesitation before you break something apart, or you desire to build a piece of Lego, and keep it untouched for a while. When you do something from a set, you finished it. It’s over, you don’t want to keep it. But when you do something without instruction that is more you, now taking it apart is a bit more painful. You’re taking something away from yourself while doing so. It’s not just breaking a piece of Lego.

[0:37:57.5] MB: Changing gears slightly, but really kind of also getting into the meat of this to some degree, we talked about money and pleasure were not great models to sort of understand the concept of motivation. What are some of the deeper, more intangible emotional forces that do underpin motivation?
 
[0:38:15.7] DA: It’s not that money is not part of it. It is part of it, and it’s not as if joy is not part of it, but it is part of it. It’s just not the whole picture. There’s lots of things about motivation, and you could just kind of think about your own experiences to try to figure out what are some of the elements. Here is another example. I was in San Francisco not too long ago, and I met with a very nice startup, and after talking about what they were doing - which was very interesting - I asked them, how late do they stay in the office? They told me that the night before they stayed until 1:00 AM, and we talked about that.

Here is what happened. One of the people in the team needed to do something for a deadline, and they were the only people on the team that needed to stay until late. Everybody else in the team stayed with them. I talked to them and I said, “Look, how was the phone call when you called and told your significant other that you’re going to stay late in the office?” They said it was no problem, they said they called their significant other and they said, “You know, Hannah is behind the project, needs to stay over until late, and I’m staying with her to help her finish that project.” 

Then I asked them, “What would happen if it was your project that was late, and you had to stay late in the office. How would your significant other react to that?” And they all said that the significant other would have said something like, “This is terrible, you should have started on this early, this is unacceptable and you can’t do this.”

Here was a case where for their own project, they couldn’t have stayed late but staying late for a friend was more justified, in their own eyes, and their significant other’s eyes.

This is one examples that says that our caring about work is often about caring about the people that we work with. When we care more about the people that we work with, through them, we care more about work as well. Actually, I’ll give you one more story about this in a different domain. I do lots of experiments on dishonesty, where I tempt people to steal money from me,and I see how much money they steal, and under what conditions.

In one type of experiment we gave people a die. It’s a six-sided die, and we get people to roll the die, and we say, “Look, roll the die, and we’ll pay you whatever it comes up on. If it comes up on six, we’ll give you $6, $5, and so on.” We tell them, “You can get paid based on the top side of the die or the bottom. Top or bottom. You decide, but don’t tell us.” You get the dye, and I say, “Please think top or bottom”, you think your top or bottom, you roll the die, and let’s say it came up with five on the bottom and two on the top.

Now I say, “Okay, what did you pick?” Now, if you picked bottom, you say bottom, and you get $5. If you pick top, you have a dilemma. You say the truth, top, and get $2, or you change your mind, you say bottom, and you get $5. People do this 20 times, and every time they think to themselves top or bottom, they roll the die, they write down what it came up with, and then they say what they had chosen and so on. 

What we find when people do this 20 times is that people are extra lucky. Of course, I don’t mean lucky, I mean that people are cheating. Not cheating a lot, but cheating a little bit. Now, in this one experiment, we got people to sit next to their significant other. Matt, you’re married right? 

[0:41:49.4] MB: I am.

[0:41:50.5] DA: Okay, imagine that you’re rolling the die, and you’re writing down what the die came up and then what you chose, and your significant other is sitting right next to you. Your significant other doesn’t know what’s going on in your brain, if you chose up or down, but they see if you’re extra lucky or not. What do you think would happen? Would you cheat more, the same, less if they sit next to you?

[0:42:12.9] MB: I would assume people definitely cheat less. 

[0:42:14.1] DA: That’s what most people assume, but what we found in the experiment is people cheat more. Why do they cheat more? Let me tell you about another experiment, then I’ll come back to this. In other experiment, we do the same thing, but people don’t make the money for themselves. In one condition the money goes to them, in a second condition, they pick a charity and all the money they make go to that charity. 

What happened when the money goes to charity? People cheat more. But in that experiment, we also connected people to a lie detector, and we measured how good is the lie detector detecting dishonesty. When people lie for themselves, the lie detector detect this honesty quite well. Not perfectly, but quite well. When people lie for a charity, the lie detector doesn’t work. People cheat more but the lie detector doesn’t work. Why?

Because the lie detector works on the tension. I feel I want more money, but I feel about it, I want more money, but I feel bad about it. If the money goes to charity, we don’t feel bad about it. All of a sudden we feel good. This is, by the way, why politicians feel so comfortable lying so much, because they can convince themselves that it’s for our good, the good of the country.

Now, let’s go back to this experiment, you sit there, your significant other is sitting next to you. All of the sudden you think to yourself, you don’t think it consciously, but you’re basically saying, “I’m not just cheating for myself, I’m cheating for the whole family”, and with that, people become more free to cheat, and this is not just about the significant other. It’s also about for the good of the company, for people who work with you, all kinds of things like this is just a science.

All of this is to say that one of the many forces that motivate us is the caring we have for the company. That force works for good because we care more, it also sometimes have negative effect because we might cheat some more, and the caring for the people that we work with. Of course you know, we can go on and on about all kinds of other forces, but these are just some examples for the things that end up mattering a lot for our motivation.

[0:44:28.1] MB: One other concept that I loved from Payoff was the idea of symbolic immortality. Could you talk briefly about that concept? 

[0:44:34.2] DA: Sure. At some point, you die, and some people believe in the afterlife and let’s forget about those people for now. Let’s think about just the people who don’t believe in the afterlife. The question is, do people- even if they’re going to die, and they don’t believe that there’s anything after death, do they still care about how people would remember them, and do they still care about their inheritance, and- not financial, but their contribution and their impact.

We find that the answer is absolutely yes. In fact, that people who believe in the afterlife and don’t believe in the afterlife don’t- it doesn’t matter to what kind of things people are willing to do to be remembered in a good way. We’ve looked at things like funerals, and how people spend on that. We’ve looked at things like wills, and how people setup their wills. 

For example, people are trying in their wills to settle scores and to make amends. You’re dead already, why is it important, and why don’t you do it when you’re still alive? The afterlife- the fact that even after people die, we still care about our reputation, and how people think about us, and so on. I think it’s kind of the extreme case showing how not everything is about material goods, because you know, no matter what theory you have about the afterlife, whatever material goods you have don’t really matter once you die.

The fact that we care about how people remember us, think about us, what scores we have, what we’ve left, what will happen with our possessions. All of those, it’s an indicator of the kind of things that get us to be motivated. Not just as we get closer to death or dead, but throughout our lives.

[0:46:32.3] MB: Well Dan, I absolutely loved the book Payoff, and I know that listeners are really going to enjoy it. There are so many things that we didn’t get to talk about today from the book that I really enjoyed. I’m curious, where can people find you and the book online?

[0:46:46.9] DA: I have a website, danariely.com, and the book should be on Amazon, and Barnes and Noble, and all the usual suspects, and then on my website I have other information and videos, and so on.

[0:47:05.6] MB: Awesome. Again, the book is called Payoff: The Hidden Logic that Shapes our Motivations. Dan, thanks again, we loved having you on the Science of Success.

[0:47:13.8] DA: Thanks to you and it was great and looking forward to continuing this another time.

[0:47:19.3] MB: Thank you so much for listening to the Science of Success. Listeners like you are why we do this podcast. The emails and stories we receive from listeners around the globe bring us joy and fuel our mission to unleash human potential. I love hearing from listeners. If you wanna reach out, share your story, or just say hi, shoot me an email. My email is matt@scienceofsuccess.co. I would love to hear from you, and I read and respond to every listener email.

Remember, the greatest compliment you can give us is a referral to a friend, either live or online. If you’ve enjoyed this episode, please, leave us an awesome review and subscribe on iTunes. That helps more and more people discover the Science of Success. Lastly, I get a ton of listeners asking me, “Matt, how do you organize and remember all this information? Because of that, we created an amazing free guide for all of our listeners. You can get it by texting the word “smarter” to the number 44222, or by going to scienceofsuccess.co and joining our email list. Thanks again, and we’ll see you on the next episode of the Science of Success. 
November 17, 2016 /Lace Gilger
Focus & Productivity

How Two Simple Words Can Massively Shift Your Perspective & Ten Superpowers to Transform Your World with Life is Good Founder John Jacobs

November 10, 2016 by Lace Gilger in Mind Expansion

In this episode we discuss how our guest went from being “wildly unsuccessful”, sleeping in a used van, to launching a massive brand, the power of simple gratitude during the toughest challenges of our lives, the transformational superpowers that can change your life, the massive perspective shift you can grain from two simple words, and much more with John Jacobs.

John is the co-founder and chief creative optimist for Life is Good as well as the author of Life Is Good: The Book. He and his company have previously been featured on CNN, CNBC, Nightline, Today, The New York Times, The Wall Street Journal,and much more.

  • The ten superpowers that can change your life

  • What drove John to find a way to combine art and business to launch an amazing company

  • How Life is Good went from being “wildly unsuccessful”, sleeping in a used van, to launching a massive brand

  • Why its often the people that face the biggest adversity and trauma that embrace the real meaning of “life is good"

  • How Life is Good takes a stand against the negativity in the news media

  • The incredible power of simple gratitude during the toughest challenges of our lives

  • How to focus on optimism without ignoring the negative experiences in your life

  • How the story of one person can transform your experience

  • The Amazing story of how one act of hate created a wave of love

  • How John embarks on his mission to “spread the power of optimism"

  • Even when facing hardest adversity - you can consciously shift your mind to the positive and grow good instead of being consumed by the negative

  • The incredible power of optimism and strategies to become more optimistic

  • Why you should never say you “have to” do something (and what you should say instead)

  • Incredible, simple perspective shift you can get by changing a SINGLE WORD when you find yourself complaining

  • The Rule of “Yes, And,” how it can have a huge impact on your life & unleash your creativity

  • The real depth behind the concept of “life is good”and why its OK to acknowledge the painful parts of your life

  • The importance of taking a few moments to connect with someone

  • Why fun is “part of the main course” and not your dessert

  • How to find simple ways to weave joy into your life

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that). 

SHOW NOTES, LINKS, & RESEARCH

  • [Life is Good Website] Hub of Optimism

  • [Book] Life is Good: The Book by Bert and John Jacobs

EPISODE TRANSCRIPT

[0:02:24.5 ] MB: Today we have another exciting guest on the show, John Jacobs. John is the cofounder and chief creative optimist for Life is Good. As well as the author of Life is Good, the book. He and his company had previously been featured on CNN, CNBC, Nightline, Today, the New York Times, the Wall Street Journal and much more.

John, welcome to the Science of Success.

[0:02:46.9 ] JJ: Matt, thanks so much for having me and Life is Good.

[0:02:50.1 ] MB: We’re very excited to have you on here. So to kind of get started, I’m sure many listeners are familiar with the Life is Good brand, but maybe they don’t know your story. I’d love to kind of hear your story, your background and kind of how you got started.

[0:03:02.4 ] JJ: Sure, let’s see, my brother Bert and I were finishing up college in the early 90’s and we’re looking for a way to combine art and business. We always liked to draw, to write, to create but weren’t really sure what we’re going to do for careers and we saw T-shirts as an accessible way to combine those two things. We had done a little bit of T shirt design back in college. So we designed some shirts, we got out on the streets of Boston. We’re from Boston and still live in the city of Boston; love it.

At the time, we were getting out on high foot traffic areas and just hawking shirts in the street to people coming back from work, anywhere there’s a lot of people and we didn’t find much success early on. Had some fun trying to find the right combination of sayings or art that resonated with people, but I would say we were wildly unsuccessful in that first year and yet we loved — we still felt like in some ways, we’re in college mentally so we said, “Why don’t we buy a used van and start traveling around to college dorms and try selling our shirts in the dorms?”

So we did that, thanks to our brother Ed, we went to an auction, we were able to get a real cheap van and then we started going up and down the east coast and we’d map out this seven week road trips where we would show up at a different campus every night and have a few duffle bags and the back of the van was filled with T shirts and we would just run through the dorms, knocking door to door and asking people if they want to buy our shirts.

Again, we had a lot of fun but we did not have much financial success and we were kind of looking for that right combination. We took a lot of notes, we kept journals on the road so we had an in and an out column for money and we spent virtually nothing other than gas, just getting by and we’d sleep on top of the shirts in the back of the van at the end of the night. And we’d go down as far as Virginia, up as far as Maine and hit every school in the east coast and we ended up doing this for the better part of five years between ’90 and ’94.

The biggest thing that we learned, because we really hit a point where it was becoming clear we didn’t really have a business and we weren’t sustainable financially, we started doing some custom work like for landscape companies or softball teams or drawing cartoons for people, anything to make a little bit of money and we got enough to rent a dive apartment outside of Boston and that would be our home base when we got back from this road trips. Often times, we would throw a keg party when we got home for our friends and put up all our art on the walls and ask them for feedback.

It was kind of our first focus group before we knew what that term meant. One of the conversations we had that repeatedly on the road was about how the media seem to inundate people with negative information and no matter where we went, it seemed like people were talking about the latest disaster or tragedy, fires, murders, disasters and those things happened, a lot of bad things happened in the world but a lot of good things happened too.

We felt like the media wasn’t presenting a balance of those things. We wondered in our long conversations in the van, remember, this is before cellphone time, we had a lot of time to talk about anything and we wondered if we could create something that help people focus on the good that was kind of a rallying cry for optimists. That led to this one drawing of this face, he didn’t have a name at first but he just had a big smile, some sunglasses and a beret.

He was sort of a symbol of free thinking and we may not have the word yet but it’s a symbol of optimism and we have one of those parties when we got home from a long unsuccessful road trip in 1994 and our friends just kept writing notes around this one drawing and one woman wrote, “This guy’s got life figured out.” The next morning when we woke up, we looked at the wall, there was so many comments written either on the wall or little post it’s about this one drawing that we said, “We’ve got to do something with him.”

We kind of distilled all the comments down to this three words, “Life is Good” and those three words really changed our life forever and the very next week, we took our — we printed our firstLife is Good shirts, 48 of them and by the way Matt, I feel imbalanced talking for this long but you encouraged me to do so.

[0:07:51.3 ] MB: Keep on going.

[0:07:53.0 ] JJ: Okay, I’m almost going to breathe. But basically, we printed our first shirts, there were 48 of them, we took them to street fair at Cambridge mass, It really changed our life because we had been doing this street fairs and selling in dorms, hawking in the street for five years but we’d never seen a response like we got that day. The 48 leg is good shirts, were among maybe 15, 20 other designs on the table but that one pile just disappeared in less than an hour.

All different kinds of people from all different walks of life, we had Harley Davidson guy, we had a skateboarder kid, we got a school teacher. All these people, looking around and then picking up that one shirt and buying it from us and we were stunned, we were out of out of Life is Good shirts in an hour and we finally had what we had been looking for, we just didn’t really know what to do with it from that point.

[0:08:49.2 ] MB: You know, the point you made about negativity in the news, I think that’s something that’s so important and we’ve had a couple previous episodes on the show where we’ve talked about that and something I really believe in is just kind of finding a way to sort of tune that out or do something to sort of oppose the fact that when you turn on the TV, it’s a robbery, a fire, X, Y, Z people dying when in reality, there’s so much good in the world as well.

[0:09:15.1 ] JJ: Right. Actually there’s hard data that supports the idea that we’re living in a most peaceful time. You’d never know that if you turn on the news but it’s a fact and people are living longer than ever, there’s a lot of huge, healthy trends out there but unfortunately, the mansion or news media found the formula decades ago that if they scare people, people feel like they hear to watch to protect their lives, protective family. That’s a frustrating thing but we’re trying to do our small part to help people focus on positives.

We really believe that what you focus on grows and all of us have obstacles and opportunities in our lives every day. It’s really a choice we make in the morning, what we’re going to focus our energy on. It doesn’t mean we totally ignore the obstacles or the hardships or any of that. It’s just we’ve learned this lesson in a real deep way from our customers. I mentioned, we didn’t know what to do with this successful shirt when we finally had it, we ended up getting basically doing what we did in the dorms but transferring it to retail, we didn’t know how retail worked and how things got into stores.

But we just started knocking on retail doors and asking if they’d testLife is Good and slowly we got a few small mom and pop shops to do that, they were successful. I remember our first account calling for what you’d called “the reorder” and we had never heard that term before after five or six years in business. But eventually we got some momentum, people started spreading the word to other retailers, and next thing you know we had 10 accounts, a hundred accounts and we had accounts outside of New England and spreading across the country and we got sales reps and we’re learning the nuts and bolts of the business.

But the most impactful and powerful thing that happened was totally unexpected. Yes we got letters from people saying, “Hey, I love your hiking shirt, I love the shirt with this character Jake with his dog, I love my dog, I love gardening, I love doing yoga, playing guitar.” Those kind of letters we started getting but we also started getting letters just as many from people going through great adversity. People facing, losing loved ones, wrestling with cancer, going through chemo and they would say things like their hat helped them stay positive during chemotherapy or we all woreLife is Good shirts to the memorial service for my brother who is a very positive person.

Incredibly moving, letters and emails, we didn’t really know what to do with them as we try to figure out the business. We sort of put them in a drawer, it took us a few years to realize all we have to do is share this letters and they can lift people and we started doing it internally, cut companywide meetings and then eventually we post them on our website and as soon as we shared one story, 10 others would come in and a hundred others would come in because we realized they helped people feel less alone and more of empowered to take on and overcome their own adversity.

Again, I said it earlier but all of us face it whether it’s super dramatic or more day to day challenges. But we all need a lift from each other and one person’s story, particularly someone who has been through something really difficult, if they’re able to focus on gratitude as a foundation and I’m so lucky to have one friend to have a sandwich today to be breathing right now, to go outside, to have a little time with my dog like it’s incredible. We found that people that do face great adversity tend to have a deeper reservoir of gratitude and a real rock solid foundation that we can all learn from.

A lot has come out of those letters and really the direction of our company and the depth of the message have come from listening to our customers and that sort of set us on a certain path to create a kid’s foundation and try to help make life good for a lot of kids who are dealing with some major adversity in their lives.

[0:13:24.7 ] MB: I find it amazing that it’s often the people facing the toughest challenges that this message resonates so deeply with.

[0:13:33.4 ] JJ: That’s right. I think if someone were to see a shirt or hat or anything, those are the things where we’re most known for but if they could look at it and say well that’s easy for somebody to say the pictures of hiking or they might think the name is about sunny days and ice cream and freebies. In reality, we found that on the darkest days, that’s when optimism is most powerful and take the most extreme examples that we’ve encountered since we stated the company.

Yes we’ve had times with the economy has tanked when we’ve been at war, even like 9/11 or more recently again we’re based I Boston and we had the Boston marathon bombing in 2013. In both cases, I’ll just go back to 9/11 for a moment, we kind of froze for a few days because we had a really young company, we had a lot of momentum and this thing went down and we didn’t know if it was appropriate to be sending out boxes of shirts that said Life is Good because it didn’t really feel that way in the days after 9/11.

Then, a quiet woman in our warehouse at a companywide meeting raised her hand and said, why we can’t do a fund raiser to help the victims. We decided to do that and it was our first large scale fund raiser and it was simply putting the word out to our partners and to our team that 100% of the profits would help the victims. That shirt just took off so fast and we ended up raising over $200,000. At the time it was a lot for us and it happened really quickly and that was a great lesson for us that especially in the bad times, people need a light to gravitate toward, they need something positive to rally around.

That led to us creating the Life is Good festivals which were events, usually around some quirky theme like let’s break the world record for most lit jack o lanterns in one place one time. Let’s find the world’s greatest backyard athlete. Usually kind of a light fun theme to get people outdoors together but there was always a series underlying cause. Hey, there’s people out there that don’t find it so easy to see the glass half full to live their lives wide open and embrace newness because they’re dealing with poverty, violence, illness.

There’s a lot of kids that are dealing with that every day of their lives. It was a huge lesson for us to learn and then just to close that loop on the Boston marathon, we had a similar experience where we were, our offices at the time were two blocks from the finish line so we had a lot of our team out there cheering on the runners when the bombs went off, we had a teammate severely injured like shrapnel head to toe, we literally didn’t know if he was going to live to the next day and yet when we visited him the next day, in the hospital, the first thing he said was I’m grateful.

He had seen people killed, he had seen people a lot worse off than him. Most of his wounds healed over time and we were focused on making sure our team was healthy and we had counselors talking to people. Meanwhile, our customers were saying hey, guys, it’s time for another fund raiser shirt. Can you do one? We just spent a few days focused on our team internally and then we said, they’re absolutely right. We made a shirt that the prevalence saying in our city which is a tough old city is Boston strong which is a good saying about resilience but we felt we were witnessing something more than that.

We watched, first of all, EMT’s jumping in the middle of the chaos to save people, to help people and then you broaden the lenses a little bit, you saw runners running an extra mile to give blood. You saw people lending their cellphones, opening up their homes to strangers, you heard about doctors working 50 hour shifts of surgery to help the victims, it was like one act of whatever you want to call it.

Hatred or confusion from two people and that was what the news kept focusing on, they wanted to keep showing the bomb going off and the victims and we’re saying there’s something much bigger happening here and all this love poured in from around Boston and then well beyond Boston, around the world helping, it was compassion coming in from everywhere and the shirt we ended up making simply said Boston on the front with a little heart and one of the O’s on the back, it said, there’s nothing stronger than love.

That shirt we put on our website, we said, we told people 100% of the profits will go to the Boston one fund for the victims and their families and that shirt ending in a matter of five or six weeks sold more than we’ve ever sold of any shirt and we ended up raising over half a million dollars for the one fund. For us, we were proud of how resilient our city was and how quickly we got back to being who we are and trying and move on from this terrible incident but we’ve been more proud, the world’s choice to focus not on hate but on love that they witnessed in the aftermath of the marathon bombing.

[0:19:03.7 ] MB: That’s an incredible story and it’s inspiring that you have served this one act of hatred and violence and it created almost a wave of love and from so many different people.

[0:19:15.7 ] JJ: That’s right.

[0:19:17.9 ] MB: So in the same vein as that, what is the sort of driving purpose of Life is Good?

[0:19:24.6 ] JJ: Our mission is to spread the power of optimism and we really have learned, first, we have to give credit to our mom, Joan Jacobs. She was the number one inspiration for our brand and we grew up in a chaotic little house with eight people, my brother Bert and I are the youngest siblings and we were lucky in a lot of ways because we’re tight family but we definitely dealt with some adversity and some strain and a big part of that was our dad who was an avid outdoorsman, very hands on guy that worked in a machine shop and our mom was more running the circus at home overseeing the six kids and doing all the stuff that a lot of moms did in the 60’s and 70’s and just running the household and they both were in a very serious car accident when Bert and I were in grade school.

Fortunately our mom who had seatbelt on, she just broke her shoulder and she healed. Our dad wasn’t as lucky and he lost the use of his right arm, that new disability for him, his physical limitations, combined with the financial pressure of trying to feed a family of eight, it really led to frustration every day and a lot of yelling in the house and it made for really tense atmosphere at home and yet when we looked back, we think of our mom who was always singing, telling jokes, telling stories, laughing and one thing she would do at the dinner table that really helped us a lot in retrospect, she’d look around at each kid and say, “Tell me something that happened today,” and as simple as that sounds, it changed the energy in the house.

And instead of complaining about anything a kid might complain about; assignment, a teacher, a peer. Instead, we were finding some absurd or positive or funny nugget from the day, just sharing that one thing and it created momentum in the dining room in the house and like I said, it changed the energy in the house and we didn’t probably realize it till we’re 20’s but that was a conscious decision she was making every day, not get pulled in to some of the heavier stuff that was happening in our house and focus our energy on the good.

That helped us give us a bit of a foundation and then the real big one was getting this letters and emails from people that really underscored this notion that even when you’re facing the hardest adversity, there is a way to consciously shift your mind toward the positives and to kind of grow that good in your life instead of getting consumed by the negative and we all know people that are able to do both of those things and meaning well — you know what I mean. It really led to a foundational philosophy for our company that all of us have a choice when we wake up in the morning to focus as I said earlier on obstacles or opportunities.

We just believed that a lot more good comes out of focusing most of our energy on the opportunities and growing those. We’ve seen it come to fruition in our own lives and even more compelling is the stories we received that prove that even if you’re in the worst possible situation, this kind of philosophy gives you a much better chance to get through it and to prosper and to be happy and fulfilled in your life.

[0:23:06.8 ] MB: I think this is a great opportunity to dig in to some of the lessons from Life is Good the book. I know the book talks about sort of 10 super powers that anybody can tap into with optimism obviously being one of the biggest and most important. Tell me a little bit more about that?

[0:23:23.2 ] JJ: Sure. Well we believe that the 10 super powers really came about over time we kept picking up this recurring messages from our customers about what’s most important to them and it ended up being what most companies might call their 10 core values but we think super powers are a lot more fun to say and we feel like unlike bullet speed or herculean strength or X-ray vision, these are super powers accessible to all of us and optimism really enables us as human beings to access this super powers on a daily basis, these are things like authenticity, creativity, gratitude, love, humor.

All of these things when combined lead us to living a more happy and fulfilling life and the book, we ended up devoting one chapter each to a super power and found a way to weave the stories of our customers as well as our own story, as well as a lot of fun top 10 list sand quotes, a lot of playful imagery and some of our best graphics and photos. It’s all combined in there but the real heart of the book is these 10 super powers and really how individuals can bring them to life and sort of tap their power in their everyday life. Each chapter ends with tips for how to access these powers and how to bring them to life on a daily basis.

So it started by request from our publisher, National Geographic. The request was, “Can we do a business book?” And the more we talked about it, we weren’t as excited about that because we feel like a lot of businesses start in the garage or basement and yeah, our origin story is fun but we want to go a lot deeper and as soon as we started talking about the super powers, we knew this is what the basis of the book should be and this is something that we feel like is the most powerful thing we’ve come across and we want to share it with as many people as possible.

[0:25:33.6 ] MB: For somebody that struggles to have an optimistic outlook and for example, I feel like personally I’m kind of naturally sort of a pessimistic person. What do you think that — what are some tips or strategies to sort of shift your perspective?

[0:25:47.4 ] JJ: I think gratitude can play a huge part and it’s starting with — some people do gratitude journals, some people try to weave it in before meals or lunch, special meal a day. I think those are two very tangible ways. One huge one that we’ve learned from our customers is this phrase, “get to”. It came in a form of one letter but it really represents the mindset of a lot of this letters and emails we’ve received, it really is the notion that, let me give you example like at work, at Life is Good, we try as best we can not to say “have to”, “we have to go to a meeting, have to work late, have to work on this assignment.”

We get to do these things because we have jobs and you can apply it to any part of your life, you can say to yourself, I have to go grocery shopping or get to go grocery shopping because I live in the land of abundance that has grocery stores and accessible food. I have to pay the bills or I get to pay the bills because I have a roof over my head. It’s so simple but it’s one word that can shift us from a common and then when I say us, myself included, all of us can fall in to a moment where we feel like we’re burdened, where we’re almost martyrs for fulfilling the responsibilities we have, whether it’s worker’s responsibilities or family or friends that we have to do these things.

We get to do this things because first of all, we’re breathing, we’re alive, let’s seize that opportunity while we’re here. Life is relatively short, let’s remind ourselves that we have a limited time and are we going to choose to bring positive energy to the day because the results tend to be better when we do but this get to phrase has been super powerful and it’s just a tool that is timeless if you put it in that frame, anytime you’re wrestling with something or it feels like a big burden, it’s like well, actually a lot of people don’t have access to a grocery store, a lot of people aren’t paying bills because they don’t have any income and that’s the most basic things that we start to take for granted.

When we find ourselves complaining about things like the weather or traffic, it’s kind of absurd when you compare to what a lot of people — you know how the parts of the globe are dealing with on a daily basis, for severe hunger, poverty, violence and yet sometimes we just need a reset button and that can come in the form of the phrase get to.

[0:28:32.3 ] MB: I love that phrase and that idea, it’s so simple but it creates this incredible perspective shift.

[0:28:38.8 ] JJ: Yup. We love simple phrases, maybe because we’re not capable of anything beyond that, but “yes and” is another one we love and it comes from improv comedy. I don’t know if you're familiar with that one, but with the principle law rule of improv is that you don’t negate the offering of another actor who is on stage because it tends to kill a scene. In order to keep some momentum, whatever your teammates says, you roll with that and you build on it, you augment it.

And we found in brain storming, in doing our best to be creative and finding new ways to spread the power of optimism with new phrases, with new images, “yes and” is a great tool to let ideas breathe a little bit for a minute or two before you get to a stage or a meeting where you’re editing out and you’re narrowing and you’re cutting ideas. You can really benefit from having a more wide open approach and it’s applicable to life as well. Whether it’s with a spouse or a friend or just having conversations that are more yes and’s and building on someone’s idea, instead of that, I think it’s unfortunately kind of hard wired in a lot of maybe all of us human beings.

The fight or flight thing or first thinking about why something won’t work or why it could be a threat. The news again helps build this into people too but if you can release that, try to take on that openness of a five or six year old, a healthy five or six year old who just is open to ideas that says yes to things that wants to explore, that’s a difficult thing for people to retain when we get older. Yet it’s super powerful when it comes to being creative and to building instead of knocking and that’s another favorite simple phrase, don’t knock it, build it and if I get tied back. I am so grateful that you’re giving us a forum here today to talk about what we believe more than anything right now, I think there is a lot of positive media out there, a lot of positive podcast.

Then there’s a lot of shows that just give people place to events and talk about what’s wrong. I think people that spend a lot of energy talked about what’s wrong without transitioning to solutions tend to hurt people’s desire or drive to progress, to grow, to try and do things. I think it’s so healthy that when people are listening to more and more of this content that I don’t mean my content book but what you feature on your show and other podcast or let’s say storytelling hour, things that stories that actually can lift people.

We’ve translated in the last year or two or a lot of the greatest letters we received to stories and video forum and that was incredibly exciting when the book came out. Our book, it gave us a reason to get out on the road and connect with customers to raise over a million dollars for our kid’s foundation with various events over around the country but the most impactful thing we did on that trip, we went coast to coast for 60 days visiting 40 communities and the most impactful thing was visiting the people that had written the most inspiring letters.

Some of them we’d never met in person and I didn’t know if their stories could be better than they were in letter form but there’s a few that just — people who have got incredible response to a couple of boys in Alex and Nick, twin brothers that were born a pound and as I said, had a lot of growing to do and they have — one of the kids has on leg, the other kid is legally blind and they wrote a letter when they were 10 years old and it’s all about how lucky they are and it’s just very moving and very eloquent for 10 year old to write and we share that video as much as we can, there’s another young woman who is now 27.

She wrote to us when she was 11, she was dealing with a prognosis that was — she had bone cancer and it looked like she wasn’t going to live another two years and yet she is alive today but more impressively, when she was 11 and dealing with hat prognosis, she was always cheering people up, anyone who interviewed her and should have brought to our attention because she was always wearing Life is Good hat and literally someone on a radio interview asked about the hat.

Do you understand your prognosis and she said, I think I tended to take things for granted and ever since I heard what’s happening with my body, I don’t, I really realized how lucky I am and I’m trying to savor every day. It was incredible wisdom form an 11 year old and those examples are what fuel our company and just to make us want to spread this message as widely as we can and have people share more and more stories because that seems to be the thing more than anything else that list people and helps people through adversity.

[0:33:59.3 ] MB: For listeners who want to check that out, where can they find some of this videos?

[0:34:03.7 ] JJ: That’s at lifeisgood.com and there’s a button called “discover” and that will bring you to a really fun section of our site that features a lot of this inspiring, uplifting stories.

[0:34:16.8 ] MB: We’ll make sure to include those in the show notes as well. One other thing I wanted to touch on, you have a phrase, “life is not easy, life is not perfect, life is good”. I’d love to just hear your thoughts on that.

[0:34:29.6 ] JJ: Yeah, again, if someone was just introduced to our company and just saw the words “Life is Good”, some might understand the depth of those three words. Some might just say it’s sort of pollyannaish and yet the depth of our brand came from people like our mom and then this stories form people like Alex and Nick and Lindsey that I just mentioned. It really taught us, and that phrase is getting more popular on our product because it does acknowledge and we’ve always tried to acknowledge the darkness in the world, the adversity in the world, the strain that is inevitable in every person’s life at one time or another but that phrase sums it up nicely and it doesn’t mean, when we say Life is Good, it doesn’t mean everything is ice cream and freebies.

It’s a matter of mindset and choice. Okay, I acknowledge that there’s going to be really difficult times in my life and it’s going to be incredibly imperfect just like I am as a person. Whoever says that? Anyone has to look in the mirror and say, “I’ve got so many imperfections, my life has been quite a mix of highs and lows. I’m going through either a good stretch right now or rudely difficult stretch.” But if you step back and look at the whole picture, Life is Good and to us that means if you choose to focus on the good, that’s what will grow.

Acknowledge the painful points, maybe you’re right in the middle one right now and you say, at some point, it’s going to get better, I need to lean on some friends right now, I need to take care of myself, I need to be exercise, I need to talk to friends who understand what I’m going through. Maybe I need to see a professional about it and maybe I just need to recognize a window time where I have a physical ailment or I’m not in a job that I love. It could be any of those things but it’s really a mindset that says.

In the scheme of things, when you look at the whole picture, life itself and my life as a person is going to be good and therefore, that’s going to give me a little more resilience and a little more fire to try to drive through this difficult stretch and that’s what that phrase is all about, it’s acknowledging the hard parts and for your neighbor as well as yourself and saying together, we can make life good.

[0:37:06.1 ] MB: What is one piece of homework that you would give to somebody listening to this episode?

[0:37:11.3 ] JJ: Let’s see. I’m ranging to the super powers in my head and I would say two things. When you get home, if you live with anyone or if you get to work, if you work with any others, try devoting the first five minute to a real human connection with that person. Whether you’re getting home to kids, bring some levities, some humor, some fun. Whether it’s a fun story from your day, or just imitating some bizarre character, sharing a funny movie quote you love or — the point is, a lot of us go from task to ask, whether it’s work at home, and we start to form this checklist and that’s what dominates our minds and if we take just a few minutes to connect with people, all the other stuff gets a lot easier.

If you have to get through a bit of a laundry list or a plan for the weekend or what is the week ahead look like with your team at work or with your family at home or with friends, just spending those moment, that’s why fun and humor are both super powers in the Life is Good world because we found it opens doors, it relaxes people, it unites people, it makes them feel less like robots. Just taking those five minutes, it makes everything run a lot smoother and the other tip or homework I would say is — we really believe in trying.

When you try something new or a little bit outside your comfort zone, you either succeed or you learn. If you take failure off the table like, “Oh no, I don’t want to do that because I might not be good at it,” you inevitably grow and you grow as a person and you feel better that you’ve kind of stretched beyond that comfort zone and it is a chapter we have about courage where it says, “rejection, you can imagine rejection as your best teacher but think of it as your best teacher, as your best trainer.” That’s actually what makes you stronger is — and that, for my brother and I, that biggest period of that was probably the dorms for five years and we just heard “no” and sometimes a polite “no”, sometimes very rude “no”.

But when we’re trying to sell our shirts in the dorms, so many times, thousands of times a week that we realize it didn’t hurt us at all and we just took notes, “Why didn’t they like our shirt?” And ever since then, I feel like that’s been a nice little reference point for us, no matter what stage of the company or stage of our life we were going through, it’s like we’ll shake it off and grow from it and that’s part of the magic of this life is exploring new territory and trying new things. It’s also what keeps relationships, friendships, et cetera fresh is being willing to try new things.

Either together or new hobbies on your own and so, I would encourage listeners to think about, is our hobby whether it’s guitar or writing or knitting, ever wanted to make a little short movie or is it work, is there some project in the garage or is there something you’ve always thought about doing it, “if you had the time”. We really believe in not just finding the time to do things that are, maybe seemed frivolous or very secondary like something related to your personal passion or your hobby.

Something that’s — you might put in a “fun category” and therefore you’re only going to do it on Saturday night or that’s a big thing we talked about in the fun chapters like, fun is not some desert you might get to at the end of your week. It’s part of the main course and if you actually weave it in, you consciously say, “In order to be healthy and to kind of refresh my own sense of optimism and playfulness, I need to look at my calendar and say yeah, I’m going to make time for my cooking, my craft brewing, my writing, drawing, my playing cards with my friends like playing guitar.”

That stuff is a huge replenisher and that’s a big part of what our kid’s foundation actually does is we work with child care providers, there’s a lot of burnout in positions like teacher, counselor, they’re doing such noble work but if they don’t’ take care of themselves, they can’t teach what they don’t — they can’t give what they don’t have, they can’t give joy, they can’t give curiosity, optimism, playfulness if they don’t have those things themselves.

It’s a long answer but I think the most important thing Is looking out for your own health and part of that is not just nutrition and exercise, it’s laughter, it’s fun and whatever brings you that sense of joy, make sure you schedule it into your weekly schedule so that time isn’t going by and you’re falling into this trap of “have to, I have to, I have to” and check this list off every week.

Instead, first of all, I get to do these things even the most mundane things, it’s helpful to look through that lens and then where did I carve out time to do things that just sort of feed your soul, that make you feel more you and make you feel joyful? That stuff is crucial to your own happiness and fulfillment. I don’t think it’s just an American thing or our ambition sometimes pushes us to a level where it’s all about productivity, we found in our business that if people are having fun at work, cracking jokes with each other, throwing the ball around, throwing the Frisbee around.

It actually makes us not just happier but more productive because our brains are more alert, we’re enjoying our time at work and it’s applicable to all of our lives so I’ve said it already, at least twice but the homework to me would be, think about what brings you joy, even if you haven’t done it in 10 years and say, “How do I weave that back into my life?” I’ll give you a personal example, I have always liked, loved movies, always want to make movies, don’t really know how to make movies but a friend of mine with a similar mindset many years ago, we were talking about it, we said, “Let’s just create some forum.”

We created this film festival and asked our friends to make a movie, eight minutes or less and the movies were pretty bad quality the first year but there’s probably two or three gems in there and we do it every two years and the quality has slowly increased but more importantly, we have a deadline, we have a supportive network of friends who want to do something creative and we’re doing it.

It’s over 10 years running and that might be for you like getting together to play music every month with a friend or two or knitting or gardening or whatever that thing is that brings you joy, make sure it’s not an afterthought that’s put away for some day but you actually say to yourself, this is important to my happiness and I’m going to actually schedule it on my calendar and I’ll leave it at that now.

[0:44:40.2 ] MB: That’s an incredible piece of advice and you touched on this once already but tell us again, where can people find you online?

[0:44:46.7 ] JJ: We’re at lifeisgood.com and there is a lot of fun content on there as well as product that we’re really proud of. I would encourage all listeners who sought out your podcast to go to the discover section because there is a really treasure trove of inspiring videos and content that can pick you up and a place to go back to whenever you need a lift.

That’s really what we’re trying to build with our website is a hub of optimism. Where people can come to be lifted and inspired and a community can share stories with each other to keep each other up and optimistic.

[0:45:28.4 ] MB: Well John, this has been a fascinating interview and incredibly inspirational story and obviously your company, Life is Good, it’s so inspirational as well. I just wanted to say thank you very much for being on the show.

[0:45:41.0 ] JJ: Matt, we’re so grateful. Life is Good is, and I am individually. Thanks so much for carving up time for us and I hope anything I shared will be helpful to your listeners and you.

[0:45:53.3 ] MB: Thank you. 


November 10, 2016 /Lace Gilger
Mind Expansion
46-Seven Catalysts To Creating Progress and Becoming A More Effective Leader with Dr. Teresa Amabile-IG2-01.jpg

Seven Catalysts To Creating Progress and Becoming A More Effective Leader with Dr. Teresa Amabile

November 03, 2016 by Lace Gilger in Career Development, Influence & Communication

In this episode we look at the single biggest factor that impacts your performance at work, the 7 major catalysts for creating progress in your life, we dig deep into the data to look closely at the correlations between mental states and actual performance in terms of creativity, technical skill, productivity and much more with Dr. Teresa Amabile.

Dr. Amabile is a Professor and Director of Research at Harvard Business School. She received her Ph.D. in psychology from Stanford. Her research investigates how life inside organizations can influence people and their performance. She has published over 100 articles in top scholarly journal and is the co-author of The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work, as well as Creativity in Context and Growing up Creative.

We discuss:

  • How offering a reward can undermine people’s intrinsic motivation to do something

  • We dig deep into the nearly 12,000 daily diary entries from over 200 professionals inside organizations that formed the foundation of Teresa’s research

  • We look closely at the correlations between mental states and actual performance in terms of creativity, technical skill, productivity and more

  • How positive and negative work environments arise within organizations

  • Your “inner work life” and why its so important (and you may not even be aware of it)

  • How external motivators can accidentally wipe out your true motive for working and achieving your goals

  • Why “Making Progress on Meaningful Work” is the single biggest factor impacting performance

  • An important and powerful tool that managers can use to help people do better in their work and have better experiences every day

  • The "intrinsic motivation principle of creativity” and why it matters to you!

  • The largest disconnect between what managers think motivates their employees and what the research actually shows that motivates them

  • The 7 catalysts to creating progress in your life

  • The importance of having clear goals (what you’re doing and why it matters)

  • Why creating a culture where people learn from problems, failures, and mistakes is vital to success

  • The importance of control and autonomy in your work

  • How to create emotional support for your employees and coworkers

  • How small words of kindness and understanding can make a huge impact on productivity

  • The importance of setting daily goals for yourself - something you want to get done that is really core to your work

  • The importance of measurement and tracking your progress with a daily progress journal

  • The enormous impact of even a tiny win on your day

  • And much more!

If you want to master motivation for yourself and others, listen to this episode!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that). 

SHOW NOTES, LINKS, & RESEARCH

  • [Book] The Progress Principle by Teresa Amabile and Steven Kramer

  • [Article] The Power of Small Wins by Teresa Amabile and Steven J. Kramer

  • [Checklist] Daily Progress Checklist

EPISODE TRANSCRIPT

Today, we have another incredible guest on the show, Teresa Amabile. Teresa is a professor and director of research at Harvard business school. She received her PhD in psychology from Stanford. Her research investigates how life inside organizations can influence people and their performance. She has published over a hundred articles in top scholarly journals and is the coauthor of The Progress Principle: Using small wins to ignite joy, engagement, and creativity at work, as well as Creativity in Context and Growing Up Creative.

Teresa, welcome to the science of success.

[0:02:54.2] TA: Hey Matt, I’m really happy to be here.

[0:02:56.2] MB: Well we’re very excited to have you on. So for audience members who may not be familiar with you, tell us a little bit about yourself, your background, and how you kind of got into this field of research.

[0:03:06.4] TA: I actually started my adult life as a chemist and made my way fairly quickly after working as a chemist for only about a year, made my way to a PhD in psychology and I’m really glad that I did. The thing is, I’ve always loved science from the time I was a little kid. I didn’t know that psychology was a science though until I got halfway through college as a chemistry major and I realized I was a whole lot more interested in the behavior of humans than the behavior of molecules. So that’s how I ended up doing the psychology degree and it was in grad school that I got some of the initial ideas for my research that I’m actually still playing out all these years later.

I was lucky enough at Stanford to be able to work with a professor named Mark Leper. He was at that point doing some of the earliest research on what’s called “intrinsic motivation” and that’s the motivation to do something because you’re passionate about it because you find it interesting, enjoyable, personally satisfying, personally challenging. Mark had discovered, paradoxically, that rewarding people for doing something that they were already intrinsically interested in doing without a reward, offering them a reward to do it could undermine their intrinsic motivation. Could make them actually less interested in doing it later on when the reward was removed.

This caused a huge hubbub in the field of psychology and I was absolutely fascinated by it and it occurred to me that not only might things like reward and other kinds of external motivators, not only could they possibly have a negative effect on people’s subsequent interest in doing something, but they might also have a negative impact on how people do whatever it is they’re doing, whatever the task is that they’ve been rewarded for. And I was interested in particular in how reward and other external motivators, external constraints, how those things could influence the creativity of someone’s performance.

So I began doing some experiments, with children and with adults, while I was in grad school and I discovered what I called the “intrinsic motivation principle of creativity”. That is that people are more creative when they’re interested primarily in doing the work out of their own enjoyment of it, their own interest in it, their own sense of personal challenge and personal satisfaction rather than doing it because of extrinsic motivators, something that someone is holding out there as a carrot, or external constraints, something that someone is telling them to do.

That intrinsic motivation principle has held up through dozens of experiments that I’ve done, that other researchers have done and it’s even held up in situations like business organizations where people are trying to do creative work on a day by day basis. So that was really the beginning of my research. It’s gone off into many directions, looking at the environments in classrooms and in homes that can best support children’s creativity, versus the classroom and home environments that can undermine it. As well as the business environments, the organizational environments that can be most conducive to people’s intrinsic motivation and creativity as well as looking at those obstacles that can get in the way of creativity at work.

So that was the foundation of my research. The research that I did for The Progress Principle took off from there and began looking at things outside of creativities. Certainly including creativity, but that research looked at other aspects of performance. Including productivity, commitment to the work, collegiality, how people treat each other and it looked at psychological states beyond intrinsic motivation. Including emotions and perceptions that people have while they’re doing their work.

[0:07:41.7] MB: That’s a fascinating journey and a very counterintuitive conclusion to some of the kind of common sense wisdom of how we think we should motivate people.

[0:07:52.4] TA: Absolutely. That’s why I was so excited about these results when they first came out.

[0:07:58.2] MB: I’m curious tell me as little bit more about Progress Principle and kind of some of the research that went into writing it.

[0:08:04.8] TA: My collaborators and I wanted to understand how this positive and negative work environments for creativity at how they arise inside organizations we decided that it was really going to be important to look at what was going on inside people’s hearts and minds, if you will, day by day as they were working in order to get some real insight into what influenced people at that micro level. Because that’s where it all starts. That’s where creative ideas occur or die or never fail to come out, never come out at all, that’s where people can become more motivated or less motivated. On a day by day, and even maybe a moment by moment basis.

So we were really interested in that very microscopic level, what are people thinking, what are they feeling, how motivated are they in their work, and ultimately does this influence their creativity? How does it influence their creativity and their productivity and those other aspects of performance? We called those internal psychological states of emotions, perceptions and motivations, we call that an inner work life. Everybody has inner work life all the time while they’re working, whether they’re conscious of it or not.

So we all have a continuous stream of thoughts and perceptions. That’s just really the impressions that we form of our work our colleagues, coworkers, our managers, our organization, what’s going on and what it means. So that’s perceptions. It’s also the ongoing stream of emotions that we have. So at any given moment, we could be experiencing mild positive emotion, extreme positive emotion, mild or extreme negative emotion, we could be in a more or less neutral emotional state but most of us have some sort of motivation, emotion going on most of the time that we’re at work. Again, even if we’re not aware of it and positive and negative emotions can actually coexist.

That third component, motivation. We all have some degree of motivation for our work and every moment that we’re working and we have both intrinsic and extrinsic motives for doing most of what we do. If we’re working in an organization or even working as a freelancer, we all have extrinsic motivations. Of course we all want to get paid, equitably and generously, for the work that we do. That’s always there as a baselines. We also have extrinsic motivators like deadlines very often and other rewards and bonuses that we might stand to gain. We all have the extrinsic motivator of wanting to look good and wanting other people to evaluate our work well.

Many of us are extrinsically motivated by competition, wanting to do better than other people. Those extrinsic motivations are usually there for almost all of us, almost all of the time, they’re usually kind of in the background. We also have intrinsic motivation for what we’re doing, hopefully, most of us, much of the time and that is that feeling of real interest and engagement in the work itself. What my early experiment showed is that if those extrinsic motivators become too prominent, if they become the focus of why we feel like we’re doing what we’re doing, they can wipe out that intrinsic motivation, they can undermine it.

Ideally, we’re going to be in an intrinsically motivated state most of the time because that’s a state that’s most conducive to creativity and we found, to the other dimensions of performance as well. But ten we face the really hard question. All right, we’re interested in a work life for such as emotions and motivations, how do we look at it? We called it an inner work life because it’s hidden most of the time. It’s not something that an observer can just see, it’s not something we reveal to other people at work much of the time. In fact, we’ve been kind of trained at least in this culture to hide our emotions when we’re at work. “Put on a professional face.”

So this was a tricky problem for us methodologically, how do we get in this? We decided the best way to do it would be to ask people to fill out a daily confidential electronic diary, toward the end of each work day. Short but piffy in terms of getting at their inner work life for that day specifically. So this little diary form that we emailed to everyone who participated in our study, toward the end of their work day, had a few numerical scale questions on it, getting at their inner work life that day.

So there were flow survey questions on, “Today at work, did you perceive that you had support from your coworkers that you’d had support from your managers? Did you perceive support from the organization at large for the work that you were doing? Did you feel emotionally supported in your work day? How much time pressure did you have today? To what extent did you have access to the resources you needed?” So these are all perceptions and they were about half a dozen other questions about people’s perceptions of the work and their team, their manager, the organization that day.

We also had some numerical questions on their motivations. Intrinsic and extrinsic motivation, and we had scale rated questions on their emotions that they experienced that day. That was a very quick sort of numerical, taking of the person’s inner work life temperature that day, if you will. Then, we did the x-ray, if you will, of what your work day was like. In particular, what stood out in their mind as being a significant event from the day, or at least something that they recalled when they thought back on their day. Something that stood out in their mind.

So we had an open ended question at the end of the diary form and it simply said, “Briefly describe one event that occurred today that stands out in your mind. It can be anything at all, as long as it’s relevant to the work or the project that your work is part of. Please describe in detail what happened and who was involved.” They got that same question every day so they knew it was coming. We sent them these diary forms every day through the entire course of an important creativity project that they were working on.

So we recruited people in seven companies in three industries to participate in the study. There were a total of 26 project teams across this seven companies and each project team was doing an important innovation project for its company and these people were more or less 100% dedicated to this projects. So we thought, “All right, we’re going to be able to find out day by day what’s happening in this people’s work lives as those work lives unfold day by day through the entire course of an important project that requires creativity to be successful.”

We assumed that some of this 26 projects would indeed be successful and some of them would not. We wanted to see if we could understand something about why creativity happened in some of these projects, didn’t happen in others. Why some of this people were able to creative in their work and be productive but others were not. Wanted to see if there was something going on in those work days that would allow us to make those predictions. So we followed this people 238 of them, they were professionals, we followed them every day through the entire course of their project. On average, these projects were four and a half months long. That’s a lot of weeks for people to be getting this diary every day, Monday through Friday.

It was quick, it took them only about five to eight minutes to fill out but the data were incredibly fascinating and we had a lot of data. We ended up with nearly 12,000 of this individual dairy diaries being sent back to us. That’s 75% of the diaries that we sent to this people. We had an astonishing 75% response rate. These people filled out this diary form and sent it back to us. When we analyzed these diaries, we felt it was really important to correlate them with the actual performance of this people. We wanted to know what was going on inside their heads, their hearts and minds, during the work day, was that in any way related to their performance? This is the prediction that we wanted to make.

So we had to have good measures of their performance, and we decided not to trust what they said about their own performance. We decided to ask people who knew their work well and that was their supervisors and their close colleagues. Monthly, during the study and by the way, there were some teams that were in the study for eight months, even nine months if they had a long-ish project. Monthly during the study, we asked every participant, close colleagues and supervisors to make a quick rating of them on a little questionnaire that just asked for assessments on four items, for each person who is participating in the study. The person’s creative contributions to the project over the previous year, their technical contributions to the productivity of the work, they demonstrated commitment to the work and their collegiality, how they treated the other people on their team.

When we analyzed those data, those performance data against the inner work life ratings that we got from this people every day, we made an astonishing discovery. We found that on most days and most weeks and those months. When people were having the most positive perceptions of their organizations, their coworkers, their managers, even themselves, when they were having the strongest, intrinsic motivation for their work and they’re experiencing the most positive emotions, it was on most days and weeks and months that they were most likely to produce work that was creative.

Not only that, they were more likely to be productive in their work, demonstrate commitment to it and be better colleagues to each other, which of course raises the level of everyone else’s performance in the team. This was a really important discovery. This means that inner work life does predict performance, including creativity. At that point, we backed up and we said, “All right, if inner work life is so important for performance, what happens day by day that can influence inner work life? What is it that makes people have more positive emotions? Have stronger intrinsic motivations at their work? Have those positive perceptions?”

So we went back into the diaries and we analyzed everything what this people reported as an event in their day, in those open ended responses that they wrote, those on average 50 to 60 word paragraphs that they wrote about one event from their day. We categorized all these events using a very long and complex coding scheme and we wanted to see, are there certain events that show up repeatedly on people’s very best inner work life days?

Are there other events that show up repeatedly on people’s very worst inner work life days? We thought, “Those would be the likely suspect for distinguishing between positive inner work life and negative inner work life. Those are the likely suspects for the events that make the biggest difference.” We found that if all the positive events that people reported, on their very best inner work life days, the single most prominent was simply making progress in meaningful work. I want to just explain a little bit about what we mean there. Making progress means moving forward, feeling like you’re getting somewhere in solving a problem or coming up with new ideas.

Meaningful work means that the person feels that they’re contributing to something that they value in the work that they’re doing. Occasionally we found that people felt that they had made a lot of progress on work that they didn’t hear about, occasionally they felt that they were doing something that wasn’t really central to this important innovation project, that we’re doing something that they considered go for work or they didn’t know why they were doing this or they were stuck in a boring meeting all day that wasn’t really about the project.

On those days, even though people thought they got a lot done maybe, they made progress, they didn’t have particularly good inner work life. But most of the time, because they were doing this important innovation projects, most of the time, most of this people did find meaning in their work, they felt they were contributing to something that really mattered to the company, to the customers, maybe even to society at large because of the things that they were inventing in this projects.

When they felt that they were doing meaningful work, if they move forward in that work, they were more likely to have positive perceptions of the environment, the organization, their colleagues, their team, they were more likely to be strongly intrinsically motivated in their work and they were more likely to have these positive emotions. So what we found here is important and powerful tool that managers can use to help people do better in their work and not only do better in their work but actually have more positive inner work life experiences, have better experiences day by day in their work and that is for managers to simply pay attention to supporting progress.

Supporting the progress that their people are trying to make in their most important work. We even found a carryover effect. We found that on those days when people are having progress events in their work, when they’re feeling happy in their work, not only are the more likely to come up with a creative idea or solve a problem creatively that day, they’re even more likely to come up with a creative idea the next day regardless of the next day’s mood.

So what this means is that there’s an incubation effect, there’s kind of a cognitive process that gets setup when people are having positive inner work life that allows them to make new connections between ideas that they might not have connected otherwise or to get insight into difficult and complex problems and they can result in a solution or a new idea that day but if it doesn’t, it can actually kind or marinate or cook or incubate overnight and show up this creative idea or a good solution to the problem the next day.

That’s a really powerful result and it means that managers would do well to pay close attention to what they could do to bolster people’s inner work lives day by day. I’ll be happy to talk a little bit more about what it is managers can do, if that’s a direction you’d like to go on the conversation.

[0:24:06.8] MB: I’m curious for somebody who is listening, who might be a manager or in some sort of organizational role? How can they support progress, which you said is kind of a critical component of enabling people to make progress on meaningful work and also what are some of the biggest disconnects between what people think motivated their employees and what the research actually shows, empowers them and motivates them.

[0:24:31.3] TA: Yeah, those are great questions. Matt, I’m going to actually answer your first question, your second question first. Managers are taught and they see, in this culture at least, that the way to motivate employees is to offer them rewards for the work, to have a bonus structure for example that will keep them motivated, keep them engaged, keep them plugging away at their work. Well we found through this day by day diaries, 12,000 of them, 12,000 days of people’s experiences was that they rarely were thinking about rewards and other extrinsic motivators during their work day.

They rarely felt that that was motivating them in their work and we asked about it every day in the diary form. What really motivated them, it turned out, was feeling that they were getting somewhere, that they were making progress and also feeling that they were in a work environment that cared about them as people, that supported them as people and I hadn’t been emphasizing that because it turned out to not be quite as important as the progress factor but it actually is pretty important, this feeling that you are valued as a human being.

So let me talk about the two sides of that. One is the progress side, the other is almost as important, the human side. We discovered when we went back into the diaries and looked at what kinds of things managers were doing, what kind of events people reported before they had this progress events. We discovered that there were a small set of things that managers did consistently that did support progress. We call this the catalyst to progress. There are seven of them. First, maybe most fundamentally, it’s very important for people to have clear goals in their work. To have a sense of what they’re doing and why it matters. That why it matters part is the meaningfulness part. But they need to have a sense of what it is they’re trying to achieve with the project, with this work that they’re doing.

The second very important catalyst is autonomy in the work. People feeling that they do have autonomy, control over how to achieve these goals in their work so they’re not micro managed. So that they can actually make decisions for themselves about the best route for solving this problem, for taking care of this part of the project. So if you think about these two catalyst, clear goals and autonomy, they may seem like they’re opposing but they’re not really. In setting clear goals, the manager, the leader is saying, “This is the mountain we’re trying to climb.” But in giving the autonomy, they’re saying, “It’s up to you to figure out how to climb it. We want you to use your skills, your creativity, your own ideas to figure out how to climb this mountain.” That’s very motivating for people. Both the clear goal that aspiration of what they’re trying to achieve and the autonomy, “I’m in control of my work. I can figure out the best way to do this.”

Other catalyst include sufficient resources for getting the work done, not lavish but sufficient to do the work so the people aren’t scrambling constantly and you then expending all their creativity, just getting the resources that they need, the funding, the materials and so on, the information, that they need to get the work done. Having sufficient time for the work. Again, not lavish amounts of time, there actually should be some sense of urgency in the work. Otherwise it will seem meaningless and unimportant if nobody cares about when the work is done, there should be some sense of urgency but the time pressure should not be extreme. We found that that can kill creativity. So sufficient resources, sufficient time.

Help with the work when it gets difficult. I’m very aware, by the way, that these are entirely mundane. These sound like basic management 101. Bu the thing is, managers don’t pay attention to this things nearly as often as they should. If people in doing an important innovation project, if they’re struggling with something that’s really difficult, get help for them. Either by connecting them to others in the organization and what it would be able to help out or helping them out yourself. That can make a huge difference in getting people past the home and helping them to continue making progress in difficult work.

This next one is really important and that’s something that very few managers do well, that is having an atmosphere, a culture where people learn from problems and failures and mistakes. As well as from successes. We found that in most of these seven organizations, most of these 26 teams, when there was something new that was tried, a new experiment maybe that failed, the usual response of the team leader, often of team members themselves certainly of higher level managers, the immediate response was to either castigate the people who did the work, “How could you have been so stupid?” Or, sweep it under the rug, “We’re going to pretend that didn’t happen, ignore it.”

The organization, the teams that did the best were those where people talked about the mistakes, talked about the failures, they called them out themselves. You know, “I did an experiment this week,” they would say, in the team meeting for example, “that failed and I’m having a hard time figuring out why.” Then the whole team would do a debrief. “All right, let’s talk about the steps you followed, what did you do here, what did you do there? All right, looks like maybe this is the reason that it didn’t work out.” So the whole team, including the individuals who did this failed experiment, the whole team extracted failure value from that thing that didn’t work.

There was one organization out of the seven that we followed that did spectacularly well and they in fact are still doing very well, they’re at the top of their industry. In their organization, people almost as a reflex, when something went wrong, would talk about it. Very quickly, very matter of factly, without pointing fingers, “Oh, this person was an idiot,” but just, “How can we learn from this?” There was this wonderful diary where the people in this company said, “I told the manager today that the experiment that I did failed and he said, “That’s all right, as long as we know what we did.”

And then the debrief happened right away and they were able to move on from that and that team actually had one of the very true breakthroughs of any of the 26 teams that we followed during our study. So learning from problems is extremely important and the atmosphere that helps people do that is called “psychological safety” where you know it’s safe to speak up about things that are going wrong about failures and you’re not going to get ridiculed, you’re not going to get blamed. But people are going to actually deal with it and appreciate your bringing it up.

[0:31:55.2] MB: That’s something we’re huge fans of on Science of Success in general is the idea of embracing failure, embracing mistakes and not casting blame or making excuses and we have a number of previous episodes about things like the fixed mindset, things like accepting reality, not making excuses. So I love to hear that some of the most successful companies in your study focused on that.

[0:32:18.5] TA: That’s right. In fact, it was only one unfortunately out of the seven that was that successful. But there were other teams here and there that where we would see psychological safety and those teams did tend to do much better even when they were in other companies. There are other catalyst that we discovered that people couldn’t see, they look at the book. I did want to mention something about the people support. The emotional support for people, as human beings, is so important.

Managers can do this by paying attention to first of all, basically respect in recognition for the value that each employee brings to the work. It’s really disheartening to see how seldom managers, from team leaders all the way up to top level leaders in an organization, how seldom they think to make a word of appreciation to someone, either in private or even better, in public. Just a simple way of noting what someone has done, let them know that they’re appreciated, to show them basic civility and respect.

It’s really important also to have an environment where people are encouraged when the work is difficult or they have a sense that there’s confidence that they can overcome this obstacle and get the work done. It’s important for people to feel that they have emotional support. If they’re having difficulty in their professional life or their personal life and sometimes all that requires is a simple acknowledgement. Even if you can’t say, “What can I do to help, let me help? At least say, “I know that you’re going through a tough time right now and I’m sorry for that, I understand that things are really stressful for you.” That makes a huge difference.

Comments like that from leaders made their way into the diaries when they happened, they had a huge positive effect on people’s emotions and perceptions that day. Finally a sense of camaraderie in a team, how can people feel that they’re in a group that can trust each other, where there’s mutual support, mutual understanding. Not that they don’t challenge each other, they should be open to each other’s ideas and that means challenging each other’s ideas too and really looking at them and trying to make them better. That sense of camaraderie can get people through a lot of difficult times in a project.

[0:34:35.1] MB: So for somebody who is listening, and I know your research focuses primarily on organizational dynamics. For somebody who is listening that maybe works form home or works by themselves, how can they kind of create this progress principle for themselves?

[0:34:50.5] TA: It’s not easy, but if you think about it, you can set a plan for yourself and it is doable, I’ve talked with many people who have tried this for themselves. First of all, set daily goals for yourself, not a lot of them. Maybe it’s one goal of something that you want to get done that’s really core to your work, that you feel is allowing you to get somewhere on what you consider most important in your work. Second, try to protect some time in your day to actually work on that goal. Even if it’s only half an hour, I know many of us get to work and we find that our work day ends up being pulled in a million directions that we didn’t anticipate.

Depending on your role in an organization, that may be part of what you need to do is help put out the fires that are going on each day. But ideally you will be able to protect some time even if it’s only at the very beginning of the day before most people are there to focus on that most important part of your work, the thing that you care about the most, it’s more intrinsically motivating to you and allow yourself to dig into it and make at least a bit of progress on it. The third thing is to track your progress. I recommend and we talk about this in The Progress Principle.

We recommend a daily progress journal where you spent not even more than two or three minutes at the end of the day noting what progress you did make in your work that day. If there were set backs to mention those and to see if you can get some insight into what caused those setbacks and what you might be able to do to overcome that obstacle. I’ve been keeping a progress journal myself in the last five and a half years or so, and I found that it really does make a difference. It helps me to stay tuned into my goals, I think it does help me to make more progress in my work and it certainly uplifts my inner work life to note what progress I made during the day, even if it was a small thing, because many days feel pretty frustrating at the end and it’s great to have that little boost in your inner work life.

[0:37:00.5] MB: We’ve obviously gone in depth into some of the lessons and much of the research behind Progress Principle. What are some additional resources you would recommend for somebody who wants to do some research or kind of dig in a little bit more about this topic?

[0:37:14.8] TA: Well, I would recommend looking at my website because I do have some resources there. In fact, I do have a daily progress check list that managers can use and I have a diary form that individuals can use for themselves. This daily progress checklist overcomes, I think, the most important barrier to managers and supporting progress and that is, they don’t pay attention to this seemingly ordinary things like, “Do people have clear goals? Do they know actually what it is they’re trying to achieve?”

Do they have sufficient resources, do they have the help that they need? So just going through that checklist, daily or even weekly, can help manage you stay tuned in to what people need and help them figure out ways of supporting progress and the daily diary form is something that people can use to do what I was just talking about, to keep track of those goals and their progress against those goals. We found that even the small wind that is a small step forward can have an enormous impact, positive impact, on people’s inner work life every day. Let me give you the website, it is simply progressprinciple.com.

[0:38:36.6] MB: Got it, and is that where people can find you online?

[0:38:39.1] TA: That’s right.

[0:38:40.2] MB: Perfect, and what is one piece of homework that you would give to our listeners?

[0:38:44.9] TA: Wow, I would ask your listeners to try this out today, write down one or two important goals that you have in your work for the next couple of weeks and make a plan to protect some time in your day today and tomorrow to make progress against those goals. Just for this two days, at the end of the day, spend a couple of minutes writing out what progress you felt you did make in the goals and if you had setbacks, you weren’t able to get much movement on those goals, what you might be able to do to remove those obstacles.

[0:39:22.8] MB: That’s a great piece of homework and I think something that I may implement myself.

[0:39:27.0] TA: Great.

[0:39:27.7] MB: Well, Teresa, this has been fascinating and I loved really going deep into some of the research and the astounding amount of data that you collected and the findings from that data. Thank you so much for coming on the show and sharing all these incredible insights.

[0:39:42.4] TA: It was my pleasure Matt. I wish you and your listeners as well.

[0:39:45.3] MB: Thank you. 

November 03, 2016 /Lace Gilger
Career Development, Influence & Communication
45- Trading Your House For A Tulip, Your Love Life, And What It All Has To Do With Making Better Financial Decisions with Dr. Daniel Crosby-IG2-01.jpg

Trading Your House For A Tulip, Your Love Life, And What It All Has To Do With Making Better Financial Decisions with Dr. Daniel Crosby

October 27, 2016 by Lace Gilger in Decision Making, Money & Finance

In this episode we explore how you can learn from dating mistakes to make better financial choices, the most expensive words in investing (and how you can avoid them), why highly qualified experts are wrong more than 94% of the time, the importance of focusing on process vs outcome and much more with Dr. Daniel Crosby.

Dr. Crosby is a psychologist and behavioral finance expert as well the author of New York Times Best-Seller "Personal Benchmark: Integrating Behavioral Finance and Investment Management” as well as “Laws of Wealth: Psychology  and the secret to investing success.” He was named named one of the “12 Thinkers to Watch” by Monster.com, a “Financial Blogger You Should Be Reading” by AARP and listed on the Top 40 Under 40 by Investment News.com. 

We discuss:

  • How Daniel works to integrate the messiness of human psychology into fields like economics and finance

  • How your emotional state colors your perception of risk

  • How you can learn from dating mistakes to make better financial choices

  • The most expensive words in investing (and how you can avoid them)

  • The insane “tulip” craze and what it says about financial markets

  • Why in our efforts to manage risk we often create the outcomes we are trying to avoid

  • How you control what matters most (often without realizing it)

  • The importance of focusing on process vs outcome

  • Why “you are not special” and how that advice can save you a lot of money!

  • Why experts are wrong 94% of the time

  • Why really successful people automate their day and free up their cognitive power for more important tasks

  • How to be aware of the biases impacting our thinking and get a second opinion

  • The importance of being “not stupid” instead of being smart

  • Existential boundary experiences and how they can transform you

  • How to break out of the glorified business of our daily lives and embrace the inevitability of our own mortality

  • 2 simple and actionable steps you can take right now to improve your personal finance and investment knowledge

  • And much more!

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Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that). 

SHOW NOTES, LINKS, & RESEARCH

  • [Book] Superforecasting by Philip E. Tetlock and Dan Gardner

  • [Book] The Dead by James Joyce and Fasano Thomas

  • [Book List] Irvine Yalom Books

  • [Reading List] Nocturne Capital Reading List

  • [Book] Thinking, Fast and Slow by Daniel Kahneman

  • [Book] Nudge by Richard H. Thaler and Cass R. Sunstein

  • [Book] A Few Lessons for Investors and Managers From Warren Buffett by Peter Bevelin and Warren Buffett

  • [Website] Berkshire Hathaway Inc. Shareholder Letters

  • [Book] The Intelligent Investor by Benjamin Graham, Jason Zweig, & Warren E. Buffett

EPISODE TRANSCRIPT

[00:02:24.2] MB: Today we have another exciting guest on the show, Dr. Daniel Crosby. He is a psychologist and behavioral finance expert as well as the author of the New York Times bestseller, Personal Benchmark: Integrating behavioral finance and investment management, as well as, The Laws of Wealth: Psychology and the secret to investing success. He was named one of the 12 thinkers to watch by monster.com, “A financial blogger you should be reading” by the AARP, and listed on the Top 40 Under 40 by Investmentnews.com. 

Daniel, welcome to the Science of Success. 

[00:02:53.6] DC: Thank you, it’s great to be here. 

[00:02:55.6] MB: Well we’re very excited to have you on. So for listeners who may not be familiar with you, can you tell us a little bit about your background and your story?

[00:03:05.1] DC: Yeah so I have sort of a varied background, I went to school initially to be an investment manager. After a year in school left to go on a mission for my church, so I spent two years in the Philippines. I came back with I think a bigger heart than I left with and decided I wanted to go into a helping profession, so I choose psychology. 

About two or three years into a PhD program in psychology, it was getting a little too heavy for me. I was taking work home with me. It was bumming me out talking to sad people all day and so I said, “You know, I love thinking deeply about why people do the things they do but I think I need to look for a business application of behavioral principles,” and so long story short, I’ve landed in sort of this middle ground of behavioral finance, which is a blend of psychology and decision making and finance. 

[00:03:54.2] MB: That’s fascinating. So for listeners who have never heard that term, behavioral finance, tell us a little bit more about that? 

[00:04:00.6] DC: Yes, so behavioral finance is really just trying to integrate the messiness and the irrationality of human decision making into the financial planning and investment management process. It’s hard to believe I think for people who come from the outside but for years and years, hundreds of years economic models were built on this idea of rational man. So built upon this mistaken notion that people are thoughtful and prudent with their money, which I think we can all point to instances in our own lives when that hasn’t been the case. 

So behavioral finance study is basically the mistakes and the fears and the heuristics that drive decision making and tries to incorporate them in and help people make better decisions. Then on the flip side, some of what I do is how do you make better investment decisions, how do you pick better stocks by taking the other side of trades where people are being greedy or fearful? So there’s a lot to it but basically it’s about integrating humanity back into finance. 

[00:05:04.0] MB: I think that’s so important and something that we talk about a lot on the Science of Success is the idea that many fields, and I think economics, finance, etcetera were definitely guilty of this 10 or 15 years ago, really don’t incorporate the actual reality of human psychology into their evaluation of human behavior. 

[00:05:25.2] DC: Yeah, that’s so true and I mean really, this was done frankly not because anyone believed it per say because, like I said, I think it’s fairly simple to think of reasons of why you could contradict a rational man type theory. But really, I think it was done this way to build elegant, beautiful mathematical models. So your math gets a lot harder, the algorithms don’t get as elegant when you have to plug Joe six pack into the equation and so it’s not quite as pretty but it’s maybe a little more realistic. 

[00:06:00.6] MB: So you have a TED Talk where you talk about the concept of understanding money and how people think about money through the lens of love, can you share that idea or explain that? 

[00:06:14.3] DC: Yeah, so I find it to be my life’s mission to make these things more accessible, some of these notions more accessible. Because I have done, I’ll be honest, basically none of the primary research on the things that I write about. It’s been done by people far smarter than me typically in academic settings but what I have done is I’ve taken these ivory tower concepts and have broken them down in a more simplified way that people can understand.

Because I am from Alabama and that’s what we do in Alabama, we make things as simple as possible and so yeah, I have done three TED Talks and one of them was called Sex, Funds, and Rock and Roll and it’s in that TED Talk I compare romantic love, the irrationality of romantic love to the way that you invest or make decisions around your money. Talk about everything from the irrationality of playing the lottery all the way down to things like the way that emotion colors risk perception. 

When you’re in love with someone, the reason we have a 50% divorce rate or whatever is when you’re in love, you’re not very critical. You’re not a very good assessor of risk when you’re in love because our emotional states tend to dictate how much risk we do or don’t see in our environment and so if we’re feeling great, the world looks great and we don’t tend to see much risk in the world around us, and so in investing and in love, maybe we need to be a little more critical and a little more even-headed but it’s certainly easier said than done especially in romantic love. 

[00:07:50.8] MB: And you shared a couple different biases in that talk, one of them was the, as you called it, the “fixer upper bias”. Which is the idea that if you’re dating somebody that you can change or transform them and how that applies to people’s personal finances as well. 

[00:08:03.7] DC: Yes, so the fixe — sort of the analog, I mean I think we are all familiar with the love part of that equation. You know, we’ve all probably had the experience of dating someone with an eye to changing them or hoping that they would become more the person that we need them to be. The way that that plays out in our investment lives is that we tend to over invest in things that are proximal to us. So this takes a couple of turns, right? 

One is called the “home bias” where we find that people dramatically over invest in stocks of their own country and it’s actually less of a problem in the US than elsewhere just for the simple fact not that we do it any less but the US is a bigger part of the world economy than say Greece. But someone, like people in Greece, tend to invest in Greek companies which is only a very, very small part of the world economy. 

Likewise people in the US tend to be overweight the US economy, which accounts for about half of the stocks and half of the market capitalization of stocks globally. So we tend to think things that are closer to home are safer, that’s not always the case. The other way that this applies is that we think that if we work for a company, we can single handedly make it better. So I spoke with someone recently who had $5 million in one stock, all of their money, $5 million was all the money they had and it’s a great deal of money. 

But they had all of the $5 million in one stock because that was the large publicly traded company they worked for and his thought was, “Why would I spread it around? Why would I diversify where here, I can put it in the company where I worked directly?” well of course the irrationality there is your one person. You’re the 372nd accountant in this large multinational corporation. You can’t move the needle all that much, but just like a bad romantic partner, we think that because we’re involved things will get better by virtue of our involvement alone and that’s not the case. 

[00:10:07.3] MB: Another bias you touched on, and I found this one really fascinating, was the idea of “this time it was different”. Or I think another term for it might be the concept of “new era thinking”? 

[00:10:17.6] DC: Yeah, so “this time it’s different”, those words have been called the most expensive words in investing. So “this time is different” with respect to romantic love, I talk about Elizabeth Taylor who was married, I don’t know and I can’t remember, four or five times at least and the thought there is that, “Well yeah, those past guys were bad for XYZ reasons but this time it’s different,” and we’re always just plunging forward never taking the time to look back and see what happened. 

So we see this type of new era thinking and investing as well in every major bubble and crash has had this new era thinking. You know, if you go back to the turn of the century when we had the “dot com” bubble, I think this sort of new era thinking of the day was that traditional metrics, like price to earnings and even sales and profitability didn’t matter because we were in this brave new world where things like eyeball share and clicks and things mattered in this sort of new economy. 

And the thing that’s so tricky about new era thinking is that a lot of times it is characterized by half-truths. Because as we know, the internet was indeed a big deal. I mean it did revolutionize life and business in ways that I think we probably couldn’t have even imagined 15 or 20 years ago. But what isn’t the truth is that traditional metrics like earnings and profitability and things would be out the window, right? So a lot of the danger of bubbles and bad economic decision making is that they are half-truths. 

And if you go back in history, if you go back to Amsterdam hundreds of years ago, there was a point in Dutch history where a single tulip bulb was trading for as much as a town home and that’s because they were engaged in this new era thinking that says, “Hey, we have this scarce commodity. People will never be sick of tulips. They’re going to appreciate forever, and we’re going to be a very wealthy county.” So we have to check ourselves and say, “Look, there are certain laws of the universe and these things tend to come back down to earth and this time may not be so different after all.” 

[00:12:28.5] MB: So in the context of the current financial markets, where do you think that kind of framework applies?

[00:12:35.3] DC: I think we are in a dangerous position right now I think because we’ve got two things going on. For a lot of people, I don’t know how old you are. I am in my mid-30’s, get it creeping towards late 30’s but in my mid-30’s and some of my first experiences of investing were bad. I mean some of my first experience as an investor, having a job and having enough money to put a little aside and then you’re talking 2008-2009. 

So there is that primacy and recency effect, right? So I have an early memory of a very bad time and I think no matter what people’s age, people still are a little gun shy from such a dramatic come down, what is it now? Seven or eight years ago now. But then I think we have the recent past which is seven years of extremely good returns, very little volatility over the last seven years. So people are simultaneously scared because of what happened seven or eight years ago, and spoiled because of seven or eight years past of really nice returns with very little volatility by historic standards.

So I think we’re ripe to be frightened and make really poor decisions the next time the market takes a dip and I mean it will. It will, this is already one of the longest bull markets of all time and it’s really a matter of when and not if and so people need to prepare themselves a bit for the inevitability of that. 

[00:14:08.2] MB: So tell me the story of one of your first consultations as a psychologist? You had a grad student who wanted to become an epidemiologist, and how do we create self-fulfilling prophecies that can create negative outcomes in our lives? 

[00:14:24.2] DC: Yeah, so my very first every client, so my PhD is in clinical psychology even though I work in a very different field now. I had to get thousands of hours of face to face consultations at clinical hours with clients and so my very, very first client was a beautiful college student, very bright, very talented and very intimidating to me as a brand new therapist. So she walks into my room and she brings with her six envelops and says to me, “Look here is the story.” I go, “Well hey, what did you got there?” 

And she says, “Here’s the story. I wanted to be an epidemiologist all my life. I’ve always wanted to go get a PhD in this. I’ve brought you this six envelops because these are the six programs that I have applied to, to get into a PhD program. They have all written back to me and I cannot bring myself to open these letters because if it’s bad news, I’m going to be crushed. I’m going to be just heart broken by this bad news because this is what I wanted since I was very young.” 

And so very inelegantly and articulately I’m sure, we sort of worked around over the course of the next session or two, to the point where I helped her try and understand that often times in life in our very efforts to manage risk and make ourselves safe, we bring about the certainty of the very thing we’re trying to avoid. So in her efforts to spare her feelings and avoid potential bad news, she was running up against a deadline. You of course have to respond to these schools and tell them if you are coming or not. 

She was running up against the deadline that was going to lead her into a certainty of a bad situation, and as a clinician and as a financial adviser, I see that again and again. I very, very commonly saw people who had been hurt in romantic relations say, “Well I am never going to love again because if I never love again, that’s how I keep from being lonely,” right? And it’s of course very paradoxical because in the act of trying to avoid heartache and loneliness, the possibility of heartache and loneliness, you bring about the certainty of those very things. 

And I see the same thing in financial markets. People fail to invest, they fail to take the ride and endure the volatility because they are scared of losing money and it’s very scary and we all work very hard for our money and it is scary but in their failure to do that, they bring about the certainty that they’re not going to be able to retire. We’re losing 3% a year, you’re losing 3% a year on your money if you are not invested just because of inflation. And so in love and in finance, I think people try and manage risk too closely and in their efforts to do so, bring about negative realities that could have been avoided all together. 

[00:17:21.7] MB: So how can we let go a little bit and not manage those risks so closely? 

[00:17:29.9] DC: You know, in The Laws of Wealth, my new book, I talk about a couple of ways I think in the first couple of chapters. I think one thing that people can learn is that the title of chapter one is You Control What Matters Most, and I think that’s an empowering message that’s little understood by the average investor. Just a couple of stats on that, a recent study by a big asset manager, they surveyed financial advisers and then they surveyed their clients. 

So of the financial advisers, 83% of them thought that the best thing that they could do for their clients was manage their behavior, help them manage their emotions, and make good decisions. Not picking stocks, not managing taxes, not doing any of this. Managing behavior and decision making was what financial professionals perceive to be the number one value add and the research, without getting too boring, the research backs that up. 

But then they turn around and asked the clients of these financial advisers, “Is it important to you to get help around behavior and decision making from your adviser?” And only 6% said “yes”, and so the average investor over the past 30 years the market’s given us about eight and a quarter percent a year over the last 30 years and the average investor has only kept 4% of that because they’ve entered and exited the market at exactly the wrong times. 

They’ve bought in when things were expensive, they’ve jumped out when things were cheap and scary, sort of rinse and repeat and so I think if people better understood that, “Hey, I have more control over this process just by virtue of doing a couple of boring things, like putting aside money every month, staying the course, being calm and collected.” I think the average person thinks it’s in the hands of Janet Yellen or Warren Buffett or the European Central Banks or just some far flung, exotic, hard to understand entity. If people understood that they are in more control than they think, I think that would be a positive first step toward them taking back control of their financial lives. 

[00:19:37.5] MB: So when you say that they have more control than they realize, is that a focus on the process of investing itself instead of the outcomes? 

[00:19:47.0] DC: Yeah, absolutely. I talk a lot about process versus outcomes in the book and there’s this great story that I share in the book by a guy who used to work in the LA Dodgers front office. A guy names Paul DePodesta. He was featured in Money Ball. So he talks about going out with a friend who had had too much to drink and they are playing black jack one night and his friend was drunk and he has a 19 and his friend wants to hit. 

His friends wants another card and so DePodesta is like, “Man, you cannot hit. You are sitting on 19, you can’t hit. Don’t do it, stay put,” and so the friend says, “Get lost. I am doing it, I’m going in.” So he hits and he gets a two and so the friend is ecstatic. He’s jumping up and down because he wins a big hand and he says to DePodesta like, “See? You’re an idiot,” and DePodesta makes the point in his article, you can have a good outcome and still be a moron. 

And that’s what I am trying to help people guard against in the book. I give 10 commandments of investor behavior in The Laws of Wealth to just say, “Look, if you manage the process, if you control the controllable, things are going to come out in your favor overtime,” and the thing about the market is, it is uncertain, it’s unpredictable in the short term. But people who are process oriented and have a behaviorally sound process went out over long terms. So yeah, a lot of people get in trouble in the market because they have early success for the wrong reasons, you know, just getting lucky and they end up chalking that up to skill. 

[00:21:24.7] MB: And being process oriented is something that I am a huge fan of and we actually talked about in previous podcast episodes. We had an interview with an amazing insightful guest, Michael Mauboussin who’s another person actually in the financial world about how you can really be processed focused. So for listeners who are interested, I would definitely recommend checking that episode out. 

One of the 10 commandments that really jumped out of me that I thought was really interesting was the commandment that “you are not special”. Can you tell me about that? 

[00:21:52.1] DC: Yeah, it really goes to being process oriented because I think a lot of people who get into investment management or even retail investors think they have some sort of special edge and you harken back to the gentleman I mentioned earlier with the $5 million dollars. His special edge in his mind is was he had some control over this. I know people who work in tech who invest heavily in tech because they say, “Hey, you know this is my world. I understand it.” 

And being a great investor is about driving out this idea that you have special knowledge or that the rules don’t apply to you because I, again and again, meet people who understand the rules of investing. I mean simple things like diversification, staying the course, dollar cost averaging, which means putting a little money in each month or each year and they just fail to do it because they think that they’re somehow different. 

And this is a very human tendency to be overconfident and in fact, the research shows that you are basically either overconfident or you’re depressed. There is not a whole lot of middle ground unfortunately. So most of us, aside from the sort of clinically sad, have a great deal of overconfidence and I sight research in the book that talks about 94% of men thinking they’re better looking than average and 100% of men thinking they’re more inner personally savvy than average. 

Most of us have a vested interest from an ego and self-esteem standpoint of thinking that we’re better than average. But bring that human tendency to the world of investing is very dangerous. I talk in the book too about our tendency to delegate the dangerous and own the optimistic. Delegate the dangerous, own the optimistic. When we’re asked to rate other people’s likelihood of getting cancer or getting divorced or losing money in the stock market, we can do a very good job. 

But when it comes to rating our own likelihood of getting cancer, of getting divorced, whatever, the numbers get very, very scute because we don’t see ourselves as clearly as we ought to and so this is why I think working with a financial adviser, getting a second opinion, having a partner to check your thinking, I think that’s the reason that all of these things are so important in the world of finance. 

[00:24:18.8] MB: It reminds me of that famous study about drivers, right? It’s the same thing that the majority of drivers think that they are above average. 

[00:24:25.5] DC: Absolutely. 

[00:24:26.8] MB: And it also makes me think of something, I previously used to work on Wall Street and one of the things that I always think when somebody tells me that they think they can beat the market or whatever is, “Do you really think that you can beat these hedge funds that have billions of dollars invested in algorithms and data farms of computer that are micro timing all these trades?” There’s almost no way that you are ever going to actual generate meaningful alpha as a result of what you think is a novel insight that you just saw on CNBC about some company. 

[00:24:58.6] DC: Yeah, I mean it’s a zero sum game and so if hedge funds are winning, someone else is losing by a comparable margin and the odds are it’s you, right? I mean there’s the old saying about “if you get in a card game a few minutes in and you don’t know who the sucker is, it’s you,” right? And I think that the same could be said of investing. 

[00:25:18.6] MB: So you touched on this briefly, but how do we combat that bias or how can we help mitigate some of that overconfidence?

[00:25:26.4] DC: I think that one of the most important ways, one of the things that I advocate for in the book a whole lot is just being rules based. The book is really, I mean it’s called The Laws of Wealth and it really is a book of rules and so there’s fascinating research in the book and I just give the whole book away I guess at this point. Because one of the things that we talk about in the book is how often expert discretion is beaten or mashed by just simple rules. 

One of the studies that I talked about in the book is actually a meta-analysis. So it’s a study of all the studies, it’s a study of over 200 studies on simple rules-based decision making versus human discretion. So like you making your own choice and it studies everything from studies about prison recidivism and parole to stock picking to making a medical diagnosis and it’s found that simple rules beat or match expert, like PhD level discretion, 94% of the time. 

And so following the rules is such a big deal and so what I’ve tried to do in the book is set forth rules for managing money and managing your behavior and just try to put that on autopilot to the extent possible. I like reading about really successful people and one of the hallmarks of really successful people is that they try and automate their day and free up cognitive room for thinking about more important stuff. 

There’s been a lot of talk about President Obama just wearing two types of suits. He just doesn’t want to think about it. He doesn’t want to think about what he’s going to wear, he’s got bigger problems and then I’m from Alabama, so we’ll use Alabama football one. Nick Saban eats the same thing every day. The same thing every day for breakfast, same thing for lunch because he wants his mental energy and his time streamlined and he wants that available to think about other things. 

So I think that investing is one place where the rules be discretion almost all the time and that’s one of the best ways around introducing negative emotion into the process. 

[00:27:32.1] MB: And we talked about, in previous episodes, the importance of meta-analysis studies and how valid they are. One of the things that fascinates me is research by people like Phillip Tetlock who talk about how wrong experts are. Can you dive a little deeper on that topic? 

[00:27:49.9] DC: Yeah, so Tetlock wrote a recent book that everyone should check out called Superforecasting where he refines some of his early studies. But Tetlock’s early work, which really put him on the map showed basically how bad expert judgement intended to be and some of the parts that I like about his original work was he showed that the more popular a pundit was, the less likely they were to be correct. 

So if we think about how a pundit or a talking head comes into notoriety, let’s say in my world of finance and investing, often times it’s by making a dramatic call about sort of an unexpected event. So people who correctly called 2008-2009, if you watched The Big Short, some of those people that profited so dramatically from the housing crisis. So that’s how someone gets famous from making a big improbable call. 

Well probability being what it is, a lot of times those people tend to keep making large improbable calls and then are increasingly off in subsequent years and you saw this with John Paulson, the big hedge fund manager who made the biggest trade of all time, more or less. Made a billion dollars shorting the housing market and then in subsequent years, lost 36% when the market was up double digits. So again, a lot of times people are perma-bullish or perma-bearish. 

They run into one, they run into a nice opportunity where reality coincides with the thing they’ve been saying for five years but then those things tend go away overtime. So yeah, Tetlock found that expert judgment wasn’t all that great. Found that the more famous an expert was, the worst they tended to be, and also found that most experts were very resistant to feedback about how to improve their processes and had lots of excuses like, “I was too early.” Or, this is my favorite, “My prediction actually changed the course of history. You know, I would have been right but because everyone listened to what I said, I actually moved the market or changed history, messed up the space time continuum, as it were.” 

[00:30:03.7] MB: It’s such an important finding because people so often just defer to these experts or authorities, these talking heads, especially in the case of financial news many times and it’s so critical to be aware of your own biases and understand your own thinking to the level where you can see, “Hey, I am clearly falling prey to some serious bias right now.” Like those experts who are coming up with a ridiculous justifications for why they are consistently totally off base. 

[00:30:31.8] DC: Yeah and I think this is where we almost can’t do this ourselves. Chapter two of the book is titled You can’t do this alone and we are programmed not to see our biases. Again, if we think about this optimism bias, that’s in place for a very good reason. I mean we’re happier people because we have this optimism bias and if you think about entrepreneurship, if entrepreneurs correctly assess the probability of having a successful small business, no one would ever start a business, right? It’s only because we have this over-optimism that we see stuff like entrepreneurship because the odds are crummy. 

So what we need to do is enlist an outside view. We talk about the inside and the outside view. So run your idea by that friend of yours that’s such a good friend that he or she can give you critical feedback and it won’t damage the relationship. In the case of finances, I found and I talk in the book about how people who work with financial advisers tend to do two to 3% better per year than those who don’t and it has nothing to do frankly with the financial acumen of those advisers. It has to do with keeping you from doing stupid stuff. So having that trusted outside voice is, I think, the only way. You can educate yourself about the basics of biases but man, it’s awfully hard to white knuckle that when you’re in your own head. 

[00:32:01.9] MB: The idea of not being stupid is something that Charlie Munger, who’s one of my favorite thinkers and Warren Buffett’s business partner. He talks a lot about that both he and Buffett focus on is the idea of that they’re not setting out to be the smartest and greatest investors of all time. They just want to eliminate bias from their thinking and try to be consistently not stupid. 

[00:32:23.3] DC: Yeah. I think that sort of defensive, that first do no harm approach is the hallmark of a good investor and when I look at my own process, the very first thing I do is screen out stocks for risk. I mean that’s the very first thing I do. Because a lot of people don’t see risk in return in finance and elsewhere in life as opposite sides of the same coin. 

So I am wholly on board with this first do no harm, first root out the bad stuff approach to money and to life. I think there is a lot of wisdom there, and like you said, those guys have gotten very rich off what is a decidedly unsexy approach of just buying beaten down every day Staple stocks and it’s worked out extremely well for them clearly. 

[00:33:12.5] MB: Changing gears completely, you wrote a fascinating children’s book called Everyone You Love Will Die, tell me about that? 

[00:33:20.4] DC: So I have three kids. I have a seven year old, a soon to be three year old and then a tiny baby, three months old and so being a dad is the greatest, my favorite thing to do. But one thing I’ve learned with my seven year old is that they start to have tough questions. And so the other day, she’s asking me about God and the nature of life and evil and why do bad things happen to good people and all these different things that her little mind is beginning to take in. 

So we had a friend passed away and so one of the things that I found useful when talking to my kids about everything from the impermanence of life to marriage equality and everything in between is to write poetry. That’s a way that I can communicate with my kids. So I wrote this poem that’s the basic gist of it was there’s lots of ways, everyone dies so you’re here today and so am I. It sounds like a depressing title, Everyone You Love Will Die and it’s of course meant to be provocative. 

But it is actually a sweet book in practice and the gist of it is look, we’re not here forever so let’s make the most of it and let’s put first things first. Put family first and do what matters first and so I wrote this poem that lists all of these funny ways that people could die and then in the end says, “So hey, let’s spend today together.” So I wrote this poem, I put it on Facebook and a talented friend of mine liked it and sent me all these mocked up drawings of the different humorous ways in which people die in the poem. 

And so she said, “Hey we should make this a book,” and so I said, “Okay, what the heck.” So we put it on Kickstarter. It became the Kickstarter whatever, editors pick of the day and it got funded in 10 hours and we printed a book. So it was very fun. I actually made no money off of it. It’s obviously hard to get a book called Everyone You Love Will Die published by a big publisher but it’s one of the professional things I am most proud of. So thanks for bringing it up. 

[00:35:38.8] MB: You know it is such an important lesson and something that I think is easy to be intellectually aware of but really hard to internalize and live. Which is, for somebody who is listening, how can they snap out of the day to day grind of their life and really embrace that lesson that we only have a fine amount of time here and you really have to live your life fully? 

[00:36:04.6] DC: Well for me, it’s funny for me I know that it’s hard for most people to grasp, I was born on the day that my grandfather died. I am named after him, I look just like him, I never met him, he died two years to the day that I was born. So I feel like because of that, I’ve always had this weirdly more acute sense of impermanence than most people. So for me, the things that work are the following: First of all I try and I really read literature that considers the inevitability of that. 

Maybe that’s a really heavy for most people but I find that the inevitability of death does more to energize my life than just about anything else. So for me, literature, art, movies that speak to that and our fears around that are powerful and then other thing is I don’t know what the layperson’s term for this is but the shrink term for it is an existential boundary experience. So to explain, let’s say you’re driving and someone’s texting and they almost hit you. 

You’re like, “Holy crap! It was almost over for me there,” and you have this moment and maybe it’s half an hour, maybe it’s 10 minutes, you have this moment where death is a little closer to you or maybe it’s a death of a friend. You have this moment where everything comes into focus and you say, “Look if I have been hit by that car today, did I do enough?” Like, “Did I tell the people I love that I love them? Did I spend enough time with my family? Did I prioritize work to the exclusion of things that were more important?” 

And I think in those moments, they’re fleeting because you quickly get back to life and busyness, but in those moments, I think you have to journal, catalog them, write them down, make commitments when those moment happen to say, “Hey, I’m going to do things differently,” and have people hold you to those things. Because you’re right, I mean I think a lot of people — I think we live in a society that glorifies business in maladaptive and unproductive ways. I think a lot of us, unfortunately, just stay busy until we pass away and we live a lot of life on the table. So I think it’s an important thing to think about, like you said. 

[00:38:26.5] MB: What would an example be of one or two pieces of literature or movies or whatever that you think might examine that topic? 

[00:38:34.9] DC: I just finished The Dead which is very on the nose, right? I just finished The Dead which is part of James Joyce’s Dubliners collection of short stories. I’d absolutely recommend that. There’s a gentleman by the name of Irvin Yalom who’s a psychiatrist in California who writes very beautifully about death and existential boundary experiences so those are the two off the top of my head that I think I’ve read most recently that put me in that frame of mind. 

But Yalom is sort of the, in my mind, the Freud or the Jung of our day. He’s probably the best guy doing it right now so he’s who I’d point you to in addition to all the Russian literature and other people who are notoriously good at bumming you out. 

[00:39:26.7] MB: Well we’ll definitely include both The Dead and a few of Yalom’s books in the show notes. Kind of broadening that question out, other than The Laws of Wealth, which is a great book about a lot of the topics we’ve talked about goes much deeper into the research and is an incredibly useful tool. What would you recommend for people who want to do a little bit more research and dig into some of these topics? Where would you suggest they start? 

[00:39:52.2] DC: So I get asked this question all the time. So at the risk of plugging my own thing, I came up with my own reading list. So if people just Google “Nocturne Capital Reading List” I have all my favorite behavioral finance books and I have them categorized by the sub-category they speak to. I think just some of the classics though, just off the top of my head, Daniel Kahneman’s Thinking Fast and Slow is about the best and most comprehensive thing out there. It is a little bit of a heavy read. I mean it is a long book but it is very fascinating. 

Richard Thaler and Cass Sunstein’s book Nudge is about the best around in terms of speaking to policy nudging and pushing behavior in a good direction in everything from kid’s school lunches, to smoking bans, to safe driving, so if you are interested in that. And then in terms of the more financial side, I read some of the classics. I read Ben Graham and The Buffett Letters and things like that but I have a pretty comprehensive list of 15 or 20 if you just look up “Nocturne Capital Reading List”.

[00:41:04.0] MB: Well we’ll definitely include the reading list in the show notes as well. 

[00:41:06.8] DC: Great. 

[00:41:07.9] MB: So for somebody who is listening here, what is one piece of simple actionable homework you would give them to implement that they might be able to use to improve their personal finances? 

[00:41:19.2] DC: I think there’s two. I will double down and give you two there. So I think one would be to pick five of the books off of the list, which will be included in the show notes and read five of those books. The interesting thing about investing is there’s such a quickly diminishing marginal returns on investment knowledge like if you read three, four, five books you will have 90% of all the knowledge you need to be a savvy investor and you can read a hundred more books to get to the next five to 10% of the way. 

Just because I think investing is simple, but not easy. So I think that people would do very well to educate themselves on the fundaments of that and I’ve tried to give a good starter with those books and then the second thing I would say is get a financial adviser and look for someone who charges a reasonable fee who emphasizes planning and handholding and behavioral coaching because the other stuff is honestly a dime a dozen. 

You can get anyone to put you in a well-diversified portfolio, that’s not hard to do. What you really need is someone who’s a good fit and is going help you get that extra 3% a year that the research says you get when you work with an adviser by virtue of them helping you to make better decisions. So those are the two easy pieces of advice. Educate yourself, three to five books, and then find someone to help take you the rest of the way and then read books about more interesting things like The Impermanence of Life. 

[00:42:53.4] MB: Where can people find you online? 

[00:42:55.6] DC: Twitter, @danielcrosby and Nocturne Capita,l with an E like the music, nocturnecapital.com. 

[00:43:04.6] MB: Well Daniel, thank you so much for being on the show. This has been a fascinating discussion and I have learned a tremendous amount and we’ve really enjoyed having you on here. 

[00:43:12.6] DC: Thank you, it’s been my pleasure. 

October 27, 2016 /Lace Gilger
Decision Making, Money & Finance
44-Influence Anyone With Secret Lessons Learned From The World’s Top Hostage Negotiators with Former FBI Negotiator Chris Voss-IG2-01.jpg

Influence Anyone With Secret Lessons Learned From The World’s Top Hostage Negotiators with Former FBI Negotiator Chris Voss

October 20, 2016 by Lace Gilger in Best Of, Influence & Communication

In this episode we discuss the secret lessons hostage negotiators around the world use to win the day, how to understand and influence people’s emotional drivers, the two words that can transform any negotiation, the biggest hallmarks of powerful master negotiators and much more with the FBI’s former lead international kidnapping negotiator Chris Voss.

Chris Voss is the founder and CEO of the Black Swan Group, an adjunct professor at Georgetown and University of Southern California. During his 24 year term with the FBI where he most recently served as the FBI’s lead international kidnapping negotiator, Voss worked approximately 150 kidnappings worldwide, from the Middle East to Haiti including a number of high-profile kidnappings. Voss has been trained by the FBI, Scotland Yard and Harvard in the art of negotiation and negotiated with likes of terrorists, hostage takers, and bank robbers.

We discuss:

  • FBI’s behvaioral change stairway they use to negotiate with terrorists and hostage takers

  • Why emotional intelligence is at the forefront of business success today

  • How to leverage “tactical empathy” in your life to achieve the results you want

  • How to create leverage to influence anyone in the world by understanding their emotional drivers

  • Why you should never be mean to someone who could hurt you by doing nothing

  • Why understanding is NOT the same as agreement and why that is important

  • The biggest barrier to negotiation success is not complexity - its overcoming the awkwardness

  • How repeating the last 1-3 words someone said can have a huge impact

  • Why winning in a negotiation is not the same as beating the other side

  • The incredible importance of listening and how you can cultivate “active listening"

  • The power and importance of open ended and clarifying questions

  • How to draw out the hidden cards from the other side of a negotiation

  • The secrets hostage negotiators AROUND THE WORLD use regardless of cultural dynamics

  • The two most important words in any negotiation

  • The three different types of negotiator and the strengths and weaknesses of each

  • How changing one question totally transformed the kidnapping negotiation for Jose Escobar

  • Why Chris would “never lie to anyone he’s not going to kill"

  • Why Chris hates compromise in any negotiation

  • The “F Word” in negotiations and why you should be careful with it

  • One of the biggest hallmarks of powerful negotiators

  • And much more!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that!). 

SHOW NOTES, LINKS, & RESEARCH

  • [Book] Getting More by Stuart Diamond

  • [Book] Never Split the Difference by Chris Voss and Tahl Raz

  • [Website] The Black Swan Group

EPISODE TRANSCRIPT

[00:02:23.3] MB: Today we have an incredible guest on the show, Chris Voss. Chris is the founder and CEO of the Black Swan Group, an adjunct professor at the Georgetown and the University of Southern California. During his 24 year term with the FBI where he most recently served as the FBI’s lead international kidnapping negotiator, Chris worked with approximately a 150 different kidnappings worldwide from the Middle East to Haiti including a number of high profile kidnappings. He also has been trained by the FBI, Scotland Yard and Harvard in the art of negotiation and negotiated with the likes of terrorists, hostage takers and bank robbers. 

Chris, welcome to The Science of Success.

[00:03:01.2] CV: Thank you very much, happy to be here. 

[00:03:03.8] MB: Well we’re super excited to have you on. So you obviously have an incredible background, tell us a little bit about your story and how you got down this path?

[00:03:14.0] CV: You know I was walking through the corn fields of Iowa when I realized that I had to be a hostage negotiator, no. You know, a police officer, FBI agent, New York City, part of joint terrorist task force, actually I’ve been a SWAT guy. The crazy thing was I had been on the SWAT team in the FBI and I had a reoccurring knee injury and providence, the universe got me into this whole communication thing, verbal communication, what a concept, right? 

But I knew we had hostage negotiators and I decided I wanted to learn how to be a hostage negotiator and then it landed into just basic human communication and how do we communicate with people who really don’t see eye to eye to us no matter how intense that is and it was great. I found it much more interesting and it added a lot to the rest of my life and now it’s making work in business and personal life. 

[00:04:08.8] MB: And you’ve obviously been through some incredibly difficult, tense negotiation situations. What are the concepts that, I believed you’ve talked about it and something that I’m really interested in, is the idea of the behavioral change stairway. Could you explain that concept a little bit? 

[00:04:25.0] CV: Well, it’s the idea that there’s a progression of how we get to where we want to go and the shortest distance between two points is not a straight line. It’s like what I like to talk about in communication all the time because, we want to go directly at what we want. And the stairways, it really started as two dimensional representation of we’ve got to make some steps and each step then becomes the foundation for the next step and the first of it is just basic developing a rapport. 

You develop a rapport by, I’ll use the term that puts everybody to sleep, empathy. Most of the time, when was the last time you were at a cocktail party and you had an exciting conversation about the latest developments in empathy? It’s probably not being talked about on CNN but it’s really an indirect root to establish in a great relationship is letting the side know you understand them and showing them how you understand. 

And one step leads to another, which basically then puts you in a position to influence other people. It’s based on trust and it’s based really on emotional intelligence and one step at a time was each step being a great foundation for the next and you can influence outcomes. You can change people’s minds. 

[00:05:39.7] MB: And one of the things you’ve done incredibly well is bring emotion into the process of negotiation, which originally started out as a very dry, logic driven field. Can you talk about that a little bit? 

[00:05:52.3] CV: Yeah, well you know I’m not bringing emotion in at all. It’s there, it’s the elephant in the room. I mean there’s this monstrous creature in the middle of every communication and what we want is based on what we care about. You know, you make every single decision, each one of us, I make all my decisions based on what I care about and that makes decision making by definition an emotional process. So my approach is let’s stop kidding ourselves. 

Hostage negotiators don’t kid themselves about emotions. So they said, “Okay, look this is an emotionally driven situation. Give me a set of tools where I can navigate these emotions.” The history of business negotiation has been this fiction that somehow we’re rational and we’re logical, and I’m sorry and that’s why emotional intelligence has become to the forefront of business success today. Study after study, survey after survey shows that the top performers of every level at business are those who are using the most emotional intelligence, every single level. 

Even IT internet related interactions, you have to be able to communicate with people to get stuff done and so give me the tools from hostage negotiators, the tools that are designed for maximum success in emotions and do they apply to our business and personal life? Absolutely. Because we’re driven by what we want and so it’s a recognition of the reality of we make our decisions based on what we want. Emotional, what we care about, emotional intelligence and these are the skills, these are phenomenal skills. 

[00:07:35.1] MB: You made an incredible point, which is that it’s not that you’re bringing emotion into the process, it’s that it’s already there and we just have to learn to work with it and accept and recognize that fact.

[00:07:47.4] CV: Yeah, it’s just there. I used to have to try to make the case for it and scientists don’t understand what hold together the universe and because they can’t measure it they say, “Well there must be something out there called dark matter. It must be dark matter,” and I used to say emotions are the dark matter of negotiation because we don’t know what it is. We can’t wrap our minds around it, but it holds everything together. So let’s recognize that it exists and maximize it and this stuff is very effective. I mean you can’t get away from it. 

[00:08:21.7] MB: And you touched on empathy a moment ago. Tell me about how to sort of leverage that, especially in a situation where somebody listening might think, “How can you have empathy for a terrorist or a hostage taker?”

[00:08:34.7] CV: Right, right and you know what? This is not your grandfather’s empathy either. I mean we’ve learned enough about it over the years and that’s why I changed the term in my book to “tactical empathy”. I mean we know what this is. We know what we’re looking for and we know how it affects people. So I’ll tell you in advance what are the triggers you want to look for and it changes people’s outcomes. It’s the real essence of connecting with someone because everybody can help you. 

There is an old saying, “Never be mean to someone who could hurt you by doing nothing,” and there’s pretty much everybody that you interact with can probably hurt you by inaction or choosing not to do something. So if you are willing to accept that that’s true, then the flip side is, pretty much everybody you interact with can help you in some small way if they feel like it and they feel like it when you connect with them, when you have rapport with them. When they feel like you understand them. 

When they look at you and they say, “That’s right. I believe in what you just said,” and it can be something as simple as taking your application and then putting them on the bottom of the pile because they didn’t like the way you spoke to them to putting them on the top or maybe taking your application or whatever you want, your request, and directly walk in it and see the boss at that moment. Or it’s the Macy’s sales person who looks two ways to see if the manager is around and then decides to give you the employee discount because they like the way that you talk to them. I’ve had that happen to me a number of times. 

You know somebody is always in a position to help you if they feel like it and when you start accumulating this over a long term period of time, it’s a return on your investment and you find yourself with great relationships in business deals, and somebody comes to you and says, “Hey you know what? I looked out for you today. There was this problem coming and I went ahead and dealt with it because I knew it was going to catch you off guard,” and that’s the way you become successful over a long period of time and you’re happier and the people that you do business with like doing business with you.

[00:10:40.3] MB: So how can somebody who’s listening right now apply the lessons that you’ve learned from building empathy or creating tactical empathy for someone like a terrorist or a hostage taker and what are some practical ways they can apply that in their own lives? 

[00:10:55.9] CV: Okay, great question and I’m glad you brought it back because the exercise, the challenge is, let’s define tactical empathy. The same way Daniel Goldman calls it cognitive empathy and Goldman says that actually sociopaths are the best at this and that’s simply recognizing what’s driving the other side and then articulating it back to them in a way where they feel hurt. So this is what’s important here is what’s not said. 

I’m not saying you agree, I’m not saying you disagree. If I neither agree nor disagree with your position, if I simply understand where you’re coming from and recognize it, that gives me the ability to have empathy with anybody. I can know what drives you without agreeing with it and then I can have empathy with a terrorist or sympathy for the devil. Empathy with a terrorist, not quite the same thing. I’m not agreeing it, I’m not feeling it, I am just seeing it. 

And because of that, I can tell you, with Jihadi John, the killer from ISIS, I can tell you what drives him and as soon as I know what drives him because I simply recognize it, now I can influence it, I can move and I can change it. I might not be able to change it a little, I might be able to change it a lot. But I am greedy in my influence and I want to and I am very particular. My dollars are scarce, so I am not spending my dollars when I can spend emotional intelligence and change the outcomes at the same time and with that, it gives me the power to have influence on anybody on the planet. 

It might not be a little, it might be a lot. I’m not willing to leave anything on the table so I’ll take whatever influence I can get to try to change the outcome. If you can accept that you only have to see where the other side is coming from to be able to then take apart what their drivers are and maybe dismantle them and rebuild them a little bit, their emotional drivers, you can then have influence on anybody on the planet and that’s what a hostage negotiator does. We put ourselves in a position to influence anybody. We don’t have to like them, we just have to be willing to influence them. 

[00:12:54.4] MB: I love that point that it doesn’t matter what your starting point is, you can create influence with anybody on the planet if you are able to really dig in and understand what they want, what they’re feeling and thinking emotionally and what drives them. 

[00:13:09.2] CV: Yeah and it’s important to draw the distinction that understanding is not agreement. Now that scares some people. That scares a lot of people. I can understand Bernie Sanders supporters, I can understand Donald Trump supporters, I can understand Hillary Clinton supporters. I can understand all of them and soon as I know where they’re coming from, it gives me an opportunity to adjust where they’re going. 

[00:13:34.1] MB: You touched on this concept a moment ago, the idea of, and maybe it’s a little bit different, but the idea of mirroring. Can you talk a little bit about that? 

[00:13:43.0] CV: Yeah, sure. A mirror is, and it’s not the mirror that everybody else thinks of. Most people see mirroring as, “Let me mirror their body language, let me stand like they stand. If they’ve got their chin in their right hand, let me put my right hand in my chin. If they’re leaning against the wall, let me lean against the wall.” The mirroring of the physical body language, that’s not it. It’s simpler and it’s actually more powerful. 

The mirroring a hostage negotiator does, what the difference is, the mirroring is just the repetition of the last one to three words that someone has said. The last one to three words that someone has said? Exactly. Just exactly like that, and it’s a great simple tool that feels enormously awkward when you do it. When I am training people I have them do it right away because the biggest barrier to these skills is not their complexity or the intellectual challenge of understanding them. 

The barrier here is feeling awkward because it’s different. You feel awkward, the other person feels listened to. A mirror triggers, punches of button in somebody else’s mind. It’s like reword what you just said and go on. It’s always a command. It’s the closest thing that a lot of people that I have trained they say, “Wow, this is Jedi mind trick. A Jedi mind trick? It’s a Jedi mind trick.” Because people love it and they want to go on. 

It was a funny story that, it made me look funny and that’s why I included it in the book. I had an employee that was mirroring me for 45 minutes once and I didn’t even know it. My son was sitting there and finally he couldn’t take it anymore, he goes, “Stop at doing it, don’t you see what he’s doing to you?” And I was like, “No, what’s he doing?” “He’s been mirroring you for the last 45 minutes, you didn’t even know it. You just enjoyed talking so much he kept you going.” 

[00:15:33.1] MB: So it’s really just as simple as repeating back the three or four words that they said? 

[00:15:37.9] CV: Right, you pick up one to three words and the problem that solves also is like most of us when we say what we mean, we often use words that are very carefully selected for our own brain and we know what we mean by that but there is a pretty good chance actually, it isn’t exactly the way the other person is thinking and your perfect words are kind of missing the mark and if somebody says, “What do you mean by that?” 

Well most likely they repeat the exact same words only louder. It’s like an American trying to be understood in France. I just say it again, only louder and what a mirror does is it flips that switch so the person will repeat what they’ve said in different words. It’s how you get someone to paraphrase themselves is what it really does. It triggers a paraphrase and you don’t have to paraphrase for them, you let them paraphrase and you’re going to increase your meaning. 

The other thing you’re going to do, you mentioned moments before, it buys moments for you in the conversation so you get more time to think and the other thing that mirroring does and I’ve got a client of mine who’s one of the smartest people I’ve ever met, he mirrors the other sides negotiation position. So key words in it every time, because he knows how they respond tells them whether or not they’re firm or whether or not they’re open for conversation. And when you get someone to paraphrase themselves, that gives you a real clear idea of the firmness of their position. 

[00:17:07.9] MB: So the idea of buying moments in a conversation, I know you’ve talked about the importance of listening and I want to dig into that, but also the idea that if you’re focused on only on explaining yourself and explaining your arguments, it’s really, really hard to kind of step back and understand what the other side is saying. 

[00:17:25.1] CV: Right, yeah good point. You need this moments because some people have described the art of negotiation as letting the other side have your way. Well how do you let the other side have your way? You’ve got to get the other guy talking, which means you have to be quiet and you have to keep them talking. Winning in a negotiation is not beating the other side. 

Because when you beat the other side, actually you leave resentment planted in them and they want to pay you back if they feel beaten and what’s going to happen is it’s going to erode your implementation and as a human being or as a company, revenue is realized when it comes in not when it’s promised, which means you don’t make your profit when the deal is signed. You make your profit as the deal is implemented, even if it’s in an agreement between a husband and wife. You both realize value as you carry out what you agreed to. People who feel beaten aren’t going to want to implement. They’re not going to want you to realize your revenue or again, they’re going to hurt you when they can by doing nothing. 

So you buy these moments so you let the other side talk that you find out what’s possible, never be so sure of what you want that you wouldn’t take something better. You’ve got to hit the other side what those better things might be and then when they came up with a great idea that you didn’t think of, you look at them and you congratulate them for how smart they are and then they’re going to implement. You’re both going to like it and you’re both be better off and so you’ve got to let the other side go first in order to get there. 

[00:18:55.9] MB: So going back a little bit to talk more about how we can be better listeners, tell me about the concept of active listening and how can we cultivate that? 

[00:19:04.8] CV: Well, it’s not just active but it’s proactive. So you cultivate that first, the first and simplest way to cultivate it is to shut the front door. Is to go silent and, you know, we talk about moments, what’s a moment? A moment is three seconds. Give the other guy a chance to speak and then actually try to paraphrase what he said or ask a clarifying question. There’s great power and clarity when you’re trying to pull clarity out of the other side. 

Paraphrase what they’ve said. Mirror the last three words of what they just said to get them to paraphrase. You’re designing a communication process that draws the other side out, which the other thing that you want the other side to do is you want them to show you their hidden cards. In every conversation, in every negotiation, there are things that we’re holding close to the vest that’s really important to us. That’s why we’re holding them close to the vest. 

There are hidden cards if you will are proprietary information, are secret information that happens every time. If you are holding cards, so are they and where the real magic lies is where those cards overlap. So you’ve got to get the other side to trust you enough by listening, what we used to call active listening, which is not just sitting there with your mouth shut and glaring at them intensely. But it’s asking them a good question, asking them what or how. 

The two biggest great questions start with the words “what and how”. Or trying to draw them out with some clarification and then give the conversation back to them. Most of us when we talk, we want to talk for half an hour. You know, ask them a question and let them start talking again. Encourage them. It’s a very encouraging process but it’s very much how you get at their black swans, there are hidden information, their secret hidden cards where you make great deals. 

[00:21:06.2] MB: The two greatest questions start with the words what or how, explain that? 

[00:21:10.6] CV: What and how, people loved to be asked how to do something. People loved to be asked, “What about this works for you?” Of the list of open ended questions that you could use. What and how are the most powerful because they make the other side feel good. In many cases, you’ve just done though is especially with how, you’ve caused them to take a look at the overall situation and the context of it and you’ve also caused them, you know, one of my first favorite way of saying no is, “How am I supposed to do that?” 

There’s two things about saying that. First of all, it’s those words but secondly and even more importantly is your tone of voice. Because people can either feel like you are asking for help or you are making an accusation. I can say, “How am I supposed to do that when you present me with a difficult challenge that I can’t accomplish?” Or I could say, “How am I supposed to that!?” The exact same words but completely different meaning which is an accusation and I am signaling that I don’t like what you want and maybe even then I don’t like you, which is bad for the communication. 

So the how questions are one of the most flexible things combined with tone of voice to draw the other side out or even to set a boundary and say, “Look, I can’t do that, and I need you to take a look at the whole context here and I need you to look at me when I say how am I supposed to that?” And it lets you know that I want to cooperate with you but what you just put on the table just doesn’t work. 

[00:22:42.9] MB: And you touched on this in that explanation, tell me more about open ended questions and why they’re so important? 

[00:22:49.6] CV: Well they invite the other side to talk, they show that you’re willing to listen and they are the most flexible overall. You can actually, and some people have been running circles with the how and what questions, so how do you follow up a how and what question is extremely important also. Every CEO in the planet has been asked, “What keeps you awake at night?” And they’re tired of that question. Not that they’re tired of that question but as soon as they’re done answering, the person that asked them doesn’t listen to the answer in any way, shape or form. 

And that gets back to a little bit of the active listening or the proactive listening I’ve talked about before. If somebody answers your question, somebody answers your how or what question, you’ve got to show them that you are paying attention and that you just didn’t have a preset list of things that you want to say regardless of what their response is. But there is a list of what’s called a reporter’s question. It’s the who, what, when and why, how and where? And the how and what questions actually invite the longer answers. If I ask you “when, where, who,” those are all very short answers, very concise answers that don’t invite a lot of conversation. 

If I ask you why even when I want to know why, you feel accused. Why did you do that? Why did you wear that shirt? Why did you get up at 7 o’clock this morning? So one of the advantages I have as a hostage negotiators having used these skills in literally every culture on the planet, interesting side note, every hostage negotiation team whether in Japan, whether they’re in China or whether they’re in Nigeria, whether they’re in Latin America uses the same skills and these skills have been road tested in every culture and they work on use because we’re human beings. 

The why question in every culture on the planet, we always ask why when we think someone is doing something wrong. We’re like battered children for why, we always feel accused and so that’s why we knock that off of our list of questions asked. Now you may need to know why, you just turn it to what question, instead of saying, “Why did you do that?” You say, “What made you do that?” So if you throw all the rest of these out, you’re left with the what and how questions and they’re the most powerful. 

[00:25:06.6] MB: Tell me the story of Jose Escobar’s kidnapping? 

[00:25:10.4] CV: We used to use, Jose Escobar was really when we moved completely away from the classic proof of life question, you know, “What was the name of Jose’s first dog when he was a kid?” The what questions that are designed to enlist a one word answer and there are security questions for our computer, there are security questions for our bank accounts, our credit cards, it’s a question that sounds like an open ended question and it’s usually a one or two word answer and only one person on the planet can answer it. 

That used to be the proof of life question, and we realized that we won’t get long answers. We didn’t get that much out of it. It was real easy for the inside to answer it, it took no effort on their part and bang-bang, we proved somebody was alive but we really didn’t get anywhere else and we switched that to, “How do we know Jose’s alive and how are we supposed to pay you if we don’t know he’s alive?” And that massively changed the dynamic because the other side, killers, terrorist, murderers, it made them stop and think. It made them look at the context, it made them look at us. 

It accomplished all the things that we want to good how question to do and the thing that I realized more than anything else was because he turned dilemma in business is, how do you get to the decision maker? Well, kidnapping organizations are businesses and the decision maker is never the negotiator just like every business negotiation. We found out after the fact is that we kept asking the representative, the negotiator of the group acting on the decision maker’s behalf, “How do we know Pepe’s alive? How are we supposed to pay if we don’t know if he’s alive?” 

Their representative kept going back to the jungle and huddling up with the rest of the kidnappers saying, “This is what I’m being asked, this is the answer that I’ve been giving. I just want to know if this is the best way for us to proceed based on the question,” and they spend a tremendous amount of time, we found out afterwards, talking about whether or not they were going to take Jose to town and put him on a phone. 

When we realized that that adjustment from “what was the name of Pepe’s first dog”, or Jose’s first dog. I call him Pepe now and then because that’s actually his nickname and how do we know Jose is alive? It changes the whole dynamic on the other side and they get together and they worked together in ways that we know that we had never made kidnapping groups work together before. Jose ultimately escaped and part of us getting them to work together and slow the situation down contributed to his opportunity to escape. So that was our adjustment, getting away from one word answers to the how question and we gained a tremendous amount of power over the other side when we did that. 

[00:28:00.5] MB: And how can that same proof of life concept be applied in a business context? 

[00:28:05.3] CV: Yeah, it’s a great question and it gets back to in business, the primary objective is to get to the decision maker, get past the blocker get to the decision maker. That’s faulty because first of all, that treats the blocker, who’s the important player on their team, as if they need to be dismissed and that sends a bad signal and it sets your blocker up as actually a dill killer on down the line because never be mean to someone who can hurt you by doing nothing. 

As soon as you’re dismissive of the blocker, the blocker now begins to slow you down or chooses to let you be hurt by things that they can hurt you with inaction. So we need that blocker, we need the blocker to feel included to get to the decision maker and the how questions begin to involve the blocker in our solution. When you’re talking to the blocker in business, the representatives, the sales rep, the secretary whoever it might be, you would ask things like, “How are your objectives proceeding with your company? How can we work with you so that everybody is better off? How does what I propose fit into what you guys are trying to accomplish?” 

“How does what I propose fit into what you guys are trying to accomplish”, now suddenly makes your blocker feel involved and wants you to succeed because they are going to answer you and they’re going to want their answer to succeed and as soon as they give you that answer, you now have a collaborator on the other side as oppose to a blocker and they now start to work with you to work with the decision maker who’s the person you’re trying to get to. 

Because once you get to the decision maker, after you’re done talking to them, the decision maker is going to go back to the blocker and say, “What did you think of this guy” or gal? “How did they interact with you?” They’re going to say, “Thank you for bringing this person to me because this fits into our objective. So they’re going to say, “Don’t ever let that guy through again.” Your blocker is going to have a tremendous to them how all of that is teed up to the decision maker and that’s what the how questions are designed to do, pull the other side together behind your objective.

[00:30:11.2] MB: That’s fascinating. So what are some of the other parallels you have seen or some of the ideas that have crossed over from hostage negotiation to business negotiation or negotiation in everyday life? 

[00:30:24.1] CV: Well the other side always wants more. They just don’t know where it is and as soon as they feel listened to, they’re going to be more amenable to other ideas. There are three basic types in negotiation and they get us back to the caveman response because the caveman part of our brain, the amygdala, that where every thought goes through there. Evolution hasn’t evolved that out of our brain, it’s still there and so when the caveman saw something, he thought, “I run from it, I kill it, or I make friends with it and it becomes part of my tribe.” 

Fight, flight or make friends. I eat it, it eats me, I mate with it, however you want to describe those three basic responses but in each one of those responses, coming to an agreement is a secondary benefit. There’s always something more important to the other side than coming to an agreement and part of that is always in being understood. So if I can gain leverage on you, if I can get more of what I want by not spending a dime but by simply letting you know I understand, then I open up the opportunity to get more for me and to have you like it. 

Stuart Diamond wrote a book that I loved the title of it’s called Getting More. It sounds very selfish but it’s in fact what we all want. We all want to do better, getting more is also about having, from my context, it’s also getting more by having better relationships. By having someone want to collaborate, by having the same person want to do business with you again instead of you needing to search for new business counterparts all the time. 

I have tremendous respect for Donald Trump and what he’s accomplished as a negotiator and as a business man. Understand that he needs to change his business venues every few years with his very aggressive approach because people get tired of that aggressive approach. When was the last time he put up a building in New York City that came anywhere near to Trump Tower at the Grand Central Station? Magnificent pieces of real estate that he did back in the 80’s. 

Having to look for new business partners all the time means that he has to continually move from place to place to place. Not all of us have the ability to do this. Most of us like Warren Buffett would, I’d rather be like Warren Buffett because he’s got to be not only the richest guy in Omaha but he maybe one of the richest people on the planet. He hasn’t gone from place to place to place to place and not all of us want to move from place to place to place almost as if we’re in the witness security program. We want to stay in one place and we want to flourish and we want to prosper. 

And you do that by having great relationships and having people wanting to continue to do business with you and that’s a lot of what this is really designed to do. 

[00:33:20.7] MB: So you talked about the difference in style between Trump and Warren Buffett. Tell me about how that plays into this sort of the three different negotiating styles, which you touched on as well, and describe a little bit what each of those styles are. 

[00:33:36.0] CV: Well you know one style is a very extremely assertive. I supposed that even more say it’s sort of aggressive and the aggressive style is intoxicating because you beat the other side and you have victory and you celebrate. The problem with that is, the more people you beat, the fewer people want to do business with you and what really comes to pass is as I was talking to an executive in an energy company in Boston several years ago, the CEO of the company. 

In his industry. He developed a relationship of being a very tough negotiator and after a while, no one would make deals with him. Everybody that he talked to if by definition you did business with him, he won that meant you lost, nobody wanted to do business with him and he was in the position where he actually had a deal on his desk that he negotiated every single point with the CEO from the other company and the CEO refused to sign. 

Having negotiated and agreed to it at every point when it came to signing at the bottom he wouldn’t sign and he said, “I know why this guy won’t do this. I’ve got such a reputation as a tough negotiator. If he signs a deal that means he lost and he knows his board’s going to fire him because he lost,” and that’s the residue of being the very assertive guy. When you always win and the other side always loses then pretty soon people lose their appetite for that and nobody wants to do business with you and with all due respect for Mr. Trump, his business is spread all over the world. 

He doesn’t stay in one place. He’s not putting building up in New York City anymore, he’s not building casinos in Atlantic City anymore, he’ll build a golf course or a resort in one location and then he will have to move on and my assessment is he’s left such a toxic residue with each deal that people don’t want to continue to do business with him. That’s one type, now he actually prefers to be understood, interestingly enough, and the book that he’s gotten some criticism over. 

As to whether or not he wrote it, I don’t know the art of the deal, I don’t know if he wrote it or not and his co-author is bad mouthing him now which is another interesting residue of being assertive but I read that a long time ago and he was more than willing to talk about and described the people that could handle him and there are people that have handled him. His son in law is one of them. His son in law was not one of the assertive-aggressive types, his son in law is very analytical. 

His son in law is very quiet, Ivanka’s husband I believe and in this is a great description of what I refer to as the analytical guy. The analytical guy doesn’t like open conflict. He sees it as being extremely non-productive. The analytical guy thinks things through and you will never discuss a problem with an analytical person until they have at least one solution and probably multiple solutions. So the analytical guy, the non-open combat guy can do very well with the assertive negotiator and you see that play out in Donald Trump’s organization with the people that he seems to have the most respect for. 

So that’s the second type, and then the third type is the person whose relationship oriented and they make friends. They bring you into their tribe, they want you to be part of their life, they want to have a long term ongoing relationship with you, they’re likeable and there’s an interesting statistic that people who are likeable, you’re six times more likely to make a deal with someone you like and that becomes a very strong tactic to be brought into a negotiation. You can understand that if you are likeable, people will want to do business with you. 

That sounds crazy, right? Why would you want to do business with somebody you like as oppose to somebody who feels like they’ve got punched in the face by you. So likeability is the third core attribute and in my view the great negotiator combines all three tribes. A great negotiator is assertive without being aggressive. A great negotiator thinks things through and comes up with multiple options. A great negotiator develops a good relationship with you and is very likeable and you want to continue to do business with them. So whatever your default type is, I’m here to tell you don’t discard it, add to it and add to it by evolving and improving not by changing. 

[00:38:03.2] MB: You’ve said before that you would never lie to anyone that you’re not going to kill. Tell me about that? 

[00:38:09.4] CV: Yeah, you know, that came up because when I went through Harvard Law School’s negotiation course as a student and I was, I’m the only FBI agent, I think, that every went through the class who wasn’t a student. They said, “You know, what do you feel about lying?” Because they are very much against lying. Lying is a bad idea and I said, “Well as a hostage negotiator, I’d never lied to anybody that I am not going to kill and even then, I’d probably don’t do it because somebody they know is going to find out about it and I’m going to have to pay for it.” 

I mean lying is this great seductive trap, “Maybe I can just get what I want right now if I tell this one lie and I’ll fix it later.” Well there’s a couple of problems with that. You just set a ticking time bomb on yourself that’s going to blow up because nobody likes being lied to. That’s the first problem. The second problem is, what if they were trying to trap you in a lie to begin with? 

Most people, the practiced liars try to trick us into lying to see if we will. I mean they see it a million miles away and there are some negotiators that actually try to seduce you into a lie early on so they can see your first tale. They will ask you a question they know that you won’t give you a straight direct response too. So many times the temptation to lie is actually a trap set by the other side. All right, so let’s pretend that it is not a trap and most of the time it is. If I lie to you, you’re going to make me pay for it and then their trust is broken, you’ll never going to believe me again. 

And if I can get away with that lie, and I never have to deal with you again, since you’re in my world to begin with, you’re going to tell somebody that I lied to you and my reputation is going to precede me. There is an old phrase, “Do something right, three people know about it. Do something wrong, 12 people know about it.” So there is a 12X multiplier on lying and that gets around and then pretty soon, you’re done in your community and you’re going to have to join the witness security program because you’re going to have to move on. So there’s just so many things wrong with lying. It’s just such a bad idea. I’m not interested in letting myself in for those kind of problems. 

[00:40:20.6] MB: So how do you feel about compromise in a negotiation? 

[00:40:25.2] CV: You knew you were going to ask me that question. I hate compromise. The spirit of compromise is a great thing, the practice of comprise is a bad thing. The best descriptor for compromise is I’ve got this great gray suit on and I’m not sure whether or not I want to wear a black shoes or brown shoes, so I compromise and I wear one black and one brown. That’s compromise. “I’m not sure if you’re right, you’re not sure if I’m right, we’ll take a little bit of each one’s idea and let’s put it together and see how it works,” and a lot of times compromise is a little bit lazy. 

Look, I’m sorry for those of you that compromise but take a little more time, find a better outcome. Compromise is watering down solutions and then the secondary part of the problem with compromise is we always feel loses twice as much as we feel equivalent gains. So when I compromise, I feel I’ve given in and I’ve lost something and it’s going to sting me and for me to feel even with you, I need you to lose too. Compromise is a path to lose-lose and then if a loss feels twice as much as an equivalent gain, if I lost five, I want you to lose 10. And if I make you lose 10, then when you lose 10, you’re going to make me want to lose 20 to get even, and it’s this vicious spiral and I’ve heard a lot of people describe negotiation as, “Well we were both unhappy so then I know it was a great deal.” 

That’s not what I want. I don’t want to be unhappy with the deal and I don’t want to be at a deal where I am not satisfied until I make you feel unhappy. It becomes this vicious spiral and if you just take a little more time and maybe hear the other side out, maybe they’ll throw something on the table that you really like and instead of asking them to compromise, you take their better solution. That gets you out of the vicious spiral and maybe put you into a virtuous circle where things are getting better all the time instead of getting each other back. So compromise is a dangerous whirlpool trap that I don’t want to get sucked into. 

[00:42:35.7] MB: Tell me about the idea of shaping what is fair in a negotiation? 

[00:42:40.7] CV: Fair is the F word. You just used the F word on me in a negotiation. Oh my God! Fair is this emotional, bang-bang word that if I say, “Look, I just want what’s fair,” which is said all the time, I’ve just accused you of being unfair. It’s what manipulative negotiators do. It’s what the NFL owners did when they lock the players out. The NFL players said, “We’ll be happy to come back to work as soon as you open the books and show us what you’re offering us is equitable based on revenue,” and the owners didn’t want to answer that question. 

So they said, “We’ve giving the players a fair offer.” It was a cover for a position of weakness. We use the F word, the word fair, when we’re afraid we can’t defend our position but somehow we’re losing. So it’s actually a great tip of the iceberg window into what’s going on with the other side. Nobody ever uses the word fair when they are coming from a position of strength ever. Because if you’ve got a position of strength, they’ll just lay it out. 

We often use fair when we’re afraid of a loss coming our way and we can’t defend ourselves from that loss and interestingly enough, I tell, in all the masters of business administration programs that I teach in, watch for the word fair and I’ll bet you you’d see it come up in nearly every negotiation you have and I’ll be darned if that isn’t true. So people are covering positions of weakness all the time and fair is the word that comes up more frequently than price and is always an indicator of the other side’s feeling of insecurity. 

[00:44:32.0] MB: That’s fascinating. I love that idea that when somebody starts talking about fairness, it’s really a tell for weakness or lack of strength. 

[00:44:40.2] CV: Yeah, it is. 

[00:44:43.2] MB: So changing gears a little bit, and this something I’m fascinated about, tell me about the Chase Bank robbery? 

[00:44:49.6] CV: Yeah. Well, bank robbers with hostages happen all the time in the movies and in the real world that we live in, it happens about once every 20 years in the entire country. So I was fortunate enough to negotiate at the Chase Bank robbery with hostages and literally it was in New York City and the last bank robbery with hostages in New York City was 20 years before that. We get into this bank robbery and we expect bank robbers upset about being trapped and we get a stone cold manipulative guy on the other side who is absolutely convinced that he can work his way out of this and it was the first time I learned about the use of personal pronouns. 

We couldn’t get this guy to use “I, me or my, I want”, you know, “this is my idea”, “this isn’t making me feel good”. We couldn’t get him to use a singular personal pronoun to save his life. He always used “we, they and them”, he always talked about the guys, the other guys in the bank as being the more dangerous ones. You know, “I’m not sure because I don’t know what they’re going to do.” He was always laying it off on them. I’ve came to found out that this is the hallmark of powerful negotiators in business. If you’re sitting across the table from someone that is constantly talking about the people that are not at the table, the rest of his team. You know, “My board of directors,” the guys that are not in the room that is a sign of the dominant decision maker in the group. 

They are covering their influence with plural pronouns because they do not want you to corner then and in the Chase Manhattan bank robbery, we had the mastermind of the bank robbery on the phone from the very beginning. He’d manipulated everybody and he was hiding that manipulation from everybody and he didn’t want us to know that he was the ring leader. So he was happy to pick up the phone and tell us about the other guys that were inside and he had to ask permission from them. He was constantly laying it off on them. 

I saw this in a kidnapping in the Philippines about 10 years after that and have come to learn that the dominant decision maker will avoid singular pronouns like the plague. He’s hiding or she is hiding their influence. So you’re talking to somebody who’s always using plural pronouns and trying to defer to others, you’re talking to a powerful and influential person and they know it and they don’t want you to corner them and that was the biggest lesson in the Chase Manhattan Bank. 

[00:47:25.8] MB: That’s such a fascinating story and obviously an incredibly important negotiating lesson as well, thank you for sharing that. What would one piece of homework be that you might have for some of the people listening to this podcast? 

[00:47:39.5] CV: You know watch the interactions around you just a little. Watch people talking at each other because they both want to go first and watch when one of them gets tired and the other keeps talking at the tired person, you’ll see the tired person try to get the other side to shut up by saying, “You’re right, you’re right, you’re right.” Watch the number of agreements that one person thinks was made when the other person just said, “You’re right,” with no intention of following through. 

Study the dynamics around you a little bit and you’ll see that if you will listen first, you’re going to save a lot of time and you’ll see that “you’re right” is what people say to you to get you to be quiet and when you can get out of that, the homework then is try to get people to say “that’s right” instead of “you’re right” and then see what happens. I can promise you that amazing things will happen. 

[00:48:46.5] MB: What are some resources you would recommend for listeners who want to do some more research about negotiation and some of the things we’ve discussed today?

[00:48:54.8] CV: All right, so I’m going to say I want you to buy my book, Never Split the Difference. I think you’re going to get a return in your investment before you finish the first chapter. I think it’s a great book primarily because I got a great co-author who wrote a readable book and the feedback that we’ve gotten back constantly from everybody that’s read it is, “It’s useable, it’s counter intuitive, and it’s an easy read.” It’s not unusual to have somebody tell me they’ve read it multiple times. So I’m going to ask you to buy my book. 

Now, we’ve got a bunch of stuff on the website, blackswanltd.com, that’s complimentary. It’s free. We give away a lot of free stuff. We’ve got a twice a month negotiation advisory newsletter that’s very short pieces to give you useable information that comes out twice a month. It’s called The Edge and it’s free. We’ve got a variety of different short PDF reports that will supplement your negotiation. Those are free, we’ve got some e-mail negotiation lessons that we charge you for and I think that they’re a great buy. You are going to get seven times your value out of anything that you buy from us and you’re going to get tremendous amount of value off our website and the free stuff also, blackswanltd.com. 

[00:50:20.0] MB: And I can agree, Chris’s book is amazing and he obviously, anybody listening to this can tell that he has been through some incredible, and incredibly difficult negotiations and there are a ton of lessons from his book. Well Chris, this has been amazing. I’m so fascinated with your story and your background and all the work that you have done. I just wanted to say thank you very much for being on the Science of Success.

[00:50:43.1] CV: Man, you are awesome. Thank you for having me as a guest. 

 

 

October 20, 2016 /Lace Gilger
Best Of, Influence & Communication
43-How To Execute on Huge Goals, Take Action, and Create The Results You Want with Neil Patel-01.jpg

How To Execute on Huge Goals, Take Action, and Create The Results You Want with Neil Patel

October 13, 2016 by Lace Gilger in Focus & Productivity, Career Development

In this episode we talk about execution, how to break down big goals into actionable steps, how and why Neil hired a “mama” for himself, the “ten minute rule” that could help you achieve big productivity gains and how to optimize your life to free up huge amounts of time with entrepreneur Neil Patel.

Neil is the co-founder of Crazy Egg, Hello Bar and KISSmetrics. The Wall Street Journal calls him a top influencer on the web, Forbes says he is one of the top 10 online marketers, and Entrepreneur Magazine says he created one of the 100 most brilliant companies in the world. He was recognized as a top 100 entrepreneur under the age of 30 by President Obama and one of the top 100 entrepreneurs under the age of 35 by the United Nations. Neil has also been awarded Congressional Recognition from the United States House of Representatives.

We discuss:

  • How to break huge goals into small bite sized tasks that you can quickly and easily execute

  • How Neil defines success and why money wont make you happy

  • The "10 minute rule" and how it can help you achieve big results

  • “Hacks” that Neil recommends for those who want to climb the corporate ladder

  • How to go from A to Z by skipping B, C, D etc and getting straight to the result

  • Why you don’t have to take the traditional path the everyone else does to get what you want in life

  • The strategy Neil uses to pitch huge deals to corporate executives

  • How to optimize your life to save time and free your time up

  • The rules that Neil uses to improve and use his time more efficiently

  • How Neil hired a “mom” to cook him breakfast and do his laundry (and why!)

  • How to manufacture and generate luck for yourself

  • Why shouldn’t “rent your dreams"

  • How to take action on the things that matter and actually create results, so you can stop spinning your wheels

  • And much more!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that!). 

SHOW NOTES, LINKS, & RESEARCH

  • [Website] neilpatel.com

  • [Website] QuickSprout

  • [Guide] The Complete Guide to Understanding Consumer Psychology by Neil Patel and Ritika Puri

  • [Assesment] Intuit Personality Tests

EPISODE TRANSCRIPT

 

[00:00:12.4] MB: Welcome to The Science of Success. I’m your host, Matt Bodnar. I’m an entrepreneur and investor in Nashville Tennessee and I’m obsessed with the mindset of success and the psychology of performance. I’ve read hundreds of books, conducted countless hours of research and study and I’m going to take you on a journey into the human mind and what makes peak performers tick, with a focus on always having our discussions rooted in psychological research and scientific fact. Not opinion.

In this episode, we talk about execution, how to break down big goals into actionable steps. How and why Neil Patel hired a mom up for himself, the 10 minute rule that could help you achieve huge productivity gains, and how to optimize your life to free up huge amounts of time with entrepreneur Neil Patel. Because the Science of Success has spread across the globe with more than 550,000 downloads, listeners in over a hundred countries, hitting number one in New and Noteworthy and more, I give away something awesome to my listeners every single month. 

This month I’m giving away $100 Amazon gift card to one lucky listener. All you have to do to be entered to win is to text the word “smarter” to the number 44222. Again, that’s “smarter” to 44222 and if you want 10, yes 10 extra entries into the giveaway, leave a positive review on iTunes and email me a screenshot of that review to matt@scienceofsuccess.co. 

In our previous episode, we explore the link between trauma, mental health, learning disabilities and genius. Looked at a number of historical figures and how they harnessed struggles like depression and ADHD to achieve world changing results and examine the practical steps to overcome your struggles today with Dr. Gale Saltz. If you think you have a challenge you can’t overcome, listen to that episode. 

[INTERIVEW]

[0:02:08.1] MB: Today, we have another awesome guest on the show, Neil Patel. Neil is the cofounder of Crazy Egg, Hello Bar and Kissmetrics. The Wall Street Journal called him “a top influencer on the web”. Forbes says he is one of the top 10 online marketers, entrepreneur magazine says he created one of the hundred most brilliant companies in the world. He was recognized as a top 100 entrepreneur under the age of 30 by president Obama and as one of the top 100 entrepreneurs under the age of 35 by the United Nations. Neil has also been awarded congressional recognition form the United States House of Representatives. 

Neil, welcome to the science of success.

[0:02:45.4] NP: Thanks for having me.

[0:02:47.1] MB: Well we’re very excited to have you on here. To kind of get started, obviously have an amazing background. For listeners who may not be familiar, tell us a little bit about you and your story?

[0:02:57.2] NP: Sure, just a serial entrepreneur, started off at the age of 16 looking for a job, couldn’t find one, decided to create my own job. Failed miserably for many reasons but one of the main reasons was I didn’t know how to get traffic to the site. So eventually I learned how to drive traffic to the site, still couldn’t figure out how to make money but I decided that, “You know what? It’s just better if I do consulting from marketing perspective for other people.” 

Got good at it, got value, they referred me to more clients. Eventually started a consulting agency, then from there I realized I hate it but through the whole process I learned that these companies don’t know how to optimize their site for conversions and sales and they don’t know how to look at metrics and that’s how I started my software journey and started focusing on optimizing for conversions and SAS sales, et cetera.

So that’s pretty much the gamut of my entrepreneurial journey. I also blog too, right? Which some people know, some people don’t, at Quick Sprout and neilpatel.com.

[0:03:54.4] MB: So in a recent interview, Tai Lopez asked you, "What are you the best in the world at?” What was your answer?

[0:04:00.7] NP: I don’t remember. That was, I did that interview a while ago.

[0:04:03.3] MB: All right, that’s fine.

[0:04:05.1] NP: I’m good at driving traffic to a website. I don’t know if that’s what I said but that’s probably what I’m really good at, driving traffic to a website. I’m good at converting those visitors into customers and I’m really good at learning from mistakes and executing really fast.

[0:04:17.9] MB: Yeah, so executing was the answer that you gave him. And I’m curious, how do you execute and for people who are struggling with execution, what do you think they could do to improve?

[0:04:29.8] NP: The biggest problem with execution is people look at these big giant tasks and they’re like, “Okay, we’re going to get this done.” It’s too big. But what I found is when people on small bite sized tasks, like I want to just purely focus on hypothetically let’s say you’re trying to build a bigger audience. Then you break that down to smaller tasks. Okay, SEO could be one of them, social media could be one of them, and blogging could be another one. And then you’re like, “Okay, let’s tackle blogging.”

Well what’s the first step of blogging? Write a blog post. What’s the first step of writing a blog post? Come up with some ideas, right?  And I’m not breaking down as granular as they could be, you could just be for your task, “All right, today I want to focus on coming up with ideas for a blogpost, picking one, creating the draft. And then another task could be to write it, another task could be after I write it, publish it. After I publish it, promote it,” right? I’m breaking this down to such small task that it’s much easier to complete them and when you do that, you're more productive and you typically get way more done.

[0:05:37.5] MB: People who struggle often have this big goals but they fail to connect that to specific actions they can start taking right now.

[0:05:47.0] NP: That’s correct, yes.

[0:05:49.2] MB: What are some of the things you might be able to do or listeners to this podcast could potentially do in terms of sort of chunking down those tasks into day to day actionable steps?

[0:06:02.2] NP: I use task lists or like to-do lists, I think that helps a lot. I don’t think there’s much more that you really need to do other than just break down the task into small things, do your to-do list and then each day go over, did it work? Did it not work? Did you accomplish what you wanted to? If so great, how so? If not, why? What would you change to fix that?

[0:06:24.5] MB: That makes a lot of sense. Let’s change directions a little bit, how do you define success or what makes somebody successful to you?

[0:06:33.3] NP: What makes someone successful to me is them loving what they’re doing in life and doing great at it. That’s really it, right? Because if you’re happy, then you’re good to go. In my eyes, you're successful. If you’re not happy then something’s off. It doesn’t matter how much money you make. If you don’t love what you're doing, you’re not enjoying it then something’s off.

[0:06:50.7] MB: Why do you think people fall into the trap of constantly sort of seeking out more money or more whatever it might be? 

[0:06:58.7] NP: That’s what they think will make them happy and eventually people learn as they make more money that money doesn’t really make you happy. 

[0:07:05.7] MB: Did you learn that lesson from personal experience?

[0:07:09.4] NP: I did in which I would just, I started my first business because I wanted to make money, and as I started to make it and as I started to make it and I started buying useless things that I didn’t even care for but not too many useless things. Eventually I figured out that hey, none of this really matters. But what I really do enjoy is just focusing on businesses that I love.

[0:07:28.4] MB: Let’s segue into discussing your recent book Hustle. Tell me a little bit about that book?

[0:07:34.7] NP: Sure, if you look at the world right now, the people who are really rich are extremely rich, the poor, poor and the middle class is depleting, right? It’s not just me that thinks have the stats show that as well. A lot of the people who aren’t successful, which is the majority, feel that, “Hey, I wasn’t born with wealth, I didn’t’ grow with silver spoon I don’t have that Harvard degree, you know, all hope is lost.” 

We know that’s not the case because a lot of this entrepreneurs are doing successful even people who are going to the works force and climbing up the ranks, a lot of them didn’t come from the best education, it didn’t come from a family that just give them tons of money and what we ended up our goal, what we wanted to do was to teach this people concepts and strategies that they can use to increase their odds of succeeding when the odds are stacked against you.

[0:08:27.5] MB: You, in the book, kind of break things into what you called a three part framework of hustle. What are each of those components?

[0:08:34.0] NP: Yeah, the components of hustle. So it depends on where you want to start, right? The biggest thing that we end up breaking down into the book, there’s four main ways that we teach you how to grow but we try to break down everything in the book under the main concepts of money, meaning and momentum, right? There’s subsections within each of them. We teach you a lot of different concepts, for example, one of the concepts we teach you is a 10 minute rule in which if you have goals in life, how can you focus just for 10 minutes out of your time?

The reason I say 10 minutes and this is really important is, most people when they’re trying to achieve something they’re like, “Okay I want to create XY and Z company or I want to work for myself and be financially independent,” that’s their goal. But how do you get there? So we teach you how to break down these goals, these tasks into small little 10 minute chunks, you try something out for 10 minutes, does it help you achieve what you’re trying to go through in life, right? If it does, great. If it doesn’t then you should redo something else for 10 minutes. 

Then we also teach you other concepts on how to grow. Some people you realize that hey, the corporate route is great for me and we teach you how to climb the corporate ranks. Or you may realize that you’re inside of a company and you don’t want to be inside, it’s best for you to do entrepreneurship. We break down concepts on how you can try entrepreneurship and go for it even when you’re within an organization, right?

Or we even break down that hey, you’re outside and you're trying to figure out how to get into the corporate world or get a job, right? We break down concepts like that. But we teach you many different concepts we call little “hacks” on how you can do the small bite sized things to succeed in life.

[0:10:22.2] MB: Let’s drill down into one of those categories, for example the corporate route. For somebody who’s listening to the podcast right now that is in a corporate job and wants to stay there and kind of succeed and thrive, what are some of the tops that you would give them or some of the hacks that you would give them?

[0:10:38.6] NP: Yeah, so if you’re in the corporate world and you’re trying to figure out the upside like how you can grow, there’s a few things. One, a lot of people who work in the corporate world, all they do is just try to focus on pleasing their boss. Don’t get me wrong, you can please your boss and you should, but you also have to think about yourself. Is what you're doing only helping your boss succeed? Are you focusing on helping them achieve their goals? Or are some of the things that you’re doing also helping you achieve your goals, right? 

One simple thing that you can do is if you're in the corporate world, once you figure out, “All right, am I focusing on helping myself improve?” In many cases you’ll find that most people are just focus on pleasing their boss. That’s great and all, but why not have a conversation with your boss and say, “Hey, here’s where we’re at, right? I love this company I want to be here for life, I love what you’re doing and I want to follow in your footsteps. What are some things that I can do to make your life easier or to show the company or to help out the company,” right? 

In essence you want to put the company first, not just your boss but the company first. Not necessarily focusing on pleasing your boss but the companies calls an objective, right? Because even if some people hate you but you 3X the company’s revenue, someone’s going to notice. And if you can find out what those specific items are and you can help them achieve it and go above and beyond, people will start noticing and you’ll start realizing that you can start getting promotions within the organization or climbing up the corporate ladder.

[0:12:13.5] MB: So a moment ago you kind of threw out the term and I actually used it too without really thinking about it, the term “hacks”. You and I are probably familiar with what that means but for somebody who is listening that may not know what that is, can you explain kind of what a hack is or what it means to hack something?

[0:12:28.7] NP: Yeah, a hack is, think of it as a shortcut to get to the result. If you want to go from A to Z, most people think you have to go A, B, C, D, E, X, right? Why can’t you jump around? Who says you can’t go backwards and just go form A and then in the alphabet and go backwards all the way to Z, right? Let’s just say example of a hack, it changes in the corporate world or in life on what each hack is, but in general, the whole concept is you don’t have to take the traditional path that everyone that everyone else does to get to where you want in life. 

For example, in my dad’s age, you would go to high school then you go to college, you get your degree, you work at a job, you stay there forever, you may go back to school to do more further learning then you may get raises, you’re pretty much there for life. That’s how my parents were brought up, that’s how they were taught. The world doesn’t necessarily work that way. Just because you go to college, you got a good degree even from Harvard and then you go back and then you get your Harvard MBA, it doesn’t mean that you’re going to get promotions or raises or do better, right?

There’s no guarantee, and that may not even be the most optimal route. Sometimes a person who does the best as a guy who is closing the most amount of deals or most well network or the guy who is going above and beyond and then being really creative with the strategies, whatever it may be. But we teach you that, “Hey, think outside the box. There’s a lot of quicker solutions to get to where you want and just taking their traditional route.”

[0:13:51.2] MB: I love that and it’s something that I’m a huge fan of as well, is the idea of kind of thinking nontraditionally, thinking outside the box and shunning conventional wisdom and figuring out, “All right, is there a shorter path from where I am today to where I need to get that defies the conventional wisdom of you need to do XY and Z?”

[0:14:09.9] NP: Exactly.

[0:14:11.4] MB: So you have some really fascinating stories from your background of how you’ve applied that concept. Everything from sort of hacking the idea of a personal driver to hacking some of your college course work. Could you tell a few of those stories or share some of those examples?

[0:14:26.4] NP: Sure. I’ve done everything, the driving one I’ve done quite a few. I’ve done driving ones where I leased a car and then I took the leased car, gave it to people for free but they would have to drive me around and then I didn’t have to pay for gas and maintenance. I’ve even done stuff for different things like where I don’t have a car and people drive me around and I give them advice, right? They can pick my brain, drive me to the airport and wherever I need to go.

I’ve done a ton of hacks, just questions is, what category or industry? Yeah, I always look for creative solutions. Nowadays, I mainly just use Uber, it’s so convenient, right? It’s a big time saver, I actually optimized most things for saving time in life. I’ve done a lot of other hacks too in business that are really creative like if you want to get to someone in a high position and get a deal done, instead of emailing I’d be like, “I want to apply for this job or this contracting position,” I’ll just email them saying everything that they’re doing and how to fix it and I would give it away to them for free. As crazy as it may sound, what happens is some of these people are like, “Okay, we’ll hire you.” Like that’s the best resume ever, right? You’re telling them what they’re doing wrong and what you would fix.

[0:15:37.8] MB: That’s a great example. So what are some of the ways that either somebody listening or even I personally could optimize my life to save time or how have you applied that lesson because I think everybody could use some more free time or use more time in general.

[0:15:51.8] NP: I use a program called Rescue Time, it’s the most optimal thing that I’ve ever done in my life, what Rescue Time does is, it just tells you where you're spending time and where you’re wasting it. From there you can just optimize. Like it will tell me, “You’re spending too much time on Facebook,” for example.

[0:16:07.5] MB: What about outside of kind of the digital context, are there any tools or hacks that you use to free up your time?

[0:16:13.9] NP: Outside, I mainly use an assistant, you can try virtual assistant or personal assistant. I also go by certain rules, like if I tell someone I’m going to do something, I do it right then and there. Or I send myself a note or reminder, because it makes you more efficient . If I open up an email I make sure I answer it right then and there or else I won’t open it because if you don’t then you have to reread it.

When I’m also doing task or driving around or whatever it may be or in meetings, I always analyze it after just for like a quick 30 seconds. Like, “How did it go? Could I have got to the point quicker? Where am I wasting time? Where was the pitch weak?” Whatever it may be, “Where were we inefficient as a group? Where was it a miscommunication? How can we set it up to be more efficient?” 

And it usually revolves around communication because if everyone was on the same page beforehand, everyone would save much more time right? So we just look a lot of little things like that and then you optimize from there. It’s just creating that right mindset mentality.

[0:17:07.3] MB: So it sounds like mindset is a huge piece of it. The next piece with a tool similar to Rescue Time is perhaps kind of measuring where you are in the status quo and then from there, taking that information and optimizing sort of your life and your workflow around time efficiency.

[0:17:23.1] NP: That’s correct, yes.

[0:17:25.7] MB: Do you use some of the things you just mentioned about kind of your productivity framework, only touching things once, et cetera, is that derived from something like GTD or what is sort of your productivity framework that you use?

[0:17:38.5] NP: I don’t really use any framework. I just naturally — so my personality trait, when we took like a personality quiz, I don’t feel happy unless I feel like I’m getting stuff done, which is weird but that’s just how I am. Most people aren’t like that. In general, what I would tell people is, I like doing task list and breaking down into small task and just focus on accomplishing them each and every single day.

[0:18:03.7] MB: That makes a ton of sense. One of the other ways that I remember a story about you kind of outsourcing something in a nontraditional way was hiring a mom. Can you tell that story?

[0:18:13.8] NP: Yeah. I have a mama, I still have her, her name is Jackie, I love her to death, I call her mama though. Mama gets all my stuff done. I put out a Craigslist ad looking for a mama. She does everything from packing for me to cooking to cleaning like whatever it may be and it just helps make my life so much more efficient so I can focus on work.

[0:18:33.6] MB: Some people listening might think that it’s ridiculous to hire somebody to cook your breakfast or do your laundry or whatever. Why do you think that that is a prudent investment?

[0:18:43.6] NP: It helps you focus on what’s most valuable for you, right? I believe in optimizing for time so why not just focus on what you're good at and I found out I can do my own laundry but it takes me forever to do it compared to other people and I lose way more money compared to just focusing on just getting one thing done which is my work, growing the business.

[0:19:03.7] MB: You touched on something there that I think that a lot of really highly productive people think differently about this particular concept, which is the idea that whatever your “hourly rate” is or whatever you value your time at, if their activities, you’re performing hat are sort of under that hourly rate, regardless of how silly it may seem on the surface to hire somebody to do that, it’s actually really efficient to pay somebody say 10 or $15 an hour if you view your time as being worth a couple of hundred dollars an hour to do all of these tasks for you.

[0:19:37.9] NP: Exactly, you got it right.

[0:19:40.6] MB: Yeah, I’m a huge fan of that whole concept as well and I have things like a virtual assistant and focus on trying to optimize my time in a similar fashion. Changing gears or actually touching on something you talked about a second ago, you mentioned a personality test around sort of what are your biggest strengths or what are you kind of focusing on or what do you like to do that makes you feel productive. What is that test, and is that something that you think is really important in terms of optimizing around people’s strengths as supposed to focusing on fixing weaknesses?

[0:20:09.1] NP: It is. I don’t know the exact name of the test, it’s the one Intuit uses as an organization and we hired some consulting years ago, I forgot his name. Good guy. And we just copied the same person who test that Intuit use and the reason being is you can tell who people are in an organization and how they are and how they prefer to get work done and then you can just align up and try to do similar things, right? Like if you know how certain people, what motivates them and what makes them happy, then you know what you should be focusing on to try and help them accomplish goals or help the company become more productive.

[0:20:44.6] MB: I think in many ways, that same principle of kind of, leveraging or focusing on strength as opposed to trying to repair weakness, kind of dovetails back into the same concept of focus on the skill sets and the things that you’re really good at in terms of making money or doing what you love and then outsource or find somebody to do the other stuff, whether it’s driving you around, whether it’s cooking your breakfast or whatever it might be, right? It’s kind of the same two sides of the same coin in many ways.

[0:21:12.5] NP: Exactly, you got it right.

[0:21:15.0] MB: Another concept that I know you’re a big fan of and you’ve studied deeply is psychology and how to kind of leverage that. Obviously this podcast is focused deeply in psychology. Tell me some of the ways that you’ve leveraged psychology to help you be more productive, to influence people, and to kind of drive some of the results that you’ve achieved in your life?

[0:21:34.9] NP: Yeah, for me, we’re all humans, right? You have to figure out what makes people tick. Now you don’t want to use it like abuse them and manipulate. But in essence, by studying psychology and understanding it, you can get a much better understanding of what you should be doing or the messaging you can put on a website or what to use within meanings, et cetera. Just try to close more deals. What we end up doing our base of psychology is just how can you use the right words and phrases that correlates with people to make them understand what you’re trying to convey? So then that way you’re wasting less time and you’re going to the point and hopefully you’re causing more sales and creating a better experience for both people.

[0:22:18.8] MB: For someone listening that’s interested in whether it’s driving more business, sales, leads, whatever it might be, obviously you’re a deep marketing expert. How could they embark on that journey in terms of starting to understand some of the psychology pieces of that?

[0:22:33.4] NP: You’re asking, how can someone go about understanding psychology and learning it when they’re starting off?

[0:22:40.1] MB: Generally yes, but specifically within the context of kind of applying that to a marketing.

[0:22:45.3] NP: Sure, she have a Definitive Guide to Psychology on my blog, quickspot.com. It pretty much breaks down all the necessities, it’s like around 30,000 words all for free.

[0:22:55.2] MB: That’s awesome, well we’ll definitely include that in the show notes so that people can access that. What are one or two of those take away for listeners that might be driving or can’t access it right now.

[0:23:07.0] NP: Sure. So a few tips is, psychology is all about understanding people, right? The mind of the person, how you can get them to what makes them tick in essence. So one little simple tip is, don’t just assume that making some changes with your website copy or colors will affect sales. Why not survey people to really truly understand who your buyers are, who your customers are, what makes a certain people happy, love your product or service and what makes the people who are disappointed hate it.

Because if you can find out that hey, the people who love my product love it because XY and Z reason, you now know you can focus your messaging, your copy, et cetera just around those people. 

[0:23:50.2] MB: That’s a great tip. Circling back a little bit to some of the lessons from Hustle, there were a few terms or kind of ideas from the book that really resonated with me that I’d love to touch on. Tell me about the idea of “don’t rent your dreams”?

[0:24:05.6] NP: Yeah, the biggest problem right now is people and we discuss this a bit earlier, they’re not doing what they want in life, right? They’re working for someone else and not just working at a corporate job, but think about it, that barista at Starbucks, do you think they’re really doing what’s making them happy? No, they’re helping their manager, the company, achieve their dreams and their goals but not theirs. 

That’s what it comes down to is in an organization, whether you're doing your own business or whatever it may be, you need to make sure that you’re accomplishing what you want as well. It’s not just about helping the other person like your boss fulfill their destiny, their dreams, their goals. What about you, right? As an individual. You need to make sure that whatever you’re doing also benefits you as well.

[0:24:52.4] MB: What about the idea of manufacturing luck? I love that concept.

[0:24:57.7] NP: Yes, so the problem with most people is or the problem out there, most people feel that the people who are lucky or do well is like, “Oh they have good luck.” I myself don’t have a lot of luck. Well, that’s not always the case, a lot of times, you’re not feeling lucky because you’re not doing something that can help you generate luck, what I mean by that is if you don’t take action, you’ll never be luckier, the right things won’t happen. So Patrick, one of my coauthors, his son wanted to go find fish in Little Pond Creek, whatever you want to you want to call it.

So his son’s like, “Daddy, let’s go find some fish.” Dad looks down at the water and be like, “Shane, let’s go, there’s nothing there.” Shane looks back up at his dad, doesn’t say anything, jumps into the water like it’s shallow, right? Shuffles his feet, next thing you know, fish pop up. In essence, he manufactured his own luck, right? If you take action, you’re much more likely to get lucky. If you don’t take any action, how are you ever going to get lucky?

[0:25:58.2] MB: There’s a great quote that I think dovetails with that, which is, “Luck, this is where preparation meets opportunity.”

[0:26:03.7] NP: That’s an amazing quote, yup.

[0:26:06.0] MB: I think many people can often get stuck kind of feeling like things aren’t going their way or they’re never getting a lucky break. But the reality is, you can always find a way to take action and create results out of the world.

[0:26:19.0] NP: Yeah, no, totally. The biggest thing that we’ve learned with the whole process, especially writing the book, most people have it in them to do well. They just need the principles, the concepts that can help them take action in the right place and focus their energy on what matters versus just spinning their wheels and feeling like they’re stuck.

[0:26:40.3] MB: How does somebody differentiate between taking action on the things that really sort of drive results versus things that don’t matter?

[0:26:49.6] NP: It comes down to if you spend 10 minute just focusing on something that you think will help you accomplish your goals, your dreams, and if you end up feeling, after about 10 minutes if you feel like it’s helping you accomplish your goals and dreams, great. But if it doesn’t then you need to go back to the drawing board and try something else. It’s that simple, just do something for 10 minutes and you’ll know if it has a chance of helping you accomplish your goal.

[0:27:16.3] MB: So I know we’re ended on time and you’ve got to go. Tell me, where can people find you online?

[0:27:21.1] NP: Neilpatel.com.

[0:27:22.7] MB: Awesome. Well Neil, thank you very much for being a guest on the show and we really enjoyed hearing from you.
 
[0:27:27.0] NP: Thanks for having me.

October 13, 2016 /Lace Gilger
Focus & Productivity, Career Development

How to Overcome Trauma, Mental Health Struggles, and Learning Issues to Achieve World Changing Results with Dr. Gail Saltz

October 06, 2016 by Lace Gilger in Emotional Intelligence

In this episode we explore the link between trauma, mental health, learning disabilities and genius, look at a number of historical figures and how they harnessed challenges like depression and ADHD to achieve world-changing results, and examine the practical steps you can take to overcome struggles today with Dr. Gail Saltz.

Dr. Gail Saltz is a Clinical Associate Professor of Psychiatry at the New York Presbyterian Hospital Weill Cornell School of medicine and a psychoanalyst with the New York Psychoanalytic Institute. She is a columnist, bestselling author, podcast host and television commentator and one of the nation’s foremost go-to experts on a variety of psychological and mental health issues, having appeared on Good Morning America, Dr. Oz, The View, Dateline, 20/20, Primetime, Today, CNN, CBS This Morning, MSNBC, The Oprah Winfrey Show and more.

We discuss:

  • How people like Vincent Van Gogh and Abraham Lincoln harnessed their mental issues to achieve success

  • Deconstructing the “psychobiographies” of some of the greatest achievers in the world (DaVinci, Einstein, Lincoln, etc)

  • Close to half of americans struggle with some sort of mental health issue

  • What people who are embarrassed about seeking help can do

  • Why “mental illness” is often a STRENGTH and the greatest achievements are a often a DIRECT RESULT of struggles with issues like dyslexia, anxiety, depression, etc

  • How Abraham Lincoln struggled his whole life with depression and why it gave him the empathy to reshape history

  • How Einstein overcome crippling ADHD to change physics

  • Practical steps that someone can take who is struggling with anxiety and depression right now

  • How to hone-in on your strengths and leverage them

  • How we get caught in defeating stories that we tell ourselves

  • How to identify and “re-write” self-defeating stories that we tell ourselves

  • A few actionable insights into how to improve and build relationships from one of the best sex and relationships experts in the world

  • How to LISTEN better, improve communication, and build better relationships

  • And more!

If you think you have a challenge you can’t overcome - listen to this episode! 

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Website] Dr. Gail Saltz

  • [YouTube playlist] Psychobiography

  • [Book] Einstein: His Life and Universe by Walter Isaacson

  • [Podcast] Dr. Gail Saltz

  • [Website] The Gottman Institute

  • [Amazon Author Page] Harville Hendrix

EPISODE TRANSCRIPT

[00:02:18.0] MB: Today, we have another exciting guest on the show, Dr. Gail Saltz. Gail is a clinical associate professor of psychiatry at the New York Presbyterian Hospital, Weill Cornell School of Medicine and a psychoanalyst with the New York Psychoanalytic Institute. She is a columnist, bestselling author, podcast host and television commentator and one of the nation’s foremost go-to experts on a variety of psychological and mental health issues, gaving appeared on Good Morning America, Dr. Oz, The View, Dateline, 20/20, Primetime Today, CNN and many more shows. 

Gail, welcome to The Science of Success. 

[00:02:53.8] GS: Thank you Matt for having me. This is such an important topic. People are very consumed with how to further themselves, but often lacking particular coping tools. So I’m really excited that you are having me today. 

[00:03:07.6] MB: Well we’re thrilled to have you on here. So to kind of get started, tell us a little bit about your background and how you embarked on this journey? 

[00:03:16.1] GS: Well, I am a psychiatrist. Actually originally after I finished medical school, I thought I was going to be an internist. So I did a residency in internal medicine and then I decided, “You know, I am really so much more fascinated with people’s minds,” that I decided to do residency in psychiatry, which I loved and then continue my training. I did a fellowship in treating of sexual dysfunction and then I did my psychoanalytic training. 

So woe is my poor parents that paid for many, many tuitions but I had many different areas of training all leading to being a psychiatrist, psychoanalyst and then ultimately, feeling that it was really important that many people, not just people who decided to enter treatment or could afford treatment could have access to understanding the tools that psychiatry and psychoanalysts can provide for their everyday lives. So I started talking with the lay public I’ll call it or public education through writing, through television, through radio. 

Because it’s really, let’s put it this way: close to half of Americans do struggle with some sort of mental health issue and we can’t really afford to write off half and people are really limited in getting help for themselves often by stigma, feeling the embarrassed, they are not comfortable, they don’t want to acknowledge what’s going on or sometimes because they really don’t have access to it. So it’s really been my pleasure actually to be able to have methods of communicating with larger groups of people who are looking for ways to be emotionally “weller", let’s say. More intact, have more health, have better relationships, be better parents. 

So that’s a lot of what I did and continue to do and then that has led to other interesting areas for exploring this issue one of them being, for example, I have had a few series at the New York City’s 92nd Street Y, which is an amazing cultural institution with all kinds of educative programming going on and one of the things that I do there is this psychobiography series where we look at iconic figures and sort of what made them tick. 

[00:05:45.0] MB: And I’m really fascinated by the whole psychobiography series that you’ve done and I know a number of them are available on YouTube. Tell me about what is a psychobiography and what made you want to study these interesting and different people? 

[00:05:59.6] GS: Well psychobiography is taking the field of, I would say psychoanalysis, what do we really understand about what shaped someone from their early life and also from psychiatry from their biological genetic givens? What shaped them into the person that they ultimately became? And I think that while you can’t diagnosed someone who’s deceased or really diagnosed someone who you’ve not treated or met, you can surmise quite a bit about the patterns of their lives and influences. 

Of important people in their lives often from what they have expressed, via letters that we can find, via writings, behaviors that have been clearly documented. So I find historians for these different subjects. I try to choose people that I think people are very curious about because they have not only incredibly successful and changed the face of really history as we knew it in a particular field. So that could be the arts, it could be the sciences, it could be music. 

I’ve done psychobiography’s on wide ranging, Vincent van Gogh to Albert Einstein to Mozart to Jackson Pollock to presidential past leaders, FDR and Lyndon Johnson. The idea is sort of, “What made them who they were and then in turn what they did with that and how that influences the rest of us throughout time really?” So I get a historian who’s really the expert on that subject and then I try to provide the psychoanalytic understanding of what we can gleam from their past behaviors. 

It’s really fun, it’s really interesting and I think that an audience often can not only find it interesting but find some comfort in the idea that these people were far from perfect. In fact, what I found to be fascinating is that no matter who I look to as the subject, there is always some pretty major issues going on. A psychiatric illness or a learning disability or an early trauma but there is rarely someone who just had nothing going on that was really difficult in their past. 

[00:08:38.0] MB: That’s such a fascinating finding and something that I think people especially in our modern society of social media and instant gratification and the idea of presenting a perfect image of yourself all the time, don’t really think about is that many or if not most, if not all of the people who have had a huge impact on history, on shaping our culture. These people dealt on real challenging mental issues in many cases. 

[00:09:06.7] GS: Absolutely and it’s been really amazing to me how many audience members come up to me afterwards and say, “You know, this just really inspired me to think about, for example, my son who was let’s say is struggling with depression and I hear about Abraham Lincoln and his lifelong struggle with depression and the ways in which actually for example in that case, the features of say greater empathy when you’re a person who’s struggled with depression. 

The ability to really tap into what other people are thinking and feeling and be very sensitive to that and how that helped Lincoln to be the kind of president that he was. That people say “Oh gosh this makes me feel like there’s a potential real strength for my child, or for myself, and I have overlooked that and I want to think about how I can tap into that for that loved one of mine and that is a wonderful thing because we tend to think of these issues as being solely negative and horrible, which is why they’ve been so stigmatized. 

[00:10:21.9] MB: That’s fascinating and one of the things that I find really interesting is in many cases, people only hear about or concentrate or focus on the instances that somebody that’s had a serious breakdown or failure or whatever as a result of let’s say depression or anxiety or something like that. When in reality, many of these really important historical figures not only dealt with these major issues but overcame them and changed millions of lives, change the course of history, etcetera. 

[00:10:54.7] GS: Absolutely and not only did they overcome them, but they often whatever they did let’s say that we find so astonishing and amazing is in some ways a direct result of the thing that they struggled with, that they are often very specifically connected and that led me to start doing some research and speaking with many neuroscientists and many clinicians and so I’ve spent the last few years actually talking with many people who actually you may not know and some who you will know and even some kids who struggled with exactly this. 

Something really, really difficult but it’s clearly connected to some impressive strength for them and that has had me working on this book that will come out next March called The Power of Different: The link between disorder and genius, of which there is a significant link. So really look at the hard wiring, what’s going on there? Why that is? What do we know and understand about it? which is something that I explore on my current podcast, The Power of Different. 

And I think you would be surprised that it’s not hard for me to find people to talk about this. That we tend to be such a celebrity oriented, perfection oriented society and we think, “Oh all of these people just did it from the get go and they’re so together.” When you scrape the surface really they would tell you that that’s not the case. 

[00:12:34.5] MB: So I’m curious and I want to dig deeper into the whole idea behind the power is different, one of the things that you made a very important distinction that I did not make earlier is that it’s not just that they overcame these struggles. It’s that this in many ways, for example, Lincoln’s depression gave him this deeper empathy. It was the other side of the coin that this was their biggest strength and really shaped who they were as a person and shaped the great successes that they had in their lives. 

[00:13:05.3] GS: Exactly. Of course I don’t want to say that people who are struggling with a real mental illness should not seek treatment and have treatment because they should. But having treatment and helping yourself in terms of struggling less does not in any way diminish the particular strengths that are associated with having that kind of problem. So for instance, in Lincoln’s day of course there were no treatments and actually in Lincoln’s day, melancholy which was depression was called, was not viewed the way it is today. 

People with depression are often seen as kind of romantic figures or really pondering, really thoughtful let’s say and we now understand that that maybe true but it shouldn’t be romanticized. It really can cause terrible suffering. But on the flip side, Lincoln is a great example but I can give you a million examples but in his case say, his ability to tap into what other people were thinking and really be attuned to that, allowed him to bring in political partners and work with other groups and not erect a wall but instead extend himself and really get consensus by standing in other people’s shoes in a unique way, which is part of what made him such an amazing leader and president. 

And of course, empathetically understanding that slavery was wrong and be extremely motivated to do something about that and in addition, another feature of depression is actually realism, which sounds like, “Well, so what?” But really, those of us who are not depressed to some degree we tend to see things a little bit through rose colored glasses. which is nice and really pleasant and it’s not that far off of “real” but it does tend to be on the optimistic side. 

But people with depression, it’s not so much that they see things in a negative light that doesn’t exist. It’s that they tend to see things more realistically and in the case of Lincoln at a time when we were looking at a civil war that was hugely important. That made him able to anticipate things that were coming into view, which others might not have and again added to his being a particularly good leader at that time. 

[00:15:37.9] MB: I’d love to hear another example either from the psychobiography series that you’ve done or somebody else maybe besides Lincoln that struggled with a different issue. 

[00:15:49.4] GS: Sure, let’s see. Well Vincent van Gogh, obviously suffered tremendously. He obviously had a repeated apparently psychotic episodes which people debate with the diagnosis is. From my research into his various symptoms, it looks up from out here most like something called temporal lobe epilepsy, which is a psychiatric diagnosis. It means that you are having a seizure disorder but your seizure activity is in the temporal lobe, which is an emotional center. 

And therefore, you don’t see movement like you do usually when we think of people with epilepsy and we think of them having a convulsion. We think that they are moving and when you are having seizure activity with temporal lobe epilepsy, what you get is this what’s called stickiness where you have these intense relationships, you are very clingy and attached to people but you also tend to fight with them a lot. So they are very labile relationships and that obviously was a negative for Vincent van Gogh. 

You have mood fluctuations, which also obviously caused him a lot of pain and discomfort but what you also have is often visual and even auditory hallucinations and the visual hallucinations are often like intensely colorful and attached to emotional state and it is very possible that part of what motivated his painting in the way that he did had something to do with what he experienced, what he saw that he may have seen things in distorted ways, in unusually colored ways and that may have been very connected to his temporal lobe epilepsy. 

[00:17:33.8] MB: What about somebody like a Da Vinci and an Einstein? Did either of them struggle with anything in particular? What did you find from conducting a psychobiography of them? 

[00:17:42.1] GS: So Einstein of course is greatly argued about and again, I am clear that you can’t give a definitive diagnosis, but what is apparent is this: Einstein was an extremely poor student early on. By early, I mean through high school. He was often found to not be paying attention at all except to things that he really loved, which was physics and math and teachers often became very irritated and were punishing and he left school and ultimately come back to school at some point. 

And he had a lot of difficulty in his relationships, many things which sort of smacked of, I guess I’ll say attention deficit disorder meaning he would be very distractible about things that were not interesting to him but extremely hyper focused on things that were interesting to him. Hyper focus is something that is a side effect which if used well, I guess I’ll say can really be an incredible strength but unfortunately in today’s… 

For example, teenage boys struggling with ADD, they tend to hyper focus maybe on video games which are very rewarding and obviously not something that is necessarily going to produce a genius finding and so that is a difficult thing for parents but in the case of Albert Einstein, his greatest discoveries and greatest papers about the universe really occurred within a one week period. There were three different findings and they were three different papers. 

And they all happened while he was working in the patent office, a very menial job that he found to be boring and it brought in some money so that he could survive but it was not exciting as this other area and he sort of sequestered himself for this week and was so intensely focused that he produced this really extraordinary, I mean of course obviously Einstein was intellectually in this area clearly a genius. But his ability to daydream, he talked about that he started this study so to speak by just looking out the window and imagining that he was riding a light beam. 

And that was a big part of who Einstein was. His ability to daydream, to think creatively, to let his mind wander and something that annoyed the heck out of teachers who at that time didn’t want his mind wondering, they want him to be studying whatever they were teaching him but that’s what he did. That’s who he was and on the flip side was that it really informed his ability to think outside the box in these very creative ways, something that really is known to go along with attention deficit disorder and then hyper focus, when it came to an area that really interested him. 

[00:20:40.6] MB: And for listeners who are curious, I am a big fan of Einstein. One of my favorite biographies of his is the Walter Isaacson Biography, which I’ll throw into the show notes. 

[00:20:49.9] GS: Yeah, that’s an amazing and incredibly well done biography and I think that he really makes clear his early school struggles and many other features that actually are consistent with this kind of thing. 

[00:21:05.4] MB: Another psychobiography that you have done was one of my favorites and I am also a huge fan of his is Leonardo da Vinci. What was some of the learnings from that? 

[00:21:14.0] GS: Well we have much less available to look at obviously because it was so long ago. When you look at people, the farther you go back in history, often the less you can find because of course, less survives and so there is less people to say things but again, he was remarkably able obviously to think in these many different directions because we think of Leonardo da Vinci, we think of him being a great painter and of course he was. 

But he also came up with this many inventions that were related to military practice, flying and so he was a thinker in so many different directions but again, from an intentional perspective he was interested in solving a problem and that’s where the interest ended. So he is also rather famous for not completing things and painting projects, he would solve what he deemed to be the problem in the creation of the painting or the invention and then it was left. 

And so sadly for him, he had trouble getting paid for things. He had trouble in that sense making a living or completing things but he again, you wonder about his ability to attend or in that sense, buckle down but at the same time, it left his mind free to really be creative and out of the box in so many different directions that he was viewed certainly at least as extremely accomplished by those who noted what he at least started. 

[00:22:59.4] MB: Let’s zoom out a little bit, you touched on this earlier that you have a new podcast called the Power of Different, tell me a little bit more about that. 

[00:23:08.3] GS: So it’s trying to understand the same thing in the sense but with today’s people. Trying to understand and help people see the ways in which they may struggle earlier on weather that is something difficult that’s happened in their lives and maybe a mental health issue, it may be a learning issue but it might also be a loss that they had. Recently interviewed Stacy London who talked about her early struggles with complete body psoriasis, which socially made life extremely hard for her and also, synthesized her to the issue of body and beauty and ultimately probably contributed to having eating disorder, a body image issue. 

So a lot of her growing was really difficult and she had a lot of struggle but ultimately, that became very connected to the idea of in her mind of how can someone feel beautiful in their own way that isn’t necessarily directly connected to conventional beauty? Because this is something she really struggled with. 

That ultimately led to her movement into that field and her application of the thoughts that she’d struggled with to other people and certainly something she could sympathize and empathize with and so she has really made a highly successful career in television and in writing and into consulting and working for Vogue and so many things. All around this issue of body image and styling for anybody’s body. So anybody should be able to feel attractive and comfortable in their own skin and authentic and beautiful not related to just cultural standards. 

[00:25:12.5] MB: Who are some of the other guests that you’ve had on and what have you learned from their experiences? 

[00:25:16.6] GS: Well so, I am just getting rolling and it is fairly new but let’s see, Dov Seidman. He is the CEO of a company that’s made many, many millions of dollars. A highly successful company. It’s a legal company that helps other businesses with compliance, with how to be ethical and compliant and create that culture in their business, which is something as you can well imagine is very needed today. 

But Dov is a man who, and he’s been highly successful. But Dov is a man who has severe dyslexia and failed out of school, just had a terrible, terrible time and he really tells the story of this experience of feeling broken and repeated failure and how it has informed his movement along the way. Ultimately, he was able to make his way to Harvard Law School, which is really an amazing story and create this very successful business. 

But it was important to him that the business be around this issue of honesty and ethics and authenticity. That really came out of early struggles that he had and that’s what he’s been successful in. Actually up now is Steve Silberman, who you might know as the author of NeuroTribes, which is an award winning and bestselling book about autism and the particular strengths that come along with autism. So he is very, very extensively versed in this area and we talk about that. 

[00:26:53.4] MB: So for somebody who’s listening right now and maybe they are struggling with anxiety, depression, something like that, they see somebody like Lincoln who overcame some of these struggles but they still feel helpless. What sort of practical steps could they take towards applying some of these lessons and applying the concept of the Power of Different? 

[00:27:15.1] GS: So what I would say is this, when you are struggling with something, you should absolutely get an evaluation and potentially treatment depending on what that evaluation shows. Because there are many treatments, let just say depression for example. Some of which you can do on your own for example exercise greatly impacts depression and I’m not talking about a walk around the park. I mean 30 minutes of vigorous multiple times a week exercise, which is both preventive in terms of depression but also just as effective as medication for mild to moderate depression. 

And so there are things that one can do for themselves like mindfulness, exercise, eating well, sleeping well and then there are things that treatment can provide, psychotherapies that can be extraordinarily helpful and/or medications that can be helpful depending on how severe the situation is. So one should definitely treat themselves and because there is no reason to struggle. But at the same time, you want to spend some time on that. You also want to spend some time on trying to identify what you’re strengths are. 

So I think sitting with yourself and thinking about things that you do see that you are good at, let’s say, and you have been able to do in the past or sometimes people really have difficulty identifying this, therapist could help with that. Sometimes actually a career counselor could even help with that. There are particular self-test one can administer to look at what your particular strengths are. But you do want to hone in on those strengths and how can they be applicable in the world wide environment and you want to spend time honing those things. 

So if empathy is a strength of yours, you want to think about the ways in which you employ that in the world and have some focus on that as well and think about whether for instance are you in a job or career where you can use empathy? And if you’re not, do you want to move in that direction in some way to try to be able to use it more since it is one of your strengths? 

[00:29:28.2] MB: And this segues a little bit into a previous book that you have written. I am curious, how do we get trapped in defeating stories that we tell ourselves? 

[00:29:38.8] GS: Ah yes, well we all do and so I don’t want to say, “Oh there’s something wrong with the person who does.” It’s very common for early in life to have a narrative, your own story that you tend to say, “This is who I am and this is why.” It becomes part of our character really and when you play that loop over and over again, it reinforces it and it’s really hard to see your way out of it. So in that book, I try to detail for people the most common stories. 

Some people are very self-defeating or masochistic. Some people are very dependent on others and feel they must be or some people feel very inhibited and feel they can’t break out of that shell because there are so many things that they have to be afraid of in revealing themselves and feeling rejected potentially. You know there an infinite numbers of stories that one could tell themselves but it’s based in psychoanalysis or psychodynamic work to try to understand or self-analyze what your particular stories are and ways that you might measure them, let’s say, against reality. 

And consider the possibility that they are rooted more in your mind than in truth or in the outside world and ways that you might amend those stories. Because one’s self-perception greatly guides how you act in the world and then what you put out there, people tend to reflect back. So you can really change your trajectory, not to mention the happiness that you have because of how you feel about yourself by really reevaluating those stories.

[0:31:24.4] MB: So how can we go about amending or sort of rewriting some of this stories?

[0:31:30.3] GS: I think that the number one goal is to identify the stories that you have, even if self-observation goes a long way and sometimes when you really zero in and realize, “Oh yeah, I really do think that about myself,” sometimes even just the observation helps you to change it. I often tell people to sort of write down those scripts, those stories and you know, ponder them.

Give them some thought. Think about whether, you might want to amend some of them, you want to try writing a slightly different script. Maybe I feel like I always have to for example be subservient to my partner, they really should always come first because I don’t deserve to be coming first and then try on for size an amended story. No, I really, you know, I deserve as much as anyone, I’m going to put myself first half of the time and we’ll have to make compromises and you have to sort of embrace that story and go out and give it some test runs.

[0:32:39.0] MB: So that actually brings up another topic that I’m curious about. I know you’re a deep expert on sex and relationships and that’s something that we’ve spent very little time on our show but obviously, something that’s vital to living kind of a happy and productive life. For such a deep topic that I’m sure we could talk for hours about, with the little time that we do have, what are some actionable insights or kind of concrete take away that you might be able to share with our audience in terms of improving in that area of your life?

[0:33:09.8] GS: Well, it’s huge, let me just say. So I’ll obviously be scraping the surface but I think people often forget that relationships really are the number one source of happiness in life. It’s not money, it’s not fame even though a lot of millennials often feel like it is. But it really is the quality of the relationships in your life and those take work, they really do and they can never be one sided, that never ends up working even if you feel like you’re always on the receiving end. Ultimately the other person won’t stay and won’t be happy.

So it is about compromise and that means it is about a lot of communicating, it is about sitting down and being willing to listen. I would say, if you could add one thing to your relationship now, you would be that you’re really listening to your partner, your friend, you’re mirroring back what you heard so they feel understood, and then you’re asking for the same thing that they take a turn and listen to you. That they be able to express what they heard from you. That is usually the first step in really having good communication, which ultimately, because everybody has to compromise in relationships is what leads to longevity and stability in relationships.

[0:34:30.2] MB: What can we do to be better listeners?

[0:34:33.3] GS: Well, in short form, sometimes you got to shut up. It’s hard because we’re always feeling like, “I want to get my stuff out, I want to get my stuff out.” But sometimes you do have to just be quiet and put down your phone and your computer and what you’re reading and sit and look at the other person and hear what they’re saying and after you’ve listened for a little while, you want to say back to them what you think you heard so they can correct you if in fact you’re hearing through the prison with your own feelings and you didn’t quite get it.

You want to give it a few chances to make sure that you’re really listening and getting it before you have a response and in today’s world, we tend to be like, “You know, I’m listening to you for 30 seconds and then I got to answer my email and I’m looking at this, “Oh, this beeped.” We have trouble attending to the people who really actually are important in our lives. I would say that active listening is what I’m talking about and it’s very important.

[0:35:36.1] MB: For the topics that we discussed today, what are some potential resources where people can kind of do some research, find out more, kind of dig in and learn about this topics?

[0:35:46.9] GS: Wow, we talked about a lot of topics so if you’re interested in psycho biography and actually it so happens that as you pointed out, some of them are up on YouTube but most of them are up on the 90 second street wise website, 92Y.org and so if that kind of content interests you, you can find them all there, there are many. I will be talking about this concept of finding the strengths and our differences on my podcast, The Power of Different podcast. 

When it comes to trying to improve your relationships, I think there’s so many resources, although, some are better than others to be perfectly honest. There are I would say, I actually often write about relationships for health, magazine and health.com but there are many I think good authors in the arena of relationships. Carlo Hendricks is a wonderful write, has written numerous books on love and relationships and active listening and I think he’s very good.

The Love Lab, which is in Seattle, puts out a lot of great information about relationships and many wonderful writings, I think they’re very helpful and I think if you’re having a very particular kind of problem, it’s very reasonable to seek therapy, which is better earlier than later if you’re really having a struggle in your relationship.

[0:37:12.5] MB: What does one piece of homework that you would give our listeners?

[0:37:16.6] GS: For relationships, I actually would say, it’s wonderful to — two things I would say for your partner relationship, I would sayfo home, try to practice active listening with taking turns and doing that but I would also say that in our frenetic and emotionally charged lives, we often forget to just be affectionate to our partners, I’m talking about sex which is very important but I’m just talking about holding hands or putting your hand on your partner’s neck and give him a squeeze or giving your partner just a kiss because that can be so much of you know, I love you, I like you, I want to be with you, you’re important to me, we often just forget to do that, we just zoom in for just the sex or nothing. That in between affection can make all the difference.

[0:38:15.3] MB: Where can people find you online?

[0:38:17.8] GS: Well, let’s see. I have a website at www.doctorgailsaltz.com, they can tweet me, @doctorgailsaltz, I have a Facebook page that can find me there. So there are many methods of finding me. I love to get questions, I do answer them and I’m happy to do it.

[0:38:38.9] MB: Well Gail, thank you so much for being on this show, this has been a fascinating discussion and really, really interesting to kind of dig in and learn about a number of historical figures who have overcome — or not even overcome but really leveraged what many would consider sort of stigmatized problems or mental illnesses and achieved incredible results.

[0:38:58.4] GS: Thank you so much for having me, it was really a pleasure.

[0:39:01.0] MB: Thank you for being on the show.

 

 

October 06, 2016 /Lace Gilger
Emotional Intelligence

What Makes People Turn Evil, Time Paradoxes, and The Power of Heroism with Dr. Philip Zimbardo

September 29, 2016 by Lace Gilger in Mind Expansion

In this episode we discuss how to create evil in a research laboratory, what makes people “turn evil”, we examine the definition of heroism, dig into the famous Stanford Prison Experiment, explore time paradoxes, and much more with the legendary Dr. Philip Zimbardo. 

Dr. Zimbardo is an internationally recognized scholar, educator, researcher and media personality, winning numerous awards and honors in each of these domains. He has been a Stanford University professor since 1968, where he conducted the famous Stanford Prison Experiment. His career is noted for giving psychology away to the public through his popular PBS-TV series, Discovering Psychology, along with many text and trade books, among his 500+ publications. He was recently president of the American Psychological Association.

We discuss:

  • How to create evil in a research laboratory

  • The different kinds of evil

  • Is there a fixed line between good and evil?

  • What is the definition of heroism (and how its distinct from altruism)

  • How Dr. Z defines evil (and why thats important)

  • What happens when you put only good people in a really bad situation?

  • The inside take on the famous Stanford Prison Experiment

  • How a situation can create an emotional breakdown in a normal, healthy, smart person in less than 36 hours

  • The social processes that can grease the slippery slope of evil

  • How normal people can transform into monsters

  • The substantial risks of dehumanization

  • The power of the heroic imagination

  • How teachers can bring the best out in their students

  • The time paradox and how we live with vastly different time perspectives

  • How conflicts derive from people’s differing time perspectives

If you want to hear from a titan of psychology about the inner workings of the human mind - listen to this episode! 

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Explanation] Milgram Experiment

  • [Explanation] Stanford Prison Experiment

  • [Movie Trailer] Stanford Prison Experiment

  • [Amazon Movie Stream] Stanford Prison Experiment

  • [Book] The Time Paradox by Philip Zimbardo and John Boyd Ph.D.

  • [Website] Time Paradox Site

  • [Book] The Lucifer Effect by Philip Zimbardo

  • [Book] The Time Cure by Philip Zimbardo, Richard Sword, and Rosemary Sword

  • [TEDTalk] The Psychology of Evil by Philip Zimbardo

  • [TEDTalk] The Psychology of Time by Philip Zimbardo

  • [Video] The Heroic Imagination Project

  • [Website] The Heroic Imagination Project

  • [Email] admin@heroicimagination.com

EPISODE TRANSCRIPT

Today, we have a titan of psychology on the podcast, Dr. Philip Zimbardo. Dr. Z is an internationally recognized scholar, educator, researcher, and media personality, winning numerous awards and honors in each of these domains. He has been at Stanford University, as a professor since 1968, where he conducted the famous Stanford Prison Experiment. His career is noted for giving psychology a way to the public through his popular PBS TV series, ‘Discovering Psychology’, along with many texts and trade books among his 300 publications. He was recently president of the American Psychology Association. Dr. Z, welcome to the Science of Success.

Dr. Z:	I’m happy to be here, Matt, and happy to share some ideas with your listeners.

Matt:	Well, we’re so excited to have you on here. I know we’re a little bit time constrained today, so let’s just jump right in. Starting with the idea of the psychology of evil. Tell me about what makes people go wrong. What makes people turn evil?

Dr. Z:	Well, I’ve been studying evil in a curious way by creating it in research laboratories. I was interested in this topic since I was a little kid. I grew up in poverty, in the ghetto, in the South Bronx of New York, and if you grow up in any ghetto, there are always men who are there—evil men—to corrupt kids, getting them to do criminal things for money: stealing, selling drugs, taking drugs, getting girls to sell their bodies for money. Some of my friends gave into that temptation and other kids didn’t. So, evil, again, as we know from the Bible, it’s all about giving in or resisting temptation. So, as a kid I was curious as to: What’s the difference between kids who gave into this temptation, and ended up doing bad things—some of then went to jail—and kids like me, and other friends, who didn’t? My primitive answer, when I was seven years old, was that maybe it had to do with having a strong mother who had a moral compass saying, “This is right; this is wrong,” and also showed unconditional love. Then, when I became a psychologist I thought, well, it’s not that simple because there are three kinds of evil. There’s evil, which is dispositional in people. That’s namely bad apples. There are people who are psychopaths who don’t feel emotion, who can hurt others with no remorse. We see this in a lot of the high school shooters. Then, there’s the evil of situations. That is, there are some situations that encourage, provoke, stimulate people to do bad things, and that’s situational evil. That’s where my prison study comes in, and also the earliest study—I’ll mention briefly to your listeners—by Stanley Milgram about blind obedience to authority. But then we had to recognize a third kind of evil, which is systemic evil, namely that the evil created by legal, political, economic forces. This is the bad barrel makers. So it’s bad apples, bad barrels, and bad barrel makers. Systemic evil is: war, terrorism, slave labor, sex trafficking. So, there’s many examples. That’s evil at the top, and that’s the worst kind of evil because it’s evil to make money.

Matt:	So, is there a fixed line between good and evil, or is it permeable?

Dr. Z:	That’s a really good question. It’s very permeable, and it varies historically; it varies with different cultures, and it’s culturally relevant, so that if you are a suicide bomber in the Mid-East, in Palestine, and your job is to blow up innocent women and children with the assumption that you will then be a hero, you’ll be sitting at the right hand of Allah, that’s one definition of hero, but you are a villain to the opposition. So, really there has to be a higher order definition. It can’t be localized. It can’t be local hero, so there really has to be an international sense that nothing that destroys human life, except in a military battle of soldiers against soldiers, can qualify as heroism. 

Matt:	So, how would you define evil, or how would you define heroism?

Dr. Z:	Okay. Well, heroism is easier. Heroism is acting to help others in need, and/or acting to support a moral cause by standing up; speaking out; taking action. Doing so, aware that there could be a risk and a personal cost. So, that’s how heroism differs from altruism. In altruism there’s not personal cost. I give money to a charity; I give blood to a blood bank; it’s really not a cost, so that, heroism involves a knowing risk. In the extreme it’s loss of life or a limb, but for whistle blowers, for example, it’s often loss of a job, or loss of promotion. Evil is behaving in ways that violate human dignity; that degrade/diminish, the quality of life for other people in various ways.

Matt:	One of the landmark findings of the Stanford Prison Experiment was the power of institutions to impact human behavior. Tell me a little bit more about that.

Dr. Z:	As I said earlier, in the mid ‘60s, Stanley Milgram, when he was young professor at Yale University, did the really dramatic studies on obedience to authority in which he tested a thousand people over a number of years—mostly men, but he also showed it’s true with women—who are put in this situation where they believed they were acting as teachers to help their student improve by punishing your student when he made errors. Punishment was by delivering electric shocks on a prearranged schedule on a big electric stimulator. It started at 15 volts, and it increased by 15 volts along 30 switches. When it got in the hundreds, the student, who was actually a confederate in another room—meaning working with the experimenter—began to scream and yell, and as it got worse and worse he screamed louder and louder, and said...begged to let them stop it. In every case the subjects...the teachers...the people roleplaying teachers complained, they dissented, but the experimenter, acting as the ultimate authority in the white lab coat, kept putting pressure on them to keep going. The question is: Would you go up to 450 volts of electric shock to another person at the command of an authority? When this study was presented to 40 psychiatrists at the Yale Medical School their answer was that only 1% would do that because that’s psychopathic behavior, and in fact, what Milgram found was 2 of every 3 American citizens in his research went all the way. So, that was shocking and startling. In my analysis, it’s very rare somebody tells you to do a bad thing, other than the evil guys in the Bronx. You usually...you’re playing a role. You’re in a situation, you see what other people are doing, and then there’s always semantic distortion that is, nobody does evil, people are doing good. So again, if you’re with ISIS, you’re doing the Lord’s work, or you’re doing Allah’s...you’re doing what they believe the Quran says. 

What I wanted to do in creating the Stanford Prison Study is to ask the question: What happens when you put only good people in a really bad situation? Namely, a simulated prison, which simulates the psychology of American prison with power, and dominance, and demeaning; making prisoners feel powerless and helpless. Would the goodness of the people change the badness of the situation, or does such powerful situations even come to corrupt good people? Sadly, the answer was: Humanity 0, Evil 1. We lost that battle because almost everyone in my study, and these were college students from all over the United States recruited by an ad in the Palo Alto Newspaper: Wanted college students for study of prison life that lasts up to two weeks. 75 people answered the ad. We interviewed them; gave them personality tests. We picked two dozen. The most normal, healthy—that’s really important—and smart, educated college students. We randomly assigned them by a flip of the coin. Half would be guards, half would be prisoners. Then, we began our experiment, and what happened was initially, on day one, nothing. Remember, it’s 1971. Students are antiwar activists. Students are civil rights activists. Students hate the police because policemen came on many college campuses when students were protesting against the war in Vietnam. So, nobody wanted to be a guard, and that’s really important, but they’re in the guard uniform, they have the role, they have to do it. What happened was, on day two the prisoners revolted. That is, they didn’t want to be dehumanized. The prisoners had smocks on with...instead of a name they had they only became a number as happens in prisons. What the guards did was, call in all the guards on all the shifts. There were three guards and each of three eight hour shifts, and standby guard. They broke down the doors that the prisoners had barricaded, and at that point they said, “These are dangerous prisoners,” and suddenly everything changed. Now, the guards have to demonstrate to the prisoners that they have power and the prisoners have none. Every day thereafter, they ramped up the abuse...the degradation, and in 36 hours the first prisoner had an emotional breakdown...in an experiment, knowing it’s an experiment, and each day thereafter another prisoner broke down. So, the study was going to go for two weeks, but I ended it after six days because it was out of control. We had proved our point. Evil situations can corrupt the best and brightest of us.

Matt:	That’s fascinating, and I know that that experiment’s a landmark study in psychology.

Dr. Z:	You know, now it’s a Hollywood movie. It’s a very good Hollywood movie that just opened last year...I mean, this year. It was premiered at Sundance in 2015, last year, and it won many awards for the best science into film, best editing, best screenplay, and brilliant acting by two dozen young actors. The guy who played me, Billy Crudup, he was in the movie, ‘Almost Famous’, and he’s a very good rendition of me. A little more handsome, but otherwise a good sub.

Matt:	That’s great. We’ll definitely include in the show notes a link to that movie so everybody can check it out.

Dr. Z:	Yeah, there’s a great...there’s actually a great two minute trailer.

Matt:	Perfect. Well, we’ll link all that stuff up in the show notes. So, tell me about...looking more, kind of zooming out at the systemic causes of evil, what are some of the social processes that grease, as you call it, the slippery slope of evil?

Dr. Z:	There’s much research, not only by me, but by many other people, which outlines: What are the specific social psychological processes that can make somebody step across that line between good and evil? There’s research that shows that it’s the majority of people who can be seduced; can be corrupted. It’s really the minority who are able resist the group pressure. So, any situation you’re in where the situation makes you feel anonymous, nobody knows who you are, and really nobody cares to know, makes it easier for you to do evil if that’s a possibility: to cheat, to lie, to steal. Diffusion of responsibility: If you’re in a group and the usual personal responsibility that you feel for your action now gets diffused; gets spread thinly. So, now the group begins to, for example, not help somebody in distress. Normally, you would be a Good Samaritan, but now your responsibility is diffused and you don’t help. There are many, many situations, and as I said, it’s anonymity, diffusion of responsibility, moral disengagement. There are also times when we are very moral, but in a particular situation we say, “Well, this is different.” So, we can suspend our usual of morality or conscious. Again, being in a group where the group norm is either to do nothing, or to do things which favor your group against some other group, but dehumanization is, for me, the most extreme. Namely, thinking about...so, that’s why we say, “It’s in the imagination.” Thinking about someone else, or some other group, as less than human, as vermin, as animals, as worthless. Once you have that thought in mind. Once you put a label on other people, then there’s no limit to what you can do. Now, I think, sadly, we’re seeing this recently in all of the police shootings of black men throughout the country, where deep down it’s a threat. Deep down they believe that black men are...they...many people in society, and police especially, who are weaponized, believe that black men pose a danger. So, when any black man is in a situation where there’s any ambiguity, the policeman will err in the direction of assuming something negative. Assuming the person is armed, or assuming the person will take action against them, and therefore what they are seeing is, they are defending their life by shooting first. In many cases the black man—the African American man or boy—had no weapon, was innocent, except he was not innocent of being black in the eyes of the white policemen.

Matt:	So, we’ve touched on evil, and how a situation, or social processes, can turn somebody, a normal, healthy, smart person, into someone that’s capable of evil, especially in the context of police shootings, which you were just referencing. I know something that’s incredibly important to you, and now is a big focus, is the psychology of heroism and the idea of the heroic imagination. Tell me a little bit about that.

Dr. Z:	Yes. Well, let me help with that transition in that. After I did the Stanford Prison Study, way back in 1971, I wrote a few articles. I never wrote a book about it because, for me, it was just a nice demonstration of the power of situations, and I moved on. I began to study shyness as a self-imposed psychological prison. Nobody had studied shyness in adolescents, or adults, before I did in 1972. Then, I began to study the psychology of time perspective, because in that week all our sense of time got distorted because...for the prisoners, and for me and my staff of graduate students—Craig Haney, Curt Banks, David Jaffe—each eight hour guard shift began to feel like a full day. In our prison there were no clocks. There were no watches. There was no daylight or nightlight, and so I began to study how people lived in different time zones, and past, present, and future. It was only after I got involved in defending an American prison guard in Abu Ghraib Prison scandal that I then decided to write a book about it. I wrote a book called, ‘The Lucifer Effect: Understanding How Good People Turn Evil,’ and it’s become a classic. It’s translated now in 25 different languages. So, I would put that on the reading lists of your listeners. But the other thing, in chapter 16, I raised, for the first time, the question of everyday heroes. I say that in all the evil situations—Abu Ghraib, and Stanford Study, and the Milgram Study—and then I outline all of the research done on psychology of evil, and conformity. There’s always a minority—5%, 10%, 20%, never more than 30%—who resist the power of the situation. I raised the issue: Maybe we can think of them as heroes. Not traditional heroes. Not military heroes who are willing to die in battle to save their buddies, but these are people who, in any given situation, are able to step back, identify what’s happening and make a decision not to go along with the group, and they’re willing to risk being ostracized, or dismissed, from the group. So, that’s the first time I raised the question about the nature of heroism, and shortly after I gave a Ted Talk, in 2008...a Ted Talk on my journey from evil to heroism, and many people came up afterwards, including Pier Omidyar, the guy who started eBay, and he said, “You know, you have to create a nonprofit foundation to study this concept of everyday heroism. It’s really new. Nobody’s ever thought about it.” So, I did. So, since 2008 I have a nonprofit organization in San Francisco called, ‘The Heroic Imagination Project’, short HIP, h-i-p, because the idea is it all starts in the mind...the human imagination. Thinking of yourself as evil, thinking of yourself as someone who is willing to stand up, stand out, speak out, in all the challenging situations in your life, in your family, in your school, in your work, in your community, and ultimately in your nation. So, we started doing research. Eight years ago there was almost no research on heroism, which is really curious. In fact, the word ‘hero’ and ‘heroism’ does not exist in any psychology textbook. It does not exist in the positive psychology manual because it’s not a human virtue, it’s a civic action. So, this is [INAUDIBLE:  0:20:00], so we began to do research, and then I developed, with my education team, a series of educational lessons, or modules, each organized around a social psychological theme like transforming passive bystanders into active heroes; transforming a fixed static mindset into a dynamic gross mindset; transforming prejudice and discrimination into understanding and acceptance. So, we developed six of these lessons in great detail and great length, and what’s exciting about them is really educate...revolution education. They’re organized around provocative videos. So, teachers then don’t give lectures at all. We give teachers a script. Teachers are like athletic coaches; the students are really their team, and their goal is: bring out the best in each of your team members. Now, students work in pairs, ideally a boy and a girl as a team so when the teacher asks a question it’s not that everybody raises their hand to answer, it’s that each team talks about how they would respond. Sometimes they write down their answers. Sometimes the teacher calls on the team to do this. And each lesson goes two to three hours, and their feedback is: it’s exciting for the teachers and exciting for the students, but the two most important things are: understanding these principles of social psychology and how they can be put into action. That means that we are training every student to be a potential social change agent; to use knowledge to make the world better, not simply to make you smarter. This is the feedback we’re getting around the world. So, our program is in Hungary, and Poland, and Italy, in Bali, and Geelong, Australia, and Flint, Michigan, and in many community colleges in Oregon and in Southern California. We hope to spread it even further. 

Matt:	So, for someone that’s listening to this podcast right now, what would be a way that they could apply the knowledge of psychology to make themselves better?

Dr. Z:	Well, that’s...you can go on our website, www.heroicimagination.com, and I think we have some advice, some recommendations. Reading ‘The Lucifer Effect’ would also be a start, but it’s unfortunately... I really want to build a volunteer core. I’m good at almost everything except raising money. I have not been able to raise money. I give a huge amount of money to my hero project, and I physically...I do the training, so part of our model is: in order to deliver these lessons, you license them for a fee. For let’s say, three years either a school, a city, or even a whole nation, and then I have been doing most of the training. I got to Budapest. I go to Warsaw. I go to Bali. But I’m now 83 years old and I’m not as mobile as I used to be, so I have to raise money in order to build out our team, in order to get volunteers to learn to be trained to deliver this material. I think if they’re interested in being involved, I think if you just put ‘admin’, a-d-m-i-n, @heroicimagination.com, my assistant will try to answer them and see how we can create a volunteer core. 

Matt:	That’s very exciting. You touched on this in the backstory behind how you got involved with creating the Heroic Imagination Project, tell me a little bit about the idea of time paradoxes and the different time zones that people live in.

Dr. Z:	Yeah. So, as I said, in between the Stanford Prison Study and creating Heroes, I stopped out and I started on this...trying to understand: how is it that people live in different time zones and are typically totally unaware that they do? Here, again, it started with very personal...my father, who was a brilliant man, who never had any education, second generation Sicilian, was a total, what we call, ‘present hedonist’. He lived for the present moment. He was a musician. He was a party guy. He loved to dance. He loved to gamble. This was great when he was single, but it’s not great when he has a family of four...of four kids and a wife to take care of, but he didn’t care. He was always happy. He was out of work often. We were on home relief—they used to call it in those days. He used get me crazy because I was...I realized the only way to get out of poverty is by planning, or having a program, or having an agenda to do things constructively. He live for the moment. He lived for the day. So, an amazing example is that without any education at all he made a television set from a wiring diagram in 1947. Television was invented when? 1946. A year before. He learned how to do wiring...I mean, he built it himself. Not just read the plans. He learned wiring. He learned how to read schematics from a Puerto Rican radio store man who had a radio store in the tenement building we lived in, and he built a set in 1947. I remember charging my friends, I think, 25 cents to watch the World Series. I think it was Yankees against the Dodgers, and everybody said, “We want one.” I said, “Dad, this is our break. We’ll help you. Everybody... It’s a new thing.” In fact, even more brilliantly—equally brilliant—they only had little eight inch screens, so he got a parabolic mirror, a huge mirror, so that you could expand the view of the screen. My father said, “No, I only did one. It was a challenge, I met it. That’s it. I don’t want to bother doing more.” So, here’s a case where you’re poor, you have an invention that everybody wants, you can make money on it... I’m pressing because I’m now totally future oriented, and he’s resisting because he lives in the moment. That really started me always thinking as a kid and later on: how is that people can have such different time zones and be unaware of the other? So, I developed a skill called a ‘Zimbardo Time Perspective Inventory’, a ZTPI, which was published, and it’s the most widely used scale that measures differences in time perspective. Then I wrote a book called, ‘The Time Paradox’ and if your listeners go on the web, www.thetimeparadox.com, there is this scale, and if they take it, it scores it immediately, and it tells you which of the five time zones you are in. Are you future oriented like I was? Are you a present hedonist? Or you live in the past. Do you live in a positive past, or a negative past? Are you a present fatalist? Do you believe that it doesn’t pay to plan the future? Nothing works out. Fate is against you. These are five of the scales that we have developed, and since then, again, it’s been translated in dozens of languages around the world. And people using it in research, and education, even in finance, are finding enormous benefits of using it. 

Lastly, for those in your audience who are interested in therapy, I wrote a book called, ‘The Time Cure’ where we used the ideas in ‘The Time Paradox’ as a way to treat people with PTSD—veterans, women who have been sexually abused, people who’ve been in natural disasters, or fatal car accidents. We show how our very simple didactic treatment literally can cure PTSD. The book is called, ‘The Time Cure’. So, there’s a lot of reading for your listeners.

Matt:	That’s great. We love to have lots of resources for people to dig in who want to do homework after the show and learn a lot more. One of the funny stories that I really like that you tell about time paradox is the idea, or the concept, that Sicilian dialect in Italy has no future tense. Can you tell that story?

Dr. Z:	Yes, I’m Sicilian. I am Sicilian on my grandmother’s side and my grandfather’s side. I’m third generation. My grandparents came here around the turn of the century, and again, none of them were educated, and in general, one of the sad things about Sicily is: people do not value education as much as they do in Asian countries; as much as the Jewish people do. The big problem has always been believing that you get what you want not by being smart, but by having good connections. This is the enduring curse of the Mafia, but it’s also political connections corruption. So, this is what I’ve always had to oppose. In fact, as a sidebar, I set up a foundation in Sicily, in the cities where my grandparents came from. And I have a colleague, Steve Luczo, who’s the head of Seagate Technology, whose grandmother came from Corleone; my grandparents came from Cammarata. So, together we put in money...we raised money, and every year we give 20 scholarships for high school kids in both of those towns to go to Sicilian colleges, and we’re slowly changing...the idea is that it really matters what you know even more than who you know. One of the problems then, in this culture where people live for the moment, that is they love good food, good wine, lots of babies, good sex, good lifestyle is really important—partying, dancing—that when I gave a talk recently, there was a poet in the audience who came up afterward and said, “Look, I’m a poet. I live with words, and it’s not until I heard you talk that I realized that in Sicilian dialect there is no term for the future. There’s a term ‘was’, there’s a term ‘is’, there’s no ‘will be’. It doesn’t exist.” I said, “Really?” He said, “Now I understand why things never get done, because nobody ever plans for the future, and nobody ever makes reservations for something that’s going to happen more than a few hours in the future.” I thought: this is very funny, but really, it’s funny on one side, but it also means it limits the educational growth, but also the economic growth, of a nation.

Matt:	So, how do conflicts derive from differences in people’s time perspectives?

Dr. Z:	If you don’t understand somebody else that lives in a different time zone, you make misattributions. So, the easy attribution: My father was...he’s lazy, and his attribution of me could have been: he’s excessive; he’s a nerd; he only cares about money. So, again, in every family, people live in different time zones. One of the things we argue is, it’s really important for the whole family to take our Time Scale test, as I said, online, and then begin to talk it through great conversation, knowing what your time zone is, what other people’s time...and then we also tell you what is ideal. So, an ideal balanced time zone...time profile is to be moderately high on future. Not excessively high because then you become a workaholic, but high on past positive, meaning when you think about the past you bring up all the good memories, all the good things that happened. Then, to be moderate on present hedonism, meaning that you select things that are pleasurable as a reward for when you succeed in something on your to-do list. Past negative and present fatalism always has to be low because those are...they detract from the human condition. A balanced time perspective...lots of people now are using that as a core to say, “I’m past positive, moderately high future, and moderate present hedonism, and low on past negative, present fatalism.” That’s what’s called ‘balanced time perspective, BTP. There’s now lots of research that shows people having this balanced time perspective are happier, more successful academically, more successful in business, and this what we want to strive for. 

Matt:	How do we change our time perspective?

Dr. Z:	Well, at this point, I’m going to tell you, you have to read the book. In ‘The Time Paradox’ we have whole chapters on: if you want to be more present oriented this is what you have to do. If you want to be more future oriented this is what you have to do. Right now I am running out of time. I have a lecture to prepare for tomorrow. We’re starting a Zimbardo college in China, and my China representative, Jenny Mars, is flying in today from Shanghai for us to begin to plan courses for our Zimbardo College in Shanghai. 

Matt:	Perfect. Well, I know you’ve got to go, and you’ve got a ton of fascinating projects and initiatives out there, which we will have a very detailed show notes where we go through and list everything that Dr. Z listed from books, to movies, to Ted Talks, and things about the Heroic Imagination Project. So, Dr. Z, it’s been an honor to have you on the Science of Success, and I just wanted to say, thank you so much.

Dr. Z:	Thank you. The other thing I just noticed checking out my Ted Talk: four million two hundred fifty thousand people have seen that in 8 years. That’s a staggering number. Five million...five and a quarter million people have seen that 20 minute talk.

Matt:	That’s pretty amazing. For listeners who haven’t we’ll link it in the show notes so you can check it out, but again, Dr. Z thank you so much. We’ve really enjoyed having you on here.

Dr. Z:	Any time. Take Care. Be well. Ciao.

Matt:	Ciao. 

September 29, 2016 /Lace Gilger
Mind Expansion

How to Out-Think Your Competition and Become a Master Strategic Thinker with Dr. Colin Camerer

September 22, 2016 by Lace Gilger in Decision Making

In this episode we discuss the intersection between neuroscience and game theory, ask whether you are smarter than a Chimpanzee, examine how simple mental judgements can be massively wrong, explain the basics of game theory, and dig deep into strategic thinking with Dr. Colin Camerer. 

Colin is the Robert Kirby Professor of Behavioral Finance and Economics at the California Institute of Technology. A former child prodigy Colin received his B.A in quantitative studies from John Hopkins University at the age of 17, followed by an M.B.A. in finance from the University of Chicago at the age of 19, and finally a Ph.D in behavioral decision theory from the University of Chicago at the age of 21. Colin research is focused on the interface between cognitive psychology and economics. 

We discuss: 

  • How to out-think (and think one level ahead of) your competition

  • How we make simple mental judgements that go wrong

  • The fundamentals of game theory and how you can practically apply it to your life

  • Are you smarter than a chimpanzee? (the answer may surprise you)

  • The psychological limits on strategic thinking

  • How game theory cuts across multiple disciplines of knowledge from evolution to corporate auctions

  • The concept of a nash equilibrium and why its important

  • The fascinating intersections between psychology and game theory

  • The game theory behind rock paper scissors (and the optimal strategy)

  • Why people don’t think strategically (and why it matters)

  • Discover if you re you a level zero thinker or a “Level K” thinker

  • Why working memory has a strong correlation between making strategic decisions and cognitive flexibility

  • The fascinating results behind the “false belief test"

  • How to make strategic inferences from the knowledge that other minds have

  • And much more!

If you want to make better decisions or have always been fascinated by game theory - listen to this episode!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Website] Primate Research Institute Kyoto University

  • [Book] Thinking Strategically by Avinash K. Dixit & Barry J. Nalebuff

  • [Book] Games of Strategy by Avinash Dixit, Susan Skeath, & David H. Reiley Jr.

  • [Book] Behavioral Game Theory by Colin F. Camerer

  • [Book] Thinking, Fast and Slow by Daniel Kahneman

  • [Social] Colin's Twitter

  • [Ted Talk] The Strategizing Brain: Colin Camerer

EPISODE TRANSCRIPT

Today, we have another incredible guest on the show, Dr. Colin Camerer. Colin is the Robert Kirby Professor of Behavioral Finance and Economics at the California Institute of Technology. A former child prodigy, he received his BA in quantitative studies from Johns Hopkins University at the age of 17, followed by an MBA in finance from the University of Chicago at the age of 19, and finally a PhD in Behavioral Decision Theory from the University of Chicago at the age of 21. His research is focused on the interactions between cognitive psychology and economics. Colin, welcome to the Science of Success.

Dr. Colin Camerer:	Thanks for having me, Matt.

Matt:	We’re very excited to have you on here. Obviously, you have a fascinating background. I’d love to hear the story of how you got started.

Dr. Colin Camerer:	Okay. One of the early experiences, actually, was when I was 12, I started to go to horse races [INAUDIBLE:  0:03:28] with my dad and a friend of his who was interested in the stock market. I was fascinated by the fact that 12 horses come out on a race track, and they all look pretty physically fit, and you could buy a big newspaper called ‘The Daily Race Informant’ that tells you all about...facts about which horses had won before, and who was the trainer, and what was the sire and the dam—that’s the mom and the dad—and how well had they done. Somehow these markets were able to compress all of this information into a number, which was the odds. So, I was really interested in how that process worked. When I went to college I studied math, and physics, and psychology, and I was kind of searching around for a science that I thought had some mathematical structure, and some real scientific rigor, where it was about people. So, I ended up studying economics. 

Then, I went to graduate school at University of Chicago to get a PhD, and at that time the popular view about financial markets was that you can’t beat the market because if there’s any information that’s easy to find about the earnings of a company, or what the CEO was up to, people are highly motivated to find that, and they’ll get it, and they’ll buy and sell and move the price around until the prices are such that there’s no way to easily beat the market based on something that’s easy to find out. That’s called the efficient markets hypothesis. I was kind of skeptical about that because, well, first, a lot of people invest their funds either themselves, or with hedge funds, and what’s called active management. People are trying to beat the market, and people are quite happy to pay 1% or 2% of their money in what’s called, you know, fairly high fees. So, a lot of investors think somebody can beat the market, which the efficient markets hypothesis says shouldn’t be the case. So, I was kind of looking around for something different, and at that time there were a couple psychologists called, Hillel Einhorn and Robin Hogarth, and they were at the beginning of a wave of people who were interested in human judgement and decision making. Their approach was very related to what Tversky and Kahneman later began to study, which was called, Heuristics and Biases. The idea was: maybe instead of making extremely complicated calculations, and using all the information, weighing it just perfectly, people instead use simple shortcuts like what springs to mind in memory, or what’s visually in front of them on a computer screen. So, that was the beginning of what came to be later called Behavioral Economics. So, I got my PhD, and I was one of the first people to really get a PhD in this field of decision theory, or decision economics, and then I went to...ended up at the Wharton School, where I happen to be today—I mean right now was we’re talking not as a faculty member—and they actually were encouraging about the idea of trying to study the psychology...essentially the limits on how much information people can process effectively, and how much willpower people have, and how selfish people are, or how much they care about others. None of those things were really incorporated into economic theory at that time, so that was the beginning of what we call ‘behavioral economics’, or kind of psychologizing economic theory. That was around the mid-1980s. 

So, I was interested in a bunch of studies involving psychological shortcuts and how they might make a difference in what people do. One of the things we studied is called ‘framing effects’, which means...you know, you can describe something in two different ways, and even though they’re mathematically equivalent, it might wither evoke different emotions, or it might change people’s focus of attention so that they treat them differently. For example, the FDA, I think, at one point required salad dressings to label how much fat content they had in terms of percentages, not just on the back. So, suddenly you pick up a salad dressing, and it would say, “6% fat,” or “8% fat,” or “3% fat,” and that’s quite different than if you had said...6% fat is a lot different than 94% fat free. You know, 94% fat free sounds pretty great. 6% fat sounds more, “Ooh, yuck.” So, even though those two are mathematically equivalent statements, you know, 6% and 94% adds up to 100%, but it seemed to shift people’s focus of attention and actually affect choices. Those are the kind of things we began to study in behavioral economics.

Matt:	That’s really fascinating, and I know that you specifically focus a lot on the ideas around game theory, which to some listeners may seem sort of like an esoteric field of knowledge that doesn’t apply to their daily life, but I’m curious: Could you kind of explain some of the basics of game theory and how it could actually apply to interactions that people have every day? 

Dr. Colin Camerer:	Sure, so game theory’s a very powerful mathematical system. It’s probably most developed in economics, but also a little bit in theoretical biology and political science. So, a game, despite the frivolous name, is a mathematical object, which is: a set of players, each player’s going to choose a strategy, and given some information they have about, say, what’s going to happen in the future, or maybe what the other player thinks, or how valuable something is if they’re bargaining. The players have strategies and information. While they all choose their strategies, there are going to be outcomes. The outcomes are...it could be biological fitness like reproduction, it could be territory in a war, it could be profits for companies, it could be a status for people, or for animals, fighting for territory. Then, we assume that the only mathematics really comes in because we assume that the players can mathematically rank how much they like different outcomes. That whole system is called a specification of a game. What game theory is, is to say: if the payers have these strategies, the outcomes, which they value numerically, what are they going to actually do? The interesting thing is to what extent players can figure out what other players are likely to do by kind of guessing. I should add that the players could be animals that have strategies which are kind of innate strategies, like degrees of aggression. They could be much more deliberate. It could be how much a telecom company wants to bid for a slice of phone spectrum that’s being auctioned off by the FCC. That was an actual thing that happened, not only in the US with the FCC, but in many countries where valuable phone spectrum was auctioned off, and tens of billions of dollars were actually bet so that the companies then had to decide: What do I actually bid? They employed a bunch of game theorists to kind of tell them: given the rules for the game, should they bid this much, that much, and what do you think other people will bid? I don’t want to outbid them by too much and leave money on the table, but I don’t want to get outbid and underbid, and lose. So, there’s the kinds of things game theorists used to study. What I brought to the analysis was: the standard idea in game theory is...I should say, the standard mathematical thing that’s computed, and that’s taught in every course, and this is the homework on the final exam, is what’s called a ‘Nash equilibrium’, named after John Nash. Equilibrium is a word that’s kind of taken from physics as sort of a resting point. The idea is: equilibrium, every player has a belief of what the other players will do, and their beliefs are correct, so they’ve somehow figured out what other players will do. In addition, they’re going to choose a best response. They pick the strategy which is the best one given this belief. One way to think of an equilibrium is: suppose you played tic tac toe lots and lots of times, and if you ever made a mistake you corrected your mistake the next time, After lots of play, everyone would know the strategies of the other players, and they would be choosing the best strategy for themselves, and it would be a kind of boring game, but mathematically it would have a nice precise structure. 

So, what we started to look at was non-equilibrium, or pre-equilibrium, game theory meaning: what if people haven’t figured everything out yet? What kind of things could happen then? I’ll give you a simple example that’s not too hard to think about numerically, which we call ‘the beauty contest game’. Let me explain it first, and then I’ll say where that name comes from. In this game, which we’ve actually done in lots of experiments for money, everybody picks a number from 0 to 100, and we’re going to collect the numbers on a piece of paper, or you’re going to type them in a computer, or you’re going to send them on a postcard to the ‘Financial Times’—who actually did this a few years ago—and we’re going to collect all the numbers, 0 to 100. We’re going to compute the average number, and take 2/3 of the average. Whoever is closest to 2/3 of the average is going to win a fixed prize. So, everyone wants to be a little bit below average knowing that everyone else wants to be a little bit below average. If you figure out the mathematical equilibrium—this is the kind of thing that would be on a final exam in a course—the equilibrium is the number which is the only number which everyone, if they believed everyone else would pick it, they’d be best responding, and their beliefs would all be correct then. That’s zero. When you actually do the experiment what happens is you get a bunch of people that pick numbers anywhere from 0 to 100—60, 40, you know. Let’s say the average is around 50. There are a number of other people who seem to think: I don’t know what people will pick. It could be anywhere. So, let’s say they’ll pick 50, so I’ll pick 33 which 2/3 of 50. If you’re trying...if you think others are going to randomly choose in the interval of numbers, and you’re trying to match 2/3 of the average, you’ll pick 33. Other people do what we call ‘second level of thinking’. This is something that’s called ‘level-k model of behavior’. They’ll say, “Well, I think other people will think other people will pick 50, and those people will pick 33. I’m going to outguess them and pick 22.” You can do a couple more steps of thinking, but at some point you’re being, as the British say, too clever by half. If you actually play this game, and you pick 2/3 of 22, or 2/3 of 2/3 of 22, you’re actually picking a number that’s too low, because you don’t want to pick the lowest number, you want to pick 2/3 of the average number. So, typically what you see is an average number around 33 or 22, which is far away from the Nash equilibrium prediction, which is that everyone will somehow figure out how to pick 0. That’s an example of where psychological limits on strategic thinking gives you a better prediction of what people actual do. By the way, as you can imagine, if you play this game again and again, what happens is: the first time you’re playing in a group it might be the average is 28, and 2/3 of that is about 19. So, the winner is Matt Bodnar who picked 19, and everyone cheers that, and next time they think: Wow, people are going to...I should pick maybe 2/3 of 19, or maybe I should think other people will pick 2/3 of 19. So, if you do it over and over you do get numbers that are moving in the direction of the Nash equilibrium prediction. The idea of an equilibrium is actually often a good model for where a system in which there’s a lot of feedback, and learning from trial and error, is going to move over time, but it isn’t necessarily a good prediction of what will happen the first time you play even if it’s for very high stakes. These games had often been done with different groups of people. It doesn’t seem to make that much difference if you are really good at math, or if you played chess a lot, or anything like that. Most people will pick numbers somewhere between say, 10, or 15, or 22, or 33, the first time they play. So, we’ve developed a theory of that type of thinking called ‘level-k reasoning’, which has these kind of steps of thinking. The main idea is: the steps don’t get that far. There’s a little bit of strategic thinking, but it’s limited.

Matt:	That makes me think of a couple things. One is: when I initially heard the beauty contest game, or I guess I also coined it in my mind ‘the 0 to 100 game’, I was too clever by half because my initial guess was the number one, which as you showed in some of your research, that was a terrible guess because people don’t adjust close enough to the equilibrium to make that meaningful. The other thing is: it was a sad day in, I think it was like 7th grade for me, or whenever, when me and my buddy discovered that there’s only like three or four moves in tic-tac-toe, and basically every single game should end in cats.

Dr. Colin Camerer:	Yes. One thing that’s interesting is: some of the games that are actually really fun to play, like rock paper scissors, which is similar to tic-tac-toe—it’s a simple game and you can kind of figure it out—from the point of view of mathematical analysis are kind of boring, but they’re not that boring to actually play. Probably, it’s because people aren’t always in equilibrium, and they’re trying to chase patterns and see things that are other players are doing. If you were to design video games, or a game show on TV, it’s not clear that equilibrium game theory would be as helpful as something that would incorporate more of a concept of human nature, and fallibility, and what’s fun and engaging.

Matt:	I’m curious, actually, that makes me think of another question: Rock paper scissors, is that a game, from sort of a game theory stand point, that has an equilibrium? 

Dr. Colin Camerer:	Yes. Actually, one reason [INAUDIBLE:  0:16:10] equilibrium is very powerful—and John Nash shared the Nobel Prize for this discovery—is you can show mathematically that if a game is finite, in other words there’s not infinitely many people bidding or playing, and they only have so many strategies they can choose like rock paper scissors, or so many numerical bids in an auction, even if it’s billions, as long as it’s not infinity, that there always exists an equilibrium. In rock paper scissors: equilibrium, as well as what we call, ‘mixed strategies’. That means that if you play rock every single time that’s not a best response, because someone will figure it out and beat you with paper to cover rock. So, the only equilibrium is one in which people choose rock paper scissors about 1/3, 1/3, 1/3 of the time. Again, when people play what happens is: usually people won’t play explicitly in that random way, although you could—it wouldn’t be very interesting—and then what happens is people try to pick out patterns and, “Can I predict what you’re going to do next time?” Associated with this is the fact that, roughly speaking, when you ask people to randomize, like if I tell you: imagine flipping a coin 100 times in a row. Write down a series of what you think 100 coin flips might look like. People are actually not that good at generating a truly random sequence. The main thing is they kind of over alternate. So, if you wrote down: head, head, head, then you’d write down tails, and you would actually have too few runs. So, you’d have strings of a couple heads, and a couple tails, and in a truly random sequence of 100 you should have about 50 runs, and usually people produce about 65 runs. In my cognitive psych class I used to do this, and I’d ask half the people to actually...I’d turn around and I’d ask half them to actually flip a coin, and half of them to simulate/imagine doing it, and then I would ask them to hand in their index cards, and I would see if I could tell whether it was human-generated or truly random. So, people aren’t typically—unless there’s special training or special tools—that great at randomization. 

Let me backtrack to one other thing about game theory. Another practical application that we studied, that everyone, I think, can resonate, or appreciate, involves what’s called a ‘private information game’. So, private information is a wrinkle which you don’t have in rock paper scissors, and you don’t have it in the 0 to 100 game, which is that one person knows something the other people don’t know, but everyone knows that there’s private information. For example, the kind of game we studied—and here we go away from the simple clear games in the lab to the messy world—involved movies. The idea is: we assume that the people who produced the movie, and have watched it, and have seen the entire movie, not just a short trailer in an ad, or a short clip that you might show on a TV show for promotion, they have a better idea of the quality than movie goers. So, if people have seen it they can say, “This is, on a 0 to 100 scale, this is going to be an 82,” or, “41.” What we studied we called ‘cold opening’ which means: from about 2000 to 2009 we looked at all movies in the US that were open on a lot of screens, which is 300 or more screens, so that didn’t include some smaller, independent films, but most of the movies are in our sample, and about 10% of the time the movies were not shown to movie critics in time for them to write a review. In the early part of our sample, in 2000, this was in a newspaper like ‘The New York Times’, or ‘The LA Times’, or ‘The Chicago Tribune’. Nowadays, the newspapers have become a lot less influential because trailers leak, and Rotten Tomatoes, and lots of other websites are influential in sharing their opinions about what movies are good. During the part of our sample the newspapers were kind of a big deal. So, about 10% of the time the movies were not shown to critics so that there was a review, and the way you can tell is: if you open up the Friday newspaper—again, this is kind of historical big game theory—in Los Angeles, you would see an ad for say, “Ondine”, which was a Colin Farrell movie, and it would have a bunch of blurbs that would say, “Marvelous. Four stars,” from Manohla Dargis in ‘LA Weekly’, for example. So, the way those stars got there was that a version of the movie was sent to the critics a couple days early, and they would prepare the reviews, and then they would give it to the studios so they could put it in the print ads on Friday. So, in the Friday paper you’d see a print ad that had a...if it was flattering, that had a quote from a critic, and then in the same section of the newspaper you’d see the critic’s review that would say, “I loved this movie, Ondine.” Meanwhile, the movie, “Killers”, with Katherine Heigl and Ashton Kutcher was not shown to critics in time, so if you opened up the print ad, there’s a picture of the two stars, “Killers”, the name of the director, and it has no quotes from critics at all because critics weren’t allowed to see it. Of course the obvious intuition is: the critics are going to tell everyone how terrible the movie is and then people won’t go see it, but game theoretically, that’s actually a little bit surprising because movie goers should be able to infer: if there’s not review it’s probably because it’s really and, and they didn’t give it to the critics. In this case, no news is bad news. If you don’t see a review it’s probably because when the reviews eventually come in—usually movies are reviewed later, like on a Monday or a Sunday—they’re going to be pretty bad. In fact, empirically that’s what happens. So, we collected data from Metacritic...Metacritic is a great website, by the way, which averages from about 5 to 20 or 30 different critical reviews, and you get a beautiful little Gaussian normally distributed distribution where most movies are around a 50 on their 0 to 100 scale. If the movies are a 20 or below...a 25 or below, which included the Ashton Kutcher and Katherine Heigl movie, then the chance of not showing it to critics is much higher. So, if you don’t see a critic review, and you kind of knew about the statistics that we had gathered, you should say to yourself, “A lack of review is the same as a bad review,” basically. We took our theory of level-k thinking and the level-k theory says: some movie goers are just kind of naïve. Those are like the people who pick 50 in the 0 to 100 game. They’re just not thinking strategically: Well, wait a minute. What are other people going to pick? Because I should be responding to them.” So, the naïve movie goers say, “I didn’t see a movie review. That doesn’t mean anything. It’s probably kind of average,” and actually it’s not average. If there’s no review, statistically, it’s below average. The way we could tell that the movie goers were being naïve was: if you write down some very fancy math, and look at the statistics, your prediction is that the movies that aren’t shown to critics will earn about 10% or 15% or more than they really should, given their actual quality, because people are naively guessing the quality is much better than it is, and too many people will go to those movies. So, we looked at all the data, and did a very careful statistical analysis, and it turned out to be consistent with this theory that there’s some degree of movie goer naivety, and the result is: if you make a bad movie, don’t show it to critics and your movie will make about 10% or 15% more than it really should because you’re fooling some of the people some of the time.

Matt:	That’s fascinating. I’d love to dig in a little bit more. Explain, or kind of tell me more, about the concept of level-k thinking, or the level-k model of behavior.

Dr. Colin Camerer:	The basic idea is: we’re going to assume that whether it’s IQ, or practice playing games, or how motivated people are by an experiment, or by figuring out what the movie critiques are doing, that it looks like we can kind of sort people into people who are not very strategic. Those are what we call ‘level zero’, and that means that we think what’s going on is that they’re picking sort of a salient simple strategy. Maybe something just pops out, or they’re exhibiting naivety, like the movie goers. They open the ad, or they see an ad on TV, and the ad doesn’t have any critic information, and they don’t notice that there’s no critic information. So, they assume that no critic information is kind of like ‘average’. Then, level one players are players who think that other people are level zero. So, in the 0 to 100 game that we talked about earlier, those are people who think: ‘I think other people have no real clue. They’re going to pick numbers around 50, like lucky numbers, or their birthdays, or something like that, and “I’m going to pick 2/3 of that.” So, these players are being a little more clever because they have a concept of what others will do and then they’re responding to it. These would be something like a movie goer that says, “Gee, if the studio is smart then they’re not going to show their worst movies to critics, but I can’t tell beyond that how smart they are, or how bad the movies are.” Level two players think that they’re playing level one players. So, they’re going to pick 20 to 33, and so on. So, you can write down a kind of sequence of these types of players. The zeros choose something that’s kind of focal or random. The ones think they’re playing zeros and they respond. The twos think they’re playing ones and they respond. With just a couple of steps, usually zero, and one, and two is the only levels you need. Although conceptually, in principal, people could be doing three steps, or four steps. You might get that sometimes in a very complicated novel, or like a sci-novel, where, “I think that he thinks that she thinks,” and there’s double agents and things, but usually mentally it’s kind of overwhelming. It sort of boggles the mind to think more than two or three steps of reasoning. We’ve applied this type of framework to movies. It’s also been used to analyze some managerial decisions like when managers will adopt a new technology. It depends on how many other managers they think will adopt, and how many manager’s managers think, and so on. 

We’ve also used it to explain a lot of different experiments we’ve run in the lab where the games are much simpler. You can often see...in fact, literally we can see, say, if we put different numbers on a screen which [INAUDIBLE:  0:26:07] the payoffs from choosing different strategies. If you’re a level zero player you’ll look at certain numbers and ignore some numbers. If you’re a level one player you’ll look at what the other player’s payoffs are. If you’re a level two player you look at everything. So, the more levels of thinking you do, we can tie that directly to what you look at, at the computer screen, and we use a measurement technique called ‘eye tracking’, which is basically a tiny camera that looks at your eye. If your eye moves a little bit, like to look at the left part of the screen instead of the right part of your computer screen, the camera’s sensitive enough to see where you’re looking. It can kind of locate where your eye is looking on a computer screen within the precision of about a quarter...a quarter coin. So, if we put the payoffs on the screen in a certain way we can detect, to some extent...not perfectly, but we can roughly detect who’s doing two steps of thinking because there’s certain information they like to look at in order to figure out what to do. So, a combination of eye tracking [INAUDIBLE: 0:27:04] experiments have given us an idea of... And basically, I should add we...typically we estimate for, say, college educated student populations that something like 10% or 20% of people are level zero, they just aren’t really thinking through at all. Maybe 40% are level one, that’s the most common. And maybe 30% are level two. Sometimes you’ll see what looks like much higher level thinking—level three or level four.

Matt:	The first thing that makes me think of is poker, and longtime listeners will know that I’m a big poker player. We’ve previously had some guests on here talk about some of the psychological elements of that game. Poker’s a great example of a game where you, depending on what level of thought your opponent is at, you have to adjust your thinking and play one level ahead of them, but if you play two or three levels ahead of them you can...it can end up backfiring, and being kind of the same thing as picking 1 in the 0 to 100 game.

Dr. Colin Camerer:	Every so often I think we should try to get a grant and study poker, or just study it, because from a game theory point of view it actually hasn’t been studied very much. Although, early in the history of game theory, some of your listeners will know that the Seminal book on game theory [INAUDIBLE:  0:28:13], in the 1940s. It’s somewhat weird in social science that someone writes a book and really creates a whole field, but their book really did. There was some earlier research that they had built on, but their book really made a big splash. They actually have a chapter on poker, but it’s a super simplified version in which you basically get a high card or a low card, and there’s one round of betting. So, they picked a simple enough example that you could fully analyze it and see what’s happening. Of course what makes real poker so interesting is that, you know, there’s some mathematics. You have to kind of figure out how strong your hand is, but it also depends upon, as you said, on what strategy you think the other player is going to play. Are they going to play tight and only bet when they have great cards? Are they going to bluff more? People who play poker a lot often talk a lot about building kind of a model of the opponent, which is essentially a level...what level is this person playing? [INAUDIBLE:  0:29:11] be pointed out, much like in the 2/3 of the average game, if you kind of over play your opponent, as if they’re really...for example, if you think they won’t fall for a bluff, you may not bluff enough. So, you’re kind of leaving money on the table. It’s also a cool game from a psychological point of view because if you play face-to-face you may have all kinds of information conveyed by facial expressions, which is something that neuroscientists have studied for a long time, including with animals. Of course, there’s that evil poker face which is related to what we call ‘emotional regulation’. You know, you have really great cards, and you don’t want to show that in your face, or you have terrible cards and you don’t want to show that in your face. And the concept of tells, in other words, only a certain amount of emotions can be well-regulated by us. So, unless you’re a sociopath, or a fantastic actor, it may be hard to control your emotions fully. So, somebody can really figure out what your tell is when you have terrific cards over hours and hours of watching you, and might be able to infer your hidden information, or what we call ‘private information’ in game theory, from what’s on your face, or from your fingers tapping, or brushing your hair, or so forth. 

Matt:	I personally definitely would advocate you studying poker. I think that’d be fascinating, and I’d love to dig into that research at some point.

Dr. Colin Camerer:	Usually, and especially at places like Caltech, we have a lot of freedom to study what we're interesting in, and the nice thing about poker is I don't think we'd have any trouble getting volunteers to play. And, of course, there's lots of online data. There's no shortage of interest in and ways in which you can dig into poker as a neuroscientific, psychological kind of test bed. And, of course, probably lot of the basic processes are, you know, like bluffing or mind-reading or face-reading, happen in other kinds of things, like bargaining, and other things that are important in political science and economics and everyday life.

Matt:	I'm curious going back a little to the level-k model of behavior. Why do you think people get stuck in level one or level two of strategic thinking?

Dr. Colin Camerer:	Well, one variable that doesn't predict perfectly, but it is correlated, the correlations are around 0.3 or 0.4, where zero is no correlation at all and plus-one is perfect, and in these kind of social science type data, we rarely get plus-ones. So, 0.3 or 0.4 is not too bad. And anyway, a variable that's correlated about 0.3 or 0.4 with steps of reasoning is working memory. And so, working memory is basically, you know, I read you a list of digits--four, three, four, six, one--and then you have to quickly remember how long the list was and get the digits correct in order. And so, some people can remember five or six digits. That would be a pretty short working memory span. Can people can remember eight or nine. And working memory, how many things can you kind of keep track of, turns out to be a pretty good, solid but modest correlate of lots of types of intelligence and ability to be cognitively flexible, and also the number of steps of reasoning you took. So, people with more working memory tend to make choices that are consistent with level two reasoning. So, if I looked at the zero to 100 game, and I looked at people picking around 50 and around 33 and around 22 or lower, or someone like you picking one--which is a good guess if you're playing highly sophisticated people, but not for the first time--you probably would get a nice correlation, a modest but positive correlation between the number of things people can keep in mind like numbers and then how many steps of thinking they do when they're thinking about games. 

Matt:	Changing gears a little bit, I'm curious. One of the things you talked about, and you may have touched on this earlier, is the idea of the theory of mind circuit. Can you extrapolate on that a little bit?

Dr. Colin Camerer:	Sure. So, this is an idea that actually came originally from animal research starting in 1978. There were some beautiful but very early studies with chimpanzees, and the primatologists, called Premack and Woodruff and others, were interested in whether chimpanzees have an idea that another animal could be thinking about something differently than they are. And so, shortly after that, some philosophers actually suggested a really clever test for theory of mind, which is called the false belief test, and the idea is...often it's done with children, with a kind of storyboard, or you could make a little video. But I think I can...hopefully I can describe it well enough that people can get the idea, or they can Google and learn more. And the false belief test [INAUDIBLE 00:33:50], so you see a little cartoon storyboard. Sally-Anne goes into the kitchen and takes a cookie out of a cookie jar. She leaves. Her mom comes in and takes the cookies out of the cookie jar for some reason. Maybe they're melting because it's hot, like it is now in Philadelphia, and she puts the cookies in the refrigerator. Closes the cookie jar lid. And, of course, Sally-Anne doesn't see that, because she went outside. The mom leaves. Sally-Anne comes back. The question is, where does she look for the cookies? And so, if you follow the storyboard, you know that the cookies are in the refrigerator, but if you have theory of mind, you have the capacity to know that Sally-Anne thinks the cookies are in the cookie jar, because you saw something--the cookies being moved from the cookie jar to the refrigerator--that you know she didn't see. And it turns out when children are two or three, they will typically say, "Oh, I should look in the refrigerator." And the reason is the kids know something, which is where the cookies are, and they can't imagine that somebody else doesn't know it. So, they think the cookie goes in the refrigerator. Sally-Anne must know there are cookies in the refrigerator. So, they're not able to maintain a concept of something being true where the cookies are, and somebody else having a false belief. And, as the kids get older, typically around five years old... And this is a very solid finding from many different cultures, and it doesn't seem to matter whether the kids are illiterate or in a developing country. There's been studies in several different continents, including Africa and Australia, and at around five years of age, the kids realize, "Oh, you know, I know the cookies are in the refrigerator, but Sally-Anne thinks they're in the cookie jar." And so, that's the correct answer. So, this test, and a number of other ones, have shown that there seems to be a somewhat distinct mental circuit called mentalizing your theory of mind circuit. It involves dorsolateral prefrontal cortex, which is sort of right in the center of your forehead, maybe an inch or two above your eyebrows, temporal parietal junction, which is kind of back in the temple, and areas in what's called the medial temporal lobe, and also regions of singular cortex, which is a kind of part in the center of the brain. 

	And so, another way to student mentalizing, which is shifting to the neuroscience, is some colleagues of mine have developed what they call the why-how test. And so, you might show, for example, a picture of somebody inserting a screwdriver into a toaster oven, and the how question is, "How are they holding a screwdriver?" Well, left hand, right hand. And that doesn't really require any theory of mind. It doesn't require you to think about the intention of the person or what's in the person's head. It's just a physical activity. So, that does not require theory of mind. The why question is, "Why are they using a screwdriver in the toaster oven?" And the answer might be it's broken or they're trying to get the toast out or something like that. That requires mentalizing. It requires to think about the person's intention, why are they motivated to do things in that way. And so, if you show people a series of why questions and a series of how questions, and you ask which areas of the brain are differentially active when they're figuring out why versus how, you get a nice clear map of what's called this mentalizing network. And a few studies have linked that to game theory, so that people who are doing more strategic thinking, like picking a lower number in the zero to 100 game, or presumably other games, or people who say, "Wow, there was no movie review. That's probably bad news, because I think the studios know if it's good or not, and it's bad, they don't show it to critics." So, they're making a strategic inference about the knowledge that another mind has -- in this case, the studio. And so, there's some evidence that more activity in this mentalizing region is associated with more strategic thinking, in terms of these level-k steps. Some of your listeners, again, will know, one of the reasons people became very interested in this mentalizing circuit is that children who are autistic tend to be slower to get the right answer in the false belief tasks, and the ideas that are part of autism is that, not necessarily a full inability, but a kind of weakness, or what clinicians call a deficit, in the ability to think that other people know things or think things that are different than what you know. So, the weak theory of mind is thought to be associated with autism. That's somewhat debated, because these things are never quite that simple, but the first couple decades of research, I think, are pretty solid about the existence of theory of mind and mentalizing and where it seems to be in the brain. And some of the medical questions about autism are a little more up in the air.

Matt:	You mentioned chimpanzees. Tell me a little bit about the strategic differences between human and chimpanzee brains, and are we smarter than chimps?

Dr. Colin Camerer:	So, we've done a little bit of work on that, and first, any time you work with animals--and the same thing with children, actually--it's harder to make very solid conclusions, because we can't ask the chimpanzees questions and we're never absolutely sure that they understand what we're trying to do. And also, the chimpanzees are usually motivated to do experiments by little cubes of food. So, if they're just not hungry, they're going to look like they're dumb. But it's not that they're dumb, it's that they're not competing for a reward. So, subject to that caveat, my collaborator [INAUDIBLE 00:38:58] who works in Japan, has a theory of what he calls the cognitive trade-off hypothesis. And the idea is kind of a very simple one evolutionarily, which is in the chimpanzee's natural ecology, it's really important for them to be able to play hide and seek games and to keep track of predators and prey and to do certain kinds of rudimentary strategic thinking. So, for example, if a bunch of fruit falls from a tree, it's really helpful if they can keep track of where the different pieces of fruit might've gone and where they are. And that takes a certain kind of working memory, right? Instead of a string of digits, like we talked about earlier, one, six, seven, the working memory that the chimps need is spatial working memory. You know, where did all this stuff go? And if they can do that better than other chimps, they can run and get food more quickly. So, you need some evidence that, especially with training, the chimpanzees are really good at spatial working memory, and the way he does it experimentally is to show them a bunch of numbers on a screen, like 1, 4, 3, 2, 6, in different places of the computer screen, for 200 milliseconds, which is very quick. You can just barely see the number. And then the numbers disappear and are replaced by black blocks, and in order to get a food reward, the chimp has to press the black blocks, which correspond to the numbers in order. So, wherever the digit 1 was originally has to press that box first, and then if the next digit was 2, in order, he has to press that, and if the next digit was a 4, he has to press that. And you can see on their website at the Primate Research Institute, called PRI, you can see some videos of this. The highly-trained chimps who do this thousands and thousands of times--they get really good at it--are really good. They're really good. With 200 milliseconds' exposure and a lot of training with five or six digits in a sequence, they can get about 80 or 90 percent correct. And people actually really aren't as good, although it's a little controversial, because it's hard to get human beings to do it for 10,000 trials. So, there's very few cases where people have been as trained as the chimpanzees. Anyway, so that motivated the idea that maybe the chimps are actually just really good, better than us, at keeping track of sequences of information that resemble something like fruits falling in the forest that's useful for them and their adaptation. And, by the way, the cognitive trade-off part comes in in the following way. So, the chimps are basically kind of like kids up until age two or three, and so a lot of the play they do among...the chimps playing, with chimps, kids with kids, is, you know, play that's kind of like practicing for strategic interactions or games that probably had some adaptive value as they were growing up. So, they play hide and seek, or the chimps are often...status dominance is very important for them, so we'll kind of wrestle and play fight to see who's stronger. And the difference in humans is, once children start to talk, a lot of their mental attention and probably brain matter is now solely devoted to this amazing tool which is called language. And also, children will shift over at age two or three or four to what's called group play. So, kids who were little would just play by themselves. Like, you get a bunch of kids in a room, and they're all sitting and playing completely independently, like little assembly line workers. When they start to talk, then they can start to play much more interesting games that involve talking to one another and bluffing and things like that. But the chimps never advance to that next stage. So, in a way, they get a lot more practice in their playtime in games that may require a certain kind of working memory, like hide and seek. "Where did that person run off to? I'm going to go look for them there." Or, "Where did somebody hide last time? I'm going to switch to a different location so that they'll go to the old location and not the new one." 

And so, [INAUDIBLE 00:42:41] hypothesis is that the chimps get this kind of endless childhood of practice in games that involve working memory and hide and seek. And so, we actually did some experiments with chimpanzees where they don't actually play hide and seek, but they see a little computer screen. It's basically an iPad with gorilla glass, or chimpanzee glass, so they can't smash it, and a little light comes up and you either press on the left or the right. And there are two chimpanzees actually next to each other in a glass cubicle, and for different various reasons, we used mother and sibling pairs, so it's like a mother and a little son, a mother, little son, one mother, a little girl, chimpanzees. And one of the chimpanzees is the hider, which means they want to pick left when the other person picks right. And so, they both see two separate screens, and they're picking at the same time. And so, the hider gets a food reward if they mismatch. "If I hide, I pick left, you pick right. Ha, as if you didn't catch me." The seeker gets a food reward if they match. You know, so if they both choose left, food reward for the seeker. The hider gets nothing. And, when they play this game hundreds and hundreds of time for food, two things happen which are interesting. One is that their choices, they seem to do a better job of keeping track of what the other chimpanzee has done in the past and then respond to that. So, if you're a seeker and you see the other guy has picked left, left, left, they switch to left more quickly. They're kind of learning and they're recognizing patterns. And the other thing is that when you plot the percentage of times they can choose left and right, remember from rock paper scissors, in these games, if you alter how much food you get for different combinations. Like, if I'm a seeker and I choose left and you choose left, ha, now I get three apple cubes. If I choose right and you choose right, I still get food, but I only get one apple cube. If you move around how much, from these different configurations of choices, you can change the mathematical predictions of the Nash equilibrium game theory. And it turns out that if you make a graph, the chimpanzees as a group, if you average across the six different chimps, there's three pairs, one playing hide or one playing the seeker, the chimpanzees are incredibly close to theory. I mean, I claim... I know a lot about this, but maybe not everything. I'm sure not everything, and there's always new studies coming along. But I've said this to several game theory audiences, and no one has ever said, "I've found an interesting exception to your claim," that the chimpanzees, as a group of just the six chimps, come about as close to these predictions of the Nash equilibrium, the balance of left and right play, as any group we've ever seen. And it might be just a fluke, because there's only six. It might be that they're trained a lot. They do this for hundreds of times and they're very motivated. They do it when they're a little bit hungry, so they're motivated to eat. Or maybe they have this special skill, so maybe that the chimps are actually a little better than us at this special type of game that involves hiding and seeking and, most importantly, keeping track of what your opponent has done the last few times.

Matt:	So, in that study, you had some human groups also either compete against them or just measure their activity, and they were further away from the game theoretical Nash equilibrium than the chimps.

Dr. Colin Camerer:	That's correct. And, in fact, for robustness, we did with a group of people in Japan, and they actually used the exact same image. So, they used the same type of iPad and pressing. So, it's not that we give them instructions that are a little bit different. The chimps, we don't really tell them anything verbally. They just have to learn it by trial and error. But we also have a group of African people who worked at a chimpanzee reserve in West Africa, and the difference with them was, well, first of all, we didn't use the computers there. We didn't have them. But we had them play with kind of bottle caps, and they could play with the bottle cap up or down, and that represented kind of like left or right, and one of them wanted to match the other person's bottle cap and one of them wanted to mismatch. And the advantage of Africa was people are poor, and so we could pay them what was a typical amount of money for Americans, but in terms of purchasing power, it's a lot of money. So, sometimes with these experiments, we would prefer that whoever's participating in an experiment is motivated by money so that they're paying attention and they continue to think. And so, the Africans made the equivalent of, in half an hour, 45 minutes of playing a couple hundred times with each other, they made the equivalent in U.S. purchasing power of maybe $150. So, you know, and you could tell by watching them, they were kind or really into this. This is sort of pretty important. But even then, their patterns and their data looked very much like the Japanese people, even though the literacy levels are different and they're from two different continents and their genetic material's probably a little bit different, and their incentives were quite different. But, if you plot the human groups, the two human groups, Japanese and Africans look quite similar, and then the chimps are just off in this land of their own, within 1% of where the mathematical prediction says they should be.

Matt:	So, for listeners who want to dig into not only that, but just game theory more generally, and some of the things we've talked about today, what resources would you recommend that they check out? Books, websites, etc.

Dr. Colin Camerer:	I think one that's sometimes used as an undergraduate text, so it's not too technical and it's well-written, is by Avinash Dixit -- D-I-X-I-T. He actually has a book with Barry Nalebuff, so I'll just give you his last name, since it's easier to spell it. Remember, it's Avinash Dixit -- D-I-X-I-T. So, he actually wrote a kind of popular book, and he also has a textbook, which is often used to teach undergraduates that are kind of not... You can teach game theory, as you might imagine, and it's sometimes taught this way in economics and even computer science and engineering in an extremely mathematical way, but it's really a sort of storytelling about human behavior with some mathematical structure on it. So, the Dixit book with Nalebuff is kind of a chatty, fun introduction with lots of examples. And he has another book. I believe it's with Skeath--S-K-E-A-T-H--that's more like a textbook you would use in a class, but not too mathematical. There are lots of very mathematical books, one by Roger Myerson, who is a Nobel laureate. And I have a book called Behavioral Game Theory, which, again, is not meant for a popular audience, but a lot of people have read it and told me they like parts of it. And it's called Behavioral Game Theory, and that's aimed at, say, advanced undergrads who know a little bit about game theory, but they're mostly just interested in how do people, and sometimes children or chimpanzees, actually play these games, and other principles like this, level-k thinking, besides equilibrium thinking. What are the different kinds of mathematical ways we approach this. And so, I hope... My book, unfortunately, is not a trade book. It's a university press book, so it's not very cheap, but there probably are used copies on Amazon that are not as highly-priced as textbooks usually are. And, again, it's not written... I didn't make a big effort like with Dixit's books to reach a big audience, but I hope at least some of your listeners who are willing to put with a little bit more math would find it interesting. Anyway, there are a bunch of books, although there isn't... Unlike Daniel Kahneman's book, Thinking Fast and Slow, there hasn't been a really great, fun game theory book written with lots of cool stories. Maybe I'll write one someday or somebody else will. But so far, Avinash Dixit's book, I think, is the best one.

Matt:	And what is one piece of homework that you would give listeners?

Dr. Colin Camerer:	Well, I think, you know... Abraham Lincoln, I think, said, "Think twice as much about the other fellow as about yourself." And so, the usual kind of mistake people make is to think about what they can get out of something and not to sufficiently think, what motivates the other person? What are they likely to do? If I'm very tough on negotiation, will I walk away? Yes or no. If I'm really easy in negotiation, something could happen. And so, the level zero players that we're talking about, by definition, are not doing anything strategically thinking. They're not saying, "Why is somebody doing this? What is their motive? What do they know that I don't know?" And so, often, a little bit of analysis like that goes a pretty long way.

Matt:	Where can people find you online?

Dr. Colin Camerer:	On Twitter, my Twitter is CFCamerer. C-F-C-A-M-E-R-E-R. And I do have a website, although it's not up to date particularly recently, and I haven't written... I'm on Facebook, but I don't post very regularly. Twitter, I usually comment on certain things, and I also try to... If I come across a recent research paper, sometimes they're quite technical and sometimes they're more...you know, there's a fun, really instant, interesting takeaway. I'll kind of use it to advertise, sometimes, my own research and other papers I think that people who are kind of interested in science at the level of your listeners might find fun to read.

Matt:	Well, Colin, this has been a fascinating conversation, and I just wanted to say thank you so much for being on The Science of Success.

Dr. Colin Camerer:	My pleasure. Thanks for having me.

 

 

September 22, 2016 /Lace Gilger
Decision Making
39-The Subtle Art of Not Giving a F*ck with Mark Manson-IG2-01.jpg

The Subtle Art of Not Giving a F*ck with Mark Manson

September 14, 2016 by Lace Gilger in Emotional Intelligence

In this episode we discuss how to escape the feedback loop from hell, the paradoxical idea of embracing negative experiences, why struggle creates meaning, how discover the false values underpinning your worldview, and how to cultivate the ability to sustain and handle adversity with Mark Manson.

Mark is a blogger, author and entrepreneur. Most well-known for his site markmanson.net, where he writes personal development advice that doesn't suck. He also wrote a book called The Subtle Art of Not Giving a F*ck. It doesn't suck, either.

We discuss:

  • Alan Watt’s Backwards Law (and why its so important)

  • How to escape the Feedback Loop From Hell

  • The paradoxical idea of embracing negative experiences

  • How your mind invents problems for you every day

  • Why Mark gives the advice “don’t try"

  • How to release the judgement of your own emotions

  • The difference between indifference and “not giving a f*ck"

  • The biggest “false values” you cling to that create unhappiness in your life

  • Why "entitlement" is the idea that you deserve happiness and don’t have to struggle for it (and how that causes suffering)

  • How to cultivate the ability to sustain and handle adversity

  • Why the key question to living a better life is NOT “what do I want out of life?"

  • Why struggle creates meaning and its important to feel bad sometimes

  • What champions and world class performers focus on every day

  • Why you should listen to Disappointment Panda

  • Why pain is required for growth

  • And much more!

If you are dealing with a challenge and can't figure out what to do next - listen to this episode! 
Warning this episode has some profanity!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Book] The Subtle Art of Not Giving a F*ck by Mark Manson

  • [Mark’s Website] markmanson.net

EPISODE TRANSCRIPT

Matt:	Today, we have another awesome guest on the show: Mark Manson. Mark is a blogger, author, and entrepreneur, most well-known for his site markmanson.net, where he writes about personal development advice that doesn’t suck. He also recently wrote a book called The Subtle Art of Not Giving a Fuck. It doesn’t suck either. Mark, welcome to The Science of Success.

Mark:	Thanks for having me, Matt. It’s good to be here.

Matt:	Well, we’re very excited to have you on. So, tell us a little bit about your background. 

Mark:	So, I started in 2008, I believe. I started a couple internet businesses, internet projects, and at the time I was, back in 2008, 2009, blogs were all the rage, so if you wanted to have a website and you wanted to get traffic, everybody was always screaming at you to start a blog. Blogs were the way of the future. So, I started some blogs, and it turned out it took me about two years to figure out that I wasn’t actually very good at internet businesses, but I was really good at blogging, and so I just kept writing. And I soon kind of found myself in this weird situation where lots of people would email me for questions and advice. So, I started just kind of writing about life advice and tried to bring a little bit of a new take... I wanted to be a self-help site that wasn’t self-help, and that was always a weird, interesting challenge. But things started to take off around 2012, 2013, and here I am today, what I’m still doing.

Matt:	Well, I really enjoyed almost the irreverence of your book, and I started laughing immediately. Even the very first chapter, I believe, is called “Don’t Try”.

Mark:	[Laughs] Yeah.

Matt:	Tell the listeners that story.

Mark:	So, the “Don’t try”, it’s actually a reference to Charles Bukowski, and I open up the book with him because he’s basically...he’s, like, the worst life example you would ever want to give anybody. The guy was a total alcoholic. He wasted all of his money. He was constantly getting arrested and doing inappropriate things. He would famously get drunk at his own poetry readings and just start insulting people in the crowd. But it’s funny because he actually, after struggling as a writer for 30 years, he made it big. He sold millions of copies of his books and he because a quote-unquote “success”. So, I always found it interesting that kind of... His story has always fascinated me in that on paper, he’s this huge literary success, but as a person, he’s like... You probably wouldn’t even want to get coffee with him, because you would just be so repelled by his personality. But the interesting thing about him is despite this kind of classic American dream story of him persisting for 30 years and writing poem, poem, and poem and stories and stories and stories and finally breaking through in his fifties and becoming a huge success, his last message—and actually, it’s engraved on his tombstone—is “Don’t try”. And I wanted to put that out there in the book because one of the central points I try to make is that if you’re always trying to be happier, that simple act of trying is just reminding yourself that you’re not good enough already, and if you’re always trying to be more confident or you’re always trying to be more liked by people, then the simple act of trying is going to reinforce the idea that you’re not already. And so, there’s this weird paradox with self-help stuff where the more people chase a result, in many ways, the more they prevent their own psychology from achieving it. And so, I wanted to lay that out in the first chapter and basically introduce to people the idea that this book is going to be a self-help book that basically tells you, “Don’t go after more, but rather give a fuck about less. Let go of things. Stop trying so hard, and just focus on the few most crucial and important things.

Matt:	I love the idea, and I’m curious to kind of hear more about it, the concept that focusing on the positive reinforces the negative. Tell me a little bit more.

Mark:	So, there’s this idea. I originally heard about it from Alan Watts. He called it the Backwards Law, but you see it pop up in a lot of places, which is the more you pursue some sort of positive experience, that very act of pursuing it is itself a negative experience. So, if you’re always trying to be richer, like, make more money, then what you’re doing is you’re creating a state in yourself of always feeling like you don’t have enough. If you’re trying to be more beautiful or better looking all the time, then you’re always creating this state within yourself where you feel like you’re not beautiful or good looking enough. Conversely, the acceptance of a negative experience, like accepting some sort of pain and struggle in your life, is itself a very liberating and positive experience. So, that moment when you kind of realize, like, you know what? Maybe I’m not going to be the next billionaire, but that’s okay. I don’t need to be a billionaire to have a happy and successful life. That thought in and of itself, even though a big portion of our cultural narrative would call that failure or giving up, that is a very liberating experience, and it’s actually far more emotionally healthy, I think, than the alternative. And so, the whole book kind of starts out with this idea of a negative approach to improving your life. You don’t want to improve your life by gaining more positive experience. You improve your life through becoming okay with negative experience.

Matt:	I’m a huge Alan Watts fan, by the way, and longtime listeners will know that. So, changing directions a little bit, I’m curious: What is the feedback loop from hell, and how would you describe it and how can you possibly sort of short-circuit it or break out of it?

Mark:	So, the feedback loop from hell is... It’s this idea where... It essentially stems from when we judge our own emotions. So, let’s say you’re a person that gets anxious very often and you would like to be less anxious. Well, what often starts to happen with people who desperately want to be less anxious is they start to become anxious about being anxious. So, they start worrying about the fact that they worry so much. Or you’ll see a lot of people who...they’ll get angry at the fact that they’re always so angry, or they’ll start to feel guilty because they feel guilty all the time. And because we judge these emotions as bad and unacceptable, we start entering into this spiral where we keep just reinforcing that emotion over and over. And then, of course, modern society, it doesn’t really help in the fact that if you’re feeling a little bit insecure about your life or you feel like maybe you’re not living up to your potential or whatever, the second you go on Facebook or the second you go on YouTube, you’re just bombarded with all these people getting married and buying a new car and getting a new house. So, there’s this constant kind of reminder of “you’re not good enough” or “it’s not okay for things to suck sometimes”. And I jokingly say, I say, you know, the feedback loop from hell, I think it’s kind of reaching a fever pitch in our culture. There’s this constant focus on living up to these unrealistic expectations all the time that is really harming us and harming our emotional health. And I say that not giving a fuck, it’s going to save everybody. That’s the only way out of the feedback loop from hell. The only way out of the feedback loop from hell is being like, “You know, I’m feeling really anxious today, but I don’t really give a fuck. Being anxious, it happens. That’s just part of life and I’m going to go on and do the things I need to do anyway. It’s releasing that judgment of your own emotions so that you don’t fall into this spiral of just experiencing it more and more.

Matt:	So, the idea of not giving a fuck, there’s different ways that you can sort of interpret that. Some people listening might have a totally opposite opinion in the sense that, you know, well, no, I really think that you should give a fuck, that you should care deeply. You make a really important distinction in the book between the idea of indifference, being indifferent to everything, versus not giving a fuck. Can you explain that distinction?

Mark:	Yeah. The first impression people always have when they hear not giving a fuck is that it’s basically this really cool guy or girl who’s just kicking back, day drinking at work or something, it’s like, no fucks given. And it’s a cultural reference. You know, not giving a fuck, it’s a funny kind of linguistic term that is thrown around a lot these days. But one of the first things I try to point out in the book is I say, like, “Look. What we’re really talking about here is we’re talking about values and meaning.” I mean, I’ve been jokingly telling people that I really wanted to write a book about values and what people choose to care about and how that matters, but nobody would buy a book on values, so I decided to call it...to write a book about not giving a fuck. But it’s basically... It’s kind of like a trick. It’s like a Trojan horse to get the reader to start thinking about these deeper questions of, like, what am I choosing...what am I giving a fuck about in my life, and why am I choosing to care so much about that? One of the first things I’d point out in the first chapter is I say, you know, it’s impossible to not give a fuck about anything. We all have to care about something. The problem is that most of us are either not fully aware of what we’re caring about or where we’re finding meaning, or we’re not consciously... Like, we didn’t choose... Like, our values were given to us. They were just picked up from pop culture or whatever. We’re not consciously choosing what’s actually important in our lives. We’re just going along with what everybody’s always told us. So, the real meat of the book is actually...it’s a question of what do you value and how did you come to your values and are your values helping you or are they hurting you. Are they bringing more happiness and joy to your life or are they creating more misery?

Matt:	So, for somebody who’s listening out here and they’re unsure maybe even what their values are or how to discover them, what would be a way to kind of take the first step on embarking down that path?

Mark:	The first step is to always look at what you emotionally react to. Your emotions are essentially just feedback mechanisms for what you decide is important in life. So, if you are getting blindingly angry that, you know, your pizza came with the wrong toppings, that is a reflection of what you are choosing to find important in life, and perhaps that’s something that you should reevaluate and decide maybe, you know what? Maybe my pizza’s not that important. Or often, you know, what I talk about is that people who are extremely emotionally volatile around really superficial things, the problem is not that they’re superficial people. The problem is that they simply don’t have something more important to give a fuck about. I have a joke in the book about an old woman who screams at a cashier because they won’t accept her coupons, and that’s a true story, by the way. I know of the woman that that was based on. But I remember when I saw that, I was like... What really made an impression on me wasn’t the fact that this woman is just being really mean over some coupons. It was that this woman probably doesn’t have anything else going on in her life, and that is actually the problem. So, the first step is always look at what you’re responding to emotionally, and the intensity of the emotion is always proportional to basically how many fucks you’re giving or how important the thing is to you.

Matt:	So, from what you’ve seen, what are some examples of negative values that people cling to that might end up causing self-sabotage or unhappiness or whatever we’re looking to avoid?

Mark:	You know, there’s a couple big and obvious ones that everybody’s probably going to be familiar with. You know, so one of them is impressing other people. Like, we’ve all learned from many different places that if you’re trying to impress other people all the time, it’s just not going to... Things are not going to go well. Even if you do impress them, you’re not really generating any sort of significant meaning or happiness in your life. So, that’s a bad value that a lot of people adopt. Another one is chasing material success. We all know... We’ve all seen time and time again that being fixated on just earning a lot of money for the sake of earning a lot of money doesn’t necessarily bring a lot of joy and happiness to your life. There are a couple others maybe that aren’t as obvious that I tackle in the book. One is feeling good or pleasure or avoiding pain. I try to make a strong argument in the book that this constant needing to be distracted or pleased, whether it’s by just opening 20 tabs on the internet and looking at cat GIFs, or having a waiter at the restaurant who does absolutely everything you say. I think our culture is getting a little bit caught in a trap where we’re starting to feel very entitled and pampered, and this is a pretty harmful value to hold onto, this idea that you need to experience pleasure...like, feel good all the time. I think it’s important to feel bad. Like, feeling bad has...it has an evolutionary purpose, it has an emotional purpose, it has... Meaning and importance in our life requires there to be some sort of struggle or a sense of challenge. And so, if we avoid that struggle and challenge, then we’re always just going to feel a lack of meaning and purpose.

Matt:	The idea that it’s important to feel bad, tell me more about that and the concept that struggle creates meaning.

Mark:	So, when people think about happiness, there’s two things that they’re talking about, and these two things get confused a lot. You have pleasure and then you have fulfillment, and I believe that in positive psychology they refer to it as pleasure and fulfillment. And pleasure is just stuff that immediately feels good. So, if you want to experience pleasure, it’s actually very easy. You can just go buy a bunch of heroin and go crazy. But just because you’re feeling that pleasure, doesn’t mean you’re actually bringing any sort of lasting fulfillment or happiness into your life. In fact, oftentimes, chasing pleasure does the opposite. You bring short-term enjoyment but you sacrifice your long-term health and emotional health. Fulfillment, on the other hand, is not always pleasurable. So, fulfillment comes from a sense that you’re doing something that’s important, you’re doing something that is a really significant use of your time on this world. And so, a good example of something that’s fulfilling but not pleasurable is, say, something like raising kids. You know, if you ask any parents of a newborn child, like, how they’re feeling lately, they’re under-slept, they’re constantly stressed out, their whole life has been thrown into disarray. It’s not very pleasurable, but at the same time, it’s one of the most fulfilling and meaningful experiences of their life. And so, you get this kind of weird tension or this weird kind of feeling both things at the same time. The interesting thing is that pleasure comes and goes no matter what you do. You can always find pleasure very easily. It’s the fulfillment and meaning that’s very hard to find, and that’s what sustains us over the long term. That’s what keeps us feeling good about ourselves, feeling good about the world, waking up with a sense of purpose. But, to achieve that fulfillment, you need to be willing to feel bad. You need to be willing to struggle. There’s no such thing as a meaningful thing that is just given to you. For something to feel meaningful and important, there has to be some sense of sacrifice or that you went through something or that you overcame some sort of adversity. And so, that’s why I harp so much in the book about personal growth shouldn’t be about overcoming your struggles or getting rid of your struggles. It should be choosing the struggles that matter to you. Life is always going to be full of problems, so you should just choose the problems that feel meaningful and important to you. Because once they’re meaningful and important, you’re actually glad you have those problems. Like, you’re actually glad to take on them and work on them and do something about them. You’re not trying to avoid them all the time.

Matt:	I think that’s such an important insight, the idea that there’s no such thing as a meaningful thing that is given to you. In order to create meaning, you have to go through some sort of struggle, you have to go through some sort of challenge, you have to overcome some kind of problem or obstacle in order for something to truly be meaningful. If it’s given to you, then it essentially...you don’t really care about it. It doesn’t have any true meaning to you.

Mark:	Yeah. You take it for granted.

Matt:	So, going back to the example you used earlier of the old lady with the coupons, one of the concepts you talk about that I really enjoyed in the book was the idea that the mind invents problems when it doesn’t have any real problems or real struggles to deal with. Tell me a little bit more about that.

Mark:	That was actually... I heard this idea. It was from an artist who said that... And it was funny because I think he was giving an interview that had nothing to do with life or happiness. He was talking about something completely unrelated, but just as an aside he was like, “Yeah, when you don’t have any problems to deal with, usually your mind creates some for you.” And I think that is... It’s such a profound insight into our own psychology, and I think that’s something that we’re experiencing a lot today. We all kind of make fun of our parents’ generation or our grandparents’ generation that was like, “Oh, when I was your age I used to walk seven miles to school,” and all this stuff. But it really is a natural facet of human psychology to... We adapt very quickly to what makes us comfortable and we begin to expect it, and when we don’t receive it, we get cranky and we start feeling entitled to it. I think it’s an important thing to understand about ourselves, that we will always look... I mean, it’s part of our innate desire to have that meaning in our lives, so that if we don’t actually have anything meaningful to struggle for, we’ll go around and start looking for struggles to give us that sense of meaning. And if we haven’t picked something that is actually worthwhile, like, I don’t know, saving kids in Africa or something, we’ll start picking struggles like not being able to cash coupons at the grocery store or whatever. And so, this comes back to this whole idea of you have a limited amount of fucks to give in your life, and one of the most important questions you can ever ask yourself is, “Where are you going to allot those fucks? Where are you going to... You have limited energy to care about something, so what are you going to care about? Are you going to care about the coupons or are you going to care about something greater, more significant, more important?” And that kind of is the... I don’t want to say the ultimate question of life, but I just think that it’s... People don’t realize how much that questioning of their own values affects all this other stuff. It affects how you determine whether you’re successful or not. It affects, like, where you seek happiness. It affects your relationships. That was kind of rambly, but... [Laughs] I hope it came through there. 

Matt:	No, definitely. I think that makes a lot of sense.

Mark:	Okay.

Matt:	So, you’ve touched a couple different times on the concept of entitlement. Tell me about how people become entitled and what entitlement means to you.

Mark:	I believe that entitlement... So, I have a very broad definition of entitlement in the book. You know, when you hear the word entitlement, you think of, like, spoiled brats who have never had to deal with anything in their lives and they expect everything to be handed to them. That is certainly one type of entitlement, but what I see as entitlement and kind of the way I describe it in the book is the sense that you deserve to feel good, you deserve happiness without actually having to struggle for it. And this is one of the things that kind of worries me and I touch upon in different places throughout the book, about conventional self-help and the culture at large, is that we’re constantly being sold this idea that we all deserve to be happy without having to work for it, and that plays out in a bunch of different ways. It’s not necessarily just the spoiled brat. You get a lot of entitled people who start to fashion themselves as victims of everything around them, and so you kind of get this victimhood entitlement. You get a little bit of... You get entitlement in people who start exhibiting a lot of addictive behaviors. You know, maybe they get addicted to partying five nights a week, and the way they rationalize it to themselves is, “Oh, well, I deserve to be happy. I deserve to do this,” even though they’re losing their jobs over and over and they’re not able to pay rent. And entitlement, really, it just comes from this deep-seated inability to handle adversity. It’s the most important skill in life, is really just to be able to sustain adversity and move on despite it. And if people are being taught over and over that adversity’s not their fault, they don’t deserve to have to deal with adversity, they deserve to feel good, then they never develop this skill, and so when it happens, they’re just unprepared.

Matt:	So, how do you cultivate the ability to handle adversity?

Mark:	I mean, adversity is going to happen to matter what you do, so I think the first step is to just accept that. Like, shit happens. Things are going to suck sometimes no matter what you do, no matter... Like, one of my lines from the book is “A starving kid in Africa has money problems. Warren Buffet also has money problems. It’s just that Warren Buffet’s money problems are much better than the starving kid in Africa.” And that’s just true. The problems in your life will never stop, will never go away, and so I think the first step is accepting that. The second step is then to take responsibility for those problems, regardless of whether they’re your fault or if it’s unfair or if it’s unjust. We’re all victims at times. We all get screwed over at times, and we all deal with adversity at times, and there needs to be kind of a radical sense of personal responsibility in those situations.

Matt:	I love both pieces of advice, and they’re both ones that I’ve definitely taken to heart, that, one, kind of the acceptance that setbacks and failures are inevitable, and the second is taking total responsibility for owning those problems and facing reality and figuring out what you’re going to do next, and I think those are also really, really key lessons from a couple other books that you may have read as well that listeners may want to check out. One would be The Obstacle is the Way by Ryan Holiday, and another would be Extreme Ownership by Jocko Willink. Both of those are great books that kind of dig into that specific idea.

Mark:	Yeah, definitely.

Matt:	So, one of the other things you talk about is is the idea of instead of asking what do you want out of life, you suggest that we ask a different question. What would that question be?

Mark:	The question is, what pain do you want to sustain? And this comes back to the idea that struggles, difficulties, they’re always going to be present in your life. And so, the key question of living a better life, and I guess this is... The subtitle of the book is A Counterintuitive Approach to Living a Good Life, so this is that counterintuitive part. Instead of saying, “How do I get rid of my struggles? How do I get rid of my pain?” the question should be, “What pain do I want? What struggles do I want? What difficulties excite me and invigorate me?” You know, I’ve met a lot of people who...maybe they want to start writing or they want to write a book, and they come to me for advice and they say things like, “Well, I try to sit down and I write and then I get really insecure about it so I delete it, and then I hate everything I write, and then I just procrastinate and it’s been six months and I haven’t written anything,” and they look to me for advice, and I always find it difficult to answer those situations because the same problems that they’re avoiding or they don’t like with writing are the exact same problems that I love. Like, I love sitting down for hours and just meticulously picking at a paragraph I wrote or a page I wrote. I get really excited about just spewing thousands of words out onto a page and seeing what comes out. There’s something about that that invigorates me. And actually, in the book, I talk about how originally I wanted to be the musician, and I discovered the hard way that I actually didn’t want to be a musician because I didn’t want to deal with all the problems and struggle that came with being a musician. It’s like, I wanted to be on stage, but I didn’t want to have to deal with practicing and hauling my gear around and playing gigs and not getting paid for them, and so I inevitably quit. And so, I think people look at the question of what they want to do with their life too much in terms of, like, what rewards to they want. Instead they should be looking at it in terms of, like, what struggles do you enjoy, what problems are you good at solving. 

Matt:	That was one of my favorite stories in the whole book, the story of you spending your childhood envisioning being a rock star, and I think you even said it wasn’t a question of if you’d be a rock star, but it was a question of when. And then you sort of slowly had this realization that you might have loved the result, but the process you did not like at all.

Mark:	Yeah, and it was funny. It took me a long... So, I stopped playing music when I was about 20 and I still held onto that dream for years. It wasn’t until I was in my late twenties and my business was doing well and I was loving writing. Like, in the back of my mind I was always like, “Oh yeah, I’m going to do this for a while and then I’m going to go back to music and I’m going to finally start that band that I haven’t started in the last ten years.” It was this story I kept constantly telling myself, and it finally was... You know, in my late twenties I realized, like, it’s just not going to happen, and it’s not going to happen... It wasn’t like a sad realization. I mean, it was a little sad, but it didn’t feel like a failure. It felt very liberating to realize that, to realize that I actually didn’t want it. I liked the fantasy, but I didn’t like the reality, and it’s important to understand the differences between those two things.

Matt:	And you used a great analogy in the book. You talked about the idea that it’s the people who enjoy the struggle are the ones who actually end up achieving the result, and I think... You gave a number of examples, but one of them was just the example of athletes. It’s the people who obsess over practice and are constantly...you know, they want to get out on the field, they want to practice every single day, every single little nuance of their game. Those people aren’t necessarily focused on the end goal of whether it’s winning a Super Bowl or a gold medal in the Olympics or whatever it might be. They’re focused, and what they love doing, is the struggle every single day of practicing and tweaking their diet and everything else.

Mark:	Yeah, and another thing I talk about in the book is this idea of greatness, this idea that...like, to be this great person. I try to bring back humility or being ordinary. I emphasize in the book that it’s important to embrace the fact that almost all of us are pretty average and ordinary at almost everything we do, and there’s another kind of backwards law thing here, where the people who actually do become huge successes, they usually just see themselves as very ordinary. I did an interview a few weeks ago with a guy in the athletics and sports psychology world. He works with coaches and actually with a bunch of Olympic athletes. He had some athletes at the Olympics. And one thing he told me is, he said, you know what’s funny about sprinters, like, even sprinters at the Olympic level, is that they all think they’re slow, all of them. Like, he had never met a single sprinter, even world class sprinters, who was like, “Oh yeah, I’m faster than everybody.” They all think that they’re not that fast and that they need to work harder to be fast again. And I find that absolutely fascinating. And you see this in all sorts of big figures that are held up. Like, Michael Jordan, even when he was winning all these championships, every interview he was like, “Oh, yeah, I need to improve. There’s still a lot of holes in my game. I need to get better.” You look at, like, people like Bill Gates. Even when he was the richest man in the world, he was like, “Oh, Microsoft can be doing so much more. We really missed some opportunities lately.” And I find... I think the outside would just looks at that and is like, “Oh, he’s humble. That’s nice.” You know, but I think there’s something deeper going on there, and that is these people, they don’t buy into their own myths. Like, the myths that are built about them. You know, like society looks at these people and kind of builds a myth out of them. So, it’s like, oh, this was a great person. He was the greatest basketball player who ever lived, or whatever. But the people themselves, they never buy into that myth. They never buy into this idea that they are somehow extraordinary in some way. Because if they did, then they would probably sabotage themselves psychologically. They would probably start becoming entitled and take it for granted and stop working so hard and stop being so curious and innovative, and I’ve always found that really fascinating.

Matt:	And is that the concept in the book that you touch on, you call, I think, the tyranny of exceptionalism? Yeah, the tyranny of exceptionalism.

Mark:	Yeah, and I tie that back into the stuff I was talking about earlier with the internet and social media. Like, one topic I’ve been really fascinated in this year... I touch on it in the book, but I’ve been writing about it more in my blog this last year, is the fact that the internet skews... So, the internet provides so much information for so many people, but because there’s so much information, we have to sort it somehow, and the way it’s getting sorted right now is that typically, only the 0.1% most extraordinary information gets passed around. And in some ways, that’s great. Like, you want to hear about the biggest, most important events. But the problem with that is that most of us spend all day, most of our days in front of a computer, and if all day we’re just getting bombarded with the most extraordinary information, the most extraordinary news, the most extraordinary events both good and bad, it starts to create...like, warp our perception of...I guess of the world, but also, it warps our expectations for ourselves and for other people, and I see this a lot. I get a lot of emails from my readers, and I see this particularly with younger readers. I get a lot of college-age kids who email me, and they seem to have these bizarrely unrealistic expectations for themselves and for life in general, and I just find it a little bit worrying, that effect that it’s possibly having on all of us psychologically, but I think it’s something that needs to be talked about more and people need to be more aware of.

Matt:	Tell me a little bit about the concept of the Disappointment Panda.

Mark:	[Laughs] It’s a superhero, man. [Laughs] So, Disappointment Panda is the superhero I invented in the book, and his superpower is that he tells people uncomfortable truths about themselves. And he literally goes door to door like a Bible salesman and knocks on the door, and the person opens it, and Disappointment Panda’s like, “You know, if you make more money, that’s not going to make your kids love you,” and then he just walks away. [Laughs] And the person’s whole reality gets shattered right then and there. But Disappointment Panda, he’s kind of just like a metaphor for, I guess, I think what we really need these days. I feel like all the classic superheroes, like Superman and Spiderman and Captain America or whatever, they were all created in the ‘30s and ‘40s, and if you look back then, it makes sense. The world was completely falling apart economically. World War II was going on. And so, I think people needed to escape into these ideas that there are these people who could save anything and fix anything. I think today we kind of have the opposite problem going on, where everything’s amazing and easy. We all have flatscreen TVs and can get groceries delivered. But, like, we’re becoming very poor at handling our own problems or just dealing with adversity. And so I feel like if there was a superhero that should exist today, it would be somebody like Disappointment Panda, who, like, just tells people the uncomfortable things that they’re avoiding in their own life, like the problems that are not being dealt with but need to be dealt with.

Matt:	And one of the things... I think we touched on this a little bit earlier, too, but you also talk about the idea that there are sort of biological limits on happiness, and that suffering is, from an evolutionary standpoint, sort of a practical and useful tool, and not something that we should necessarily avoid.

Mark:	Yeah. I mean, pain evolved for a reason. It’s, like, you pick the wrong berry and eat it, and it makes you sick and you vomit for three days. Like, that’s a useful... [Laughs] Like, it’s a horrible experience, but it’s useful. It’s... Pain is biologically or, like, evolutionarily kind of developed. It’s a feedback mechanism that keeps up alive and keeps us healthy, and I think it still operates that way. Like, if you something hurts you, it’s not just happening for no reason. Like, it’s happening... There’s something your body is trying to protect or, like, push you into doing something else or changing something, and for that reason I think people who... I mean, this is one of the big problems I have with all this kind of like positive thinking, or what I call delusional positive thinking, which I separate from just, like... There’s, like, optimism, which is like, hey, I think things are going to go all right, and then there’s delusional positive thinking, which is people who lose their job and convince themselves that it’s because they’re too smart for all their coworkers. The problem with this kind of more delusional positive thinking is that if you just push all of your pain out of your consciousness, then you’re basically eliminating some of the most important feedback mechanisms that your body and your psychology have for informing you of how to grow and how to change, and I think that’s why growth, it just intrinsically requires some degree of pain and discomfort. You know, people talk about comfort zones, and the way to grow is to get outside of your comfort zone. I mean, that’s one way to think about it. I think about it in terms of, like, growth is painful. The way you grow a muscle is it hurts. [Laughs] Like, you go lift heavy weight until it hurts, and then the muscle grows. You know, it’s like... It’s the same for our psychology. It’s the same for our sense of purpose and self-worth. Like, it needs to hurt. You need to go stress it and it needs to hurt for it to get stronger.

Matt:	That’s such an important takeaway, and one of the things that we’ve talked about previously on the podcast is the idea of embracing discomfort. And we... I think we have a whole episode about embracing discomfort and how to sort of expand your sphere of things that are comfortable and how to push past sort of the resistance points where you feel yourself getting really uncomfortable, and why that’s such a critical skill set for growing and improving.

Mark:	Totally.

Matt:	One other question I had for you, and this is something that I personally struggle with: Tell me about how you deal with setting boundaries and the importance of saying no.

Mark:	Ah. So, there’s a chapter in the book; it’s called The Importance of Saying No and it’s actually...it’s the relationships chapter. But, basically, I define, like, a healthy relationship as two people who are both a) willing to say no to each other, and b) willing to hear no from each other. And what’s interesting is I think most people are comfortable with one or the other, they’re not comfortable with both, and I think to have healthy boundaries in a relationship, you need both people to be comfortable with both. So, there’s a lot of people that are comfortable saying no, but they can’t hear no. They flip out and get angry and start blaming the other person. Then you have other people who are comfortable hearing no, but they’re afraid to ever say no because they’re afraid to...that they’re going to impose or that they’re going to hurt the other person or whatever. And the trick is to be able to do both because a relationship is only as healthy as the two individuals that are in it, and if one of the individuals in the relationship is not able to stand up for themselves, define what they need and clearly communicate it without blame or judgment, without holding the other person responsible, then they’re not...they’re not going to get their needs met and it’s going to devolve into kind of this, like, toxic, codependent thing where each person is reliant on the other for their happiness, which is not good. Boundaries essentially... It comes down to taking responsibility for your own emotions and your own problems, and not...not making your partner responsible for them, and then your partner also taking responsibility for their own emotions and problems, and you not taking responsibility for theirs. And this sounds like...really kind of cold and unromantic on the surface, especially with all what I call the “Disney narrative” of relationships. You know, it’s like, oh, I’ll do anything for you or, like, oh, my God, I’m so in love. That is actually not very healthy — like, that level of taking on all of your partner’s emotions and taking responsibility for them as your own. What you need is you need two strong, autonomous individuals who are constantly and consciously opting in to the relationship together, who are expressing their emotions unconditionally, doing things for each other unconditionally, and honoring each other’s feeling without being responsible for them. Like, that is ultimately what creates... Like, that’s... When I talk about boundaries, that’s what I mean, that kind of like...that line of responsibility between two people, and if you can maintain that, I think most relationship problems will resolve themselves.

Matt:	And I think one of the interesting things about that concept is that... You used the example of a romantic relationship, but I think it actually can apply in a lot of contexts — friendships, business relationships, even in many ways. You think about business negotiations. There’s a ton of kind of cross-applications of that framework and that thinking.

Mark:	Yeah, you can definitely have toxic and codependent friendships; you can definitely, definitely have boundary issues in family relationships, but in business as well. I mean, I think one of the things that business does well is that...the fact that you have contracts, is that is essentially, like, a boundary negotiation. It’s like when you enter into a business deal with somebody, you sit down and hammer out the contract, and it’s clear. It’s like this is this person’s responsibility, this is this person’s responsibility, and that is clear. Unfortunately, we’re human, so a lot of times we get lazy or cut corners or just don’t pay attention to agreements because we’re emotional and base a lot of what we say and do on our emotions. And so it doesn’t always play out that way, and so you do get a lot of these kind of, like, toxic situations where people are, like, forfeiting their own responsibility or forcing...blaming somebody else for their own emotions or their own sense of failure.

Matt:	So, what is one piece of homework that you would give to people listening to this episode in terms of sort of concrete steps that they could take to implement some of these ideas in their lives?

Mark:	One thing would be sit down and write down all of the painful things that you enjoy, [Chuckles] which that, like, scrambles a lot of people’s heads, but if you can sit with that and actually come up with some things, it’s pretty illuminating what you... And the funny thing is is that a lot of...a lot of what people enjoy, like, they don’t even realize that it’s painful. Like, they don’t even realize that most people... You know, take, like... It’s like one of my best friends. He’s an amateur bodybuilder and he’ll go spend three hours in the gym just wrecking his body lifting weights. And to him it’s very therapeutic and it... I imagine for him it doesn’t even really occur to him that what he’s going through is a lot of pain, but it is. It is. It’s a pain that he enjoys. And I think we all have something like that in our lives or, if we don’t, then that’s probably a red flag as well. 

Matt:	Where can people find you online?

Mark:	My site’s markmanson.net. Check out... There’s a link at the top for best articles, so you can start there. And the book is called The Subtle Art of Not Giving a Fuck: A Counterintuitive Approach to Living a Good Life. It’s at all stores, retailers, Amazon, Barnes & Noble — everything. Check it out.

Matt:	And I can definitely say the book is awesome. I really, really enjoyed reading it. There’s a ton of great lessons in there, so I’d definitely recommend listeners check that out. We’ll also have a link to Mark’s website and the book on the show notes page, so you can get that as well. Well, Mark, thank you so much. This has been a fascinating interview and I loved having you on here. Thank you for being on the Science of Success.

Mark:	Thanks, Matt. Great being here.

September 14, 2016 /Lace Gilger
Emotional Intelligence
38-Master Your Mental Game Like a World Champion with Performance Coach Jared Tendler-IG2-01.jpg

Master Your Mental Game Like a World Champion with Performance Coach Jared Tendler

August 31, 2016 by Lace Gilger in High Performance, Decision Making

In this episode we explore the mental game of world champion performers, examine the emotional issues preventing you from achieving what you want to achieve, how those issues happen in predictable patterns that you can discover and solve, look at why people choke under pressure, and discuss how to build mental toughness with mental game coach Jared Tendler.

Jared is an internationally recognized mental game coach. His clients include world champion poker players, the #1 ranked pool player in the world, professional golfers and financial traders. He is the author of two highly acclaimed books, The Mental Game of Poker 1 & 2, and host of the popular podcast “The Mental Game.”

We discuss:
-The emotional issues preventing you from achieving what you want are happening in predictable patterns, and you can discover them! 
-Why people choke (and what to do about it)
-How to cultivate mental toughness over time
-Why the typical sports psychology advice doesn’t work
-Lessons from 500+ of the best poker players in the world of dealing with mental game
-How high expectations create self sabotage
-Why emotions are the messengers and not the root cause of performance issues
-Why mistakes are an inevitable and important part of the learning process
-The yin and yang of performance and learning
-The characteristics of peak mental performers
-How to deal with “tilt" in poker and the different kinds of “tilt"
-How to use confidence intervals to deal with uncertainty
-And much more!

If you want to improve your mental game - listen to this episode!

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • [Book] The Mental Game of Poker by Jared Tendler and Barry Carter

  • [Book] The Mental Game of Poker 2 by Jared Tendler and Barry Carter

  • [Book] The Power of Habit by Charles Duhigg

  • [Book] Deep Work by Cal Newport

  • [Book] The Feeling of What Happens by Antonio Damasio

  • [Book] Fooled by Randomness by Nassim Nicholas Taleb

EPISODE TRANSCRIPT

Matt:	In this episode, we explore the mental game of world champion performers; examine the emotional issues preventing you from achieving what you want to achieve; how those issues happen in predictable patterns that you can discover and solve; look at why people choke under pressure; and discuss how to build mental toughness with mental game coach, Jared Tendler. In our previous episode, we explored one of the biggest things disrupting your sleep; examined strategies for getting a better night’s rest; dug into sleep cycles; talked about the 30-day no alcohol challenge; and broke down how to read books more effectively with James Swanwick. If you want to sleep better and be more productive, listen to that episode. Today we have another amazing guest on the show, Jared Tendler. Jared is an internationally recognized mental game coach. His clients include world champion poker players, the number one ranked pool player in the world, professional golfers, and financial traders. He’s the author of two highly acclaimed books: The Mental Game of Poker 1 and 2. And host of the popular podcast, The Mental Game. Jared, welcome of the show.

Jared:	Thanks, man. Good to be here.

Matt:	So, for listeners who may not be familiar with you, tell us a little bit about kind of your story and your background.

Jared:	I was an aspiring professional golfer. I was a kid. Kind of got a little bit of a later start, you know, around 13 to 14 is when I started really asking it seriously. This is kind of pre-Tiger in his heyday. I kind of grew up maybe three to four years behind him in terms of amateur golf, so I’m 38 now. I’m saying that, in part, because if you got started as an aspiring golfer at 13 years old right now, you’re severely behind the eight ball. The game has just become so, so highly competitive. So, I was behind the eight ball 25 years ago, and today it would be even worse. But, got to college, and was able to become a three-time all-American. Played some big national events, and in particular, the US Open qualifier, and was finding myself choking. So, I was having a lot of success in sort of the smaller events, more regional events, but when I was getting to the big stage, I was choking. And, you know, it was really on the cusp of being able to break through, but it was sort of my mental and emotional issues that was blocking me. So, rather than become a professional golfer, I’m not one to just try something just for the sake of trying it, I needed to feel like I actually had a chance of being successful. I went to get a master’s degree in counseling psychology. And then, subsequently got licensed as a traditional therapist. Really, to better understand the reasons why I was choking, and the reasons why I think a lot of athletes, in particular, golfers, that their game doesn’t perform under that kind of pressure as well as they’d like. And the reason I did that is because, what I felt like was the predominant mode of sports psychology at the time, was very, sort of, surface-level. It was, “You’re not focused, you’re losing confidence, you're  getting too anxious. We’re going to teach you how to focus, how to be confident, how to relax in those environments.” It didn't really understand the “Why?” Why was I not confident? Why was my focus elsewhere? Why was I thinking about the future or the past? And I think... To me, that was the, I think the essential question to ask in order to find the real cause of the problem, so that sustainable improvements could be made. So, I made a lot of improvements using the typical sports psychology advice. My game got better, I was certainly performing better by the time I was a senior than I was a freshman, but the essential pattern of really breaking down under that big-time stress hadn’t changed. And I felt like there was something deeper that had be found. And so, after I got my Master’s degree and felt like I had kind of understood the problem solving methodology of a therapist, I flew to Arizona and started up my golf psychology practice and was kind of cold-calling and knocking on country club doors, trying to find some swinging structures for me to partner with. I felt like, you know, if I could have some kind of strong relationship between another instructor that the two of us could kind of create a well-rounded team for, especially professional golfers, but even really serious amateurs or junior players. That's what I did, and so I was working with golfers for about three and a half years. Before poker came bout, which, you know, kind of defined my career for the last eight years.

Matt:	So, how did you get into the world of poker?

Jared:	So, poker was somewhat spontaneous. I had actually begun playing some professional golf myself. I was... It felt like I had solved a lot of the issues that I had needed to, and was playing some of the best golf in my life. Got hooked up with a group of guys that...one of which was a former professional golfer, and he, unfortunately had to stop playing golf because he had a heart attack at 22. Was not drug induced. It was some genetic mutation that caused his heart to...the arteries to spasm. And so, he ended up going into professional online poker. And it was an interesting transition. The guy was an incredibly hard worker, with his golf. Growing up, was the guy that spent hours and hours hitting balls and was kind of just the equivalent of a gym rat in golf. He actually broke Tiger Woods’ record for most tournament victories in the state of California in one summer. I think he won 35 events, had a lot of competence in working and obviously as a player, and then saw online poker back in 2004, or 2005 is when he started. This was during the online poker boom, prior to when the government stepped in. There was a lot of money to be made, and he was making around $20,000 to $30,000 per month when he and I met. He ended up seeking my advice for psychologically, was because he was getting so angry that he was literally, like, taking his desktop computer and ripping it out of the wall and smashing it, and breaking monitors and mice and keyboards. And poker, there’s a lot of short-term luck. Imagine a golfer hitting a perfect drive down the middle of the fairway, and it hitting a sprinkler head and going straight out of bounds. And then doing that five times in a row. You’re in a professional golf tournament, and you make a 15 on a hole, 9 or 10 over par, and you don’t even hit a bad shot. In poker, that happens every single day. The better players lose a lot because of the short-term luck. And that’s important as a professional poker player, because that’s where a lot of their money is made. Not necessarily just the differential in skill, but the differential in the perception of skill. Bad players need to win in order to think that they’re good, in order to play against players who are the equivalent of a 15-handicapped golfer, or playing up against a PGA tour player and not getting any strokes to even out the match. There’s never a scenario where that PGA tour player is going to lose to that player. Or, imagine the New York Yankees playing up against a high school baseball team. There’s never scenario where the Yankees are losing. But in poker, that dynamic happens every single day. The best players in the world lose to some of the worst players in the world, and that’s a reality. So, for him, dealing with that reality was incredibly difficult, especially coming from golf where he had a lot more control over his results. So, our interactions began with me kind of doing a typical dissection of my clients. I have them fill out a very detailed questionnaire to try to understand what their issues are, and then we get to work. Within a few months, the results were almost too obvious to note. I mean, it was... He went from, as I said making from $20,000-$30,000 a month, to making $150,000-$200,000 a month. And yes, there certainly can be some good luck involved in that, but for the most part, being able to remain calm, remain focused, be in the zone more, was a big part of his success. So, he happened to be part, being able to remain calm, remain focused, be in the zone more, was a big part of his success, so he happened to be part owner in an online-training site that taught people how to play poker, which was a new phenomenon at the time. And because it was new and there wasn’t really anybody doing sports psychology in poker, it gave me sort of a big avenue for me to take my job. You know, as I said, I started playing some professional golf and so it became a difficult choice point. Do I pursue my dream? Or do I take on this seemingly risky thing to just hop into poker? And I decided that it was going to cost about $250,000 over two or three years to try to make it as a professional golfer. You know, I was getting older at this point, I was 27. So, it was a risk. I decided that poker was the safer bet, and I would just dive into it, continue to play some tournaments and see where it went. And it just sort of took off. I just had a large influx of clients very quickly, and really just saw a huge opportunity within that field. It gave me a chance, really, to work with players longer term. The golfers seemingly were a lot more fickle. They wanted results quickly. They’re the people who buy clubs regularly, thinking that’s the solution. Even the professionals, they wanted things faster than the process would kind of allow for. But for some reason, poker players, maybe because it’s the money, the money was happening every day. It was like working with an employee, or just somebody's who's working a business. Golfers don’t play tournaments every single day, the poker players just seem to be committed to it. Really, it was a lot of fun to me to work with a lot of people who are committed to doing that kind of work. That was eight years ago, 2007 to 2008 when I got started with that website. At this point, I’ve worked with well over 500 poker players, some of the best players in the world, as you mentioned the books that I’ve written. It’s been a very enjoyable ride going through poker.

Matt:	So, I definitely want to dig into smashing computers and dealing with guilt and all of that, but before we do, tell me why do people choke?

Jared:	There are lots of reasons. One reason can be that their expectations are too high relative to their actual capacity. There, sometimes can be some traumatic experiences, and then, you know, those traumatic experiences then continued to get replayed. The mind has the ability to imprint a memory. So, then in a physical capacity, that motor pattern gets replayed, gets triggered when the circumstances cause a lot of stress. From a decision making standpoint, the mind has the ability... Or the brain, I should say. The brain has the ability to shut down higher brain function. People often are familiar with what’s called the flight or fight mechanism. So, if you are in a blind rage, that is the equivalent of choking. Except, we’re talking about the difference between anger and pressure. But, both circumstances are caused by the same tripping of the wiring in your brain where higher brain function gets shut off. If you’re feeling euphoric on your wedding day, or your child gets born, there’s this rush of emotion and it shuts down higher brain function. My daughter is two years old now, if I was told right after she was born, that I had to make some very complex calculations, or I had to help somebody with a very severe problem, there’s no way that I could do that. The emotions are too intense. And that mechanism goes back to your primitive processes in the brain, and I’m sure you’ve talked a lot about this in your podcast. The key in my mind is that we have to understand what creates that tripping. What’s causing that excessive emotion in more normal circumstances, marriage and baby aside. When we’re able to understand what that is, then we can decrease the neurological activity in the emotional center, so that the higher brain functions can actually click back in and you’re able to make decisions, or as an athlete you’re able to think through and see and perceive the environment around you to know what to do. As a golfer, you need your sense to be able to perceive the environment to have your body react to that particular shot. The same is true with a lot of athletes, right? If you lose that perception, then your capacity as an athlete is severely diminished. But what often remains is those exception that you should be able to perform at levels that would be the case without that severe emotion present. And that is what causes, or is a big cause of people choking, is that differential. In their minds, not being able to reconcile that difference. It’s basically like, if you were to... If I were to put you on the edge of the cliff, and it was, let’s say, 30 feet wide. And I would say, “Matt, I want you to jump across that.” You should choke at attempting to do that. You should not do it, because it’s an impossible thing to do. But when players are faced with a similar kind of chasm, they don’t realize how big the gap is between what they’re normally expecting of themselves, and what they’re actually capable of in that moment. And that causes predictable paralysis, and causes people to choke.

Matt:	What creates the tripping or kind of trips the wire of excessive emotion? I know there may be many different causes, but have you seen some commonalities among what triggers that in people? 

Jared:	Yeah, it’s... So, the tripping, I would call a trigger. I think that comes from cognitive psychology, or cognitive behavioral psychology and therapy. So, it’s not a new term. But these triggers, these things that spark the emotion can be... There’s almost like an infinite amount of things it could be. The commonalities would be: Losing, making mistakes, seeing somebody else successful — that might spark judgment, or some jealousy. Actually, winning, can actually cause excessive emotion to tend to. But, you know, it’s the dynamics of the game are varied, right? So, we sort of extrapolate within poker, within golf, within trading — What does winning and losing look like? What do mistakes look like? Those are going to be, by and large, a lot of things that people are going to be triggered by. The reaction that they have is going to be varied, right? Some people are going to feel like losing causes a sense of injustice. Some people are going to feel like they deserve not to get bad luck, or they deserve to win. Some people are going to feel like their sense of competitive balance is off, and they’re going to feel like they’re fighting for their goals, and so they’re going to be triggered in that way. Other people are going to have some wishes that they could win more. They’re going to lose some confidence and have difficulty not being able to control the outcome or believing that when they win, that that means they should always win. There’s a lot of reactions that happen that can cause more of the chaotic array of emotional issues that come about, but I think that’s a lot of it.

Matt:	And what do you advise people to do to, kind of in the moment, decrease that neurological activity that is caused by excess emotions?

Jared:	There’s a few things. Number one, you have to understand the cause of that excessive emotional activity. So, the things that I’ve mentioned so far, you know, they may or may not necessarily get to the root of it, right? So, if you don’t have a sense of the root cause, then your attempts in the moment to control the emotion, which is really all you can do, is minimized. So, for example, we take somebody who has a sense of entitlement, right? That sense of entitlement causes them to get angry at situations where they think the outcome should be different, and they get very pissed off at that, right? A sense of entitlement often comes as a result of a weakness in confidence, right? And some over-confidence. Well, that over-confidence may be caused by an illusion of control. So, they believe they’re in more control of the outcome than is real. So, the reaction that is entitlement, that in the moment frustration that they’re not getting the results that they want requires a reminder that speaks to that illusion of control. So, you might have a statement that says something like, “I can’t control all of the results.” You know, no one can. There’s short-terms luck, there’s short-term things that I can’t control, like the actions of other players or competitors, and so all I can control are XYZ, or all I can control is how well I am focused, how well I’m prepared, how well I’m playing. Whatever might be specific to that person, and they’re using that statement as a way of correcting that deeper flaw, which is critical to long-term resolution of the issue. And in the short-term, it creates some control so that they’re able to decrease a little of that emotion and actually continue to make good decisions, or perform well. But the process I use requires several steps to get to that point. Number one is recognition early on. The longer that it takes for you to recognize that your emotions are rising, the harder it is for you to use that logic, to use that statement, to gain control of the emotion. And it should make sense, right? The bigger the emotion, the more strength is required to control it. The faster you can identify it, when it’s small, the more of an effect it will have. Because that same dynamic is at play. Which is when the emotions rise too high, they shut down higher brain function proportionally to that size of the emotion. So, the bigger the emotion is, the weaker your mind is, and the weaker that statement will have as you say it in those moments. And I actually think this is one of the biggest mistakes that cognitive behavioral therapists have made. Cognitive behavioral therapy is one of the most effective treatments, for a whole range of issues, both clinical, personal, as well as within the sphere of performance and sports and whatnot. But they might a big mistake in not emphasizing this point that I’m making now, which is that you have to use that cognition, use that thought process, at a time when your thoughts are the most powerful. Which is when the emotions are small. So, what I advise people to do is create very detailed mappings of the escalation of their emotions. Right. People in business, or in sports, in poker, in trading, the issues that we experience happen in very predictable patterns. And it’s our job to become aware of that pattern so that we can apply corrections, at times, where the mind can actually receive it. So, it takes a little bit of studying, and so I advise my clients to spend a week or two weeks taking detailed notes of the situations in which they’re looking for control. One of the cool things about online poker is that there’s a high frequency of emotional reactions, and so they may have a bad reaction to losing, happen five times within a particular day. And certain businesses, you may not be faced with those situations. Might have happened several times a year, but when they do happen, your reaction is so severe that it is really impairing your functioning as an employee or as a business owner. So, you’ve got to do your best to, in those situations, go back into your memory bank, and think about how you’ve reacted in similar situations in the past. But you don’t want to do that just once. I mean, you don’t want to spend one day or one hour thinking about it. You want to spend 15 to 20 minutes, five times a week for several weeks really thinking about it. Make it a habit where you’re trying to uncover and articulate this pattern. It is such an important principle I can’t overestimate it. That recognition is the X factor. If you can’t recognize the emotion prior to it becoming to the point where it’s going to shut down our brain function, you have little to no change of actually gaining control. And, in fact, actually, people with very high expectations, really just go completely mental in spots where they’re expecting to be in control, but the emotions are so high. Very often, when the emotions are high, you... It doesn’t mean your brain is completely gone. You still have the ability to think. And you might even know this logic statement. You might know what is logical to correct that emotion. But you’re doing it at a time when emotions are so high that it doesn't have an impact. It’s so... The emotions are so powerful and so strong, that what cognition you have is very weak. But if you have the expectations that what little cognition you have should be able to control that emotion, then your mind is just going to boil up. You’re going to become so angry, like my friend Dusty, my first poker player, who was ripping his desktop computer out of the wall. So, again, first step is to recognize, and then in the moment, once you’ve recognized it and it’s small, then you’re taking a couple deep breaths. Very, very quickly, very, well... I say quickly, more up to the point is efficiency. You don’t have to take these long, drawn out, deep breaths like a meditative kind of thing. The purpose is more about creating separation between the reaction and the correction, which is the third step. The deep breath is the equivalent of stepping out of the room when you’re having a heated argument with a friend or a spouse. If you just keep fighting, or you keep arguing, there doesn’t become any chance of coming to some conclusion or some reconciliation of the issue, right? When you both step out of the room, cooler heads are able to prevail, you’re able to get some perspective, and that’s the idea. The deep breaths give you some space, and some separation from that reaction, to then be able to apply the logic. Now if you’re in an environment where your decision making allows you the opportunity to take some longer, deeper breaths to calm down, then take that opportunity, it's not going to hurt you. But if you’re a poker player, if you’re a day trader, if you're a golfer, you may not have the time or the luxury to be able to spend a minute actually doing some deep breathing to prepare yourself for the logic. That third step is injecting that logic, right? The cognitive behavioral strategy of having that correction to that root flaw. Then the fourth step is what I call a strategic reminder. The reason this is important is because, just because we’ve stabilized or controlled our emotions in that moment, it doesn’t automatically mean that our performance is going to be as high as we want it to be. For poker players, they're being reminded of the common mistakes that they might make. They’re thinking about their decision making process and kind of filling in some of the holes that might typically be there when they’re upset. So, they're forcing their attention to correct those mistakes. A golfer might, you know, focus on a particular part of their technique, or a particular part of their decision making. They might forget to calculate the impact of the wind, and so they’ve got to make sure and force themselves to consider that. Because, just because they’re calm again, doesn’t mean they’re going to automatically think about that part of their decision making, or their performance. So, while you’re competing, you’ve got to go through that cycle of those four steps over, and over again. And that to me is really how you build mental strength. It’s the force that is required to apply these corrections in these moments, and repeating them time, and time again as they happen throughout your day, throughout your performance. And it’s a bit like going to the gym and working out, right? That’s where the strength comes from, it’s pushing yourself at a time that’s very difficult. And this is, you know, less so for athletes that are competing in kind of time dependent scenarios. You don’t want to keep pushing yourself beyond the point where you need to quit, right? You can’t just lift a certain amount of weight at the gym a hundred times, when you can only do it ten times. You want to push yourself to be able to do twelve, not a hundred. A hundred is not doable. So, quitting, taking breaks, resting, is very, very important to the strengthening of the mind, much like it is the body. So, quitting at an appropriate time where you don’t risk rein jury is an important part of the overall whole. We’re creating containment and then day after day, that containment ought to get stronger and stronger, if you’re allowing your mind to recover.

Matt:	So, what are some strategies to boost recognition and train people to more effectively recognize the beginning of an emotional reaction?

Jared:	The first thing is to start with what’s obvious, right. Even if it’s at the point past where the emotions have kind of shut down your thinking. You just start writing it down. There’s a very simple framework that I use which is called the spectrum of emotion, and you just sort of scale it 1 to 10 or 10 to 1--however you want to describe it--one being when the emotion is at its lowest, ten being when it’s at its highest. And you just start to take notes in each of those ten spaces, about what it’s like when your emotional reaction is at its lowest point or at its highest point or somewhere in between. Somewhere around your emotional system is shutting down higher brain function. And you’re also paying attention to the changes in your decision making, the changes in your tactical performance, and so you’re trying to create a map. This is the map. What does the pattern look like, right? So, when it’s very small, the anger issue might appear as some minor irritation, like some kind of extra noise in your head where you’re like “Agghhh!” Or you kind of sigh deeply, or maybe even pound the desk a little bit. Not that serious, but you’re like, “Goddammit!” And so you’re writing down the physical changes, you’re writing down the specific thoughts that you have in your head, like, “I can’t believe I was such an idiot!” If you’re reacting to a mistake. So, it’s physical reactions, emotional signs, the specific thoughts that you have or the things that you say out loud, and any of the technical, sort of specific to your area of performance that changes at each of those different levels. So, your reaction to a mistake might begin with some, just kind of like tension in your head, or you’re like, “Dammit, I can’t believe I did that.” But when it’s at a ten and you’re just in a blind rage about the mistake that you’ve made, or you just can’t possibly even think. It’s like, you feel like you’re just the dumbest person in the world, and can’t comprehend how you’ve made such a bone-headed obvious mistake. And whatever is going on in your mind at the time is what you’re writing down.

Matt:	What do you do if you’re in the heat of the moment and you apply, or try to apply, a correction and it doesn’t work?

Jared:	In that particular moment, it depends on the scenario. If you’re a golfer, a poker player, a trader who’s performance is so time dependent that you don’t really have the ability to take a bigger step backwards, then there’s not much you can do. The only thing you really can do, and this is true for sort of other people as well, is to better understand the pattern. If control at that point is gone, then your option is to better understand the pattern. It is going to happen again, and the reason it happened this time is because you didn’t understand the pattern to begin with. Or, at least understand the cause of it. So, let’s assume that you knew the pattern well but you couldn’t gain control of it. It means that your injecting logic didn’t work. It means that your understanding of the pattern was not strong enough. Or it means that there is an accumulation of emotion that is rapidly overwhelming your mind. It is possible for people in a particular moment to get triggered by something so severely, that their emotions rise so high so quick, that it bypasses our ability to have any option to inject logic or to inject some cognitive correction. In which case, we’re dealing with a much deeper issue, a much more long lasting issue that is not going to be corrected in that moment, and you have to do some real, much, much deeper work to uncover the cause of that and start to break apart that accumulated emotion, and give yourself the option to have some mental control.

Matt:	So, the creation of the map of this pattern, is that the primary tool that you recommend for, let’s say, off the felt or when you’re not actually in the heat of the moment, building that understanding of the root cause?

Jared:	It’s a building of an understanding of what’s going on, but it’s only sort of the beginnings of being able to understand the root cause. So the pattern that you’re writing about is really like the symptom pattern, and then the root cause is the cause of that symptom. So, me thinking I’m an idiot would be the symptom of, let’s say low-confidence caused by high expectations. This is a common phenomenon around a lot of the people that I work with. Perhaps a lot of people that listen to this podcast, who believe that high expectations are a good thing. I’m not saying they’re a bad thing; high expectations have led to a lot of successes. But what happens is that they can often also add to a reduced sense of confidence. Because and expectation implies a guarantee. And goals imply learning a development required to achieve the same end outcome. So you might think that your expectations are goals, but if you think what you’re aiming for is, in essence, guaranteed. Even if you don’t necessarily have the capacity right now to reach that goal. If you assume that you’re going to, then it’s still an expectation. What that does is it makes the learning process more chaotic. You might still end up achieving the same goal, but you’re going to have a feeling like you’re an idiot sometimes. Rather than seeing that the mistakes you’re making today are way, way, less severe than the mistakes you make five years ago. So, how could you really be an idiot if you are already that much more capable, you know? You’re not an idiot, it’s just that you’re overreacting to a mistake because you believe you shouldn’t make them, and so the root cause right here is the flaw in mistaking goals for expectations. So, we take this sort of symptom pattern and then we drill down and figure out what is at the root of it, then you start correcting the root. Over time, that symptom pattern starts to dissipate and disappear. and that is true resolution. That is when you’ve actually defused the bomb. You’ve taken the trigger and made it... It no longer is going to spark, so no I can make mistakes. And I’m not saying I’m happy about it, but I’m at least dealing with the mistake in a much more objective, rational way towards reaching my end goals, which is ultimately... Solving this mistake is an essential part of that. 

Matt:	So, how do we drill down and really kind of get to and understand what that root cause is?

Jared:	That is the most complex part of the whole process. I think at this point probably what is my greatest expertise as a coach is being able to kind of work with my clients to be able to do deduce what’s going on behind the scenes. This is the unearthing of the unconscious processes behind our emotional reactions. There’s a process I use, and it’s in the first book, actually it’s in both books now that I think of it. That helps players to break down their symptoms, their issues, to try to identify that root cause. And these are the steps: The first step is to describe the problem in as much detail as you can. So, you can certainly build off of that map, that spectrum of emotion, to create and articulate the description of the problem. The second step is to describe why it makes sense that you would think, feel, or react this way. Now, this is I think one of the most important steps for many, many people. Because they often think that their emotional reactions are illogical, or irrational, and so if you think that your emotions are irrational, then there’s really no way to solve it. The fundamental flaw is the emotion itself. The anger is the problem. in my opinion, the anger, the fear, the loss of confidence, the loss of motivation, the boredom, the distraction. All of those are symptoms, they’re never the actual problem. They’re sort of like the messenger trying to highlight what’s going on beneath the surface. So, you have to change your mentality about problem solving by acknowledging the reality that everything that is occurring is very logical and predictable. I just don’t know the reason yet. It appears, to me, to be irrational, because I don’t know why it is. So, rationality is that second step. I’m not saying that step is without flaw, I’m not saying it’s correct long-term, but there is a reason why you’re thinking that way. So, my step one description might be, I have very, very strong reactions to mistakes. I really hate making mistakes. Well, why does it make sense that I would feel that way? It makes sense because I have high expectations of myself, because I hold myself to a really high standard and I really want to avoid these mistakes. I think that they shouldn’t be happening. Step three: Why is that logic flawed? And this is where we start to get to the root cause. In the example that I gave before, it’s my high expectations. I’m equating the learning process, the process of accomplishing my goals is occurring without making mistakes. So, my expectations are just excessive. They’re not realistic. So, what is the correct? The correction is: I need to be aggressive in my pursuit of my goal, and I need to look at mistakes as the opportunities to grow and improve, and as really is the essential things to be able to accomplish my things. Because if, and this is something I tell a lot of my clients, if you are pursuing a goal where you’re not going to make mistakes, then it’s not really something that’s worth chasing. It’s too basic. You’re not really pushing yourself. You’re not really trying. Anything that you’ve got to try and really push yourself to accomplish, you have to make mistakes. It’s inevitable. So, that step four, what is the correction, often times becomes the injecting logic statement. Step five is: Why is that correction correct? And this just sort of looks to get at a little more of the theory behind it. It’s correct because the learning process isn’t predictable. I can’t always know the mistakes I’m going to make. That would require me to be a psychic, and I’m not psychic, so I have to make these mistakes. That theory becomes extra footing helping to root the correction in our minds, because I kind of vision the root system to a bush or to a tree, kind of like the interactions or the intricacies of the neurons in our mind. It kind of has a visual that is similar, there’s a lot of these off-shoots. It’s not just about implanting this very simple idea of mistakes are predictable, it’s about the complex idea that you’re trying to firmly root, which will then automatically change how you react to them in the future.

Matt:	I love the concept that emotions are the messenger, and not the root cause of performance issues. 

Jared:	It’s the only thing that seems logical to me. I mean, I think, in large measure they’ve been downgraded for a long time but they have particular messaging when you pay attention to it. Anger is the emotion of conflict, right? That conflict can exist between people, that conflict can exist within ourselves. Fear or anxiety is the messenger for uncertainty. There’s a lot of uncertainty in the world, certainly in business if you’re making an investment where there is 100% certainty, well, then there’s probably not much reward for that investment. You’re buying US Treasury bonds that are paying next to nothing. The more uncertainty that exists, the greater the reward is. The greater the investment will pay off, and that’s true with poker players, with golfers, with athletes as well. Confidence, the emotion of confidence — I think that’s an important distinction because I think people very often are not thinking about confidence as an emotion. Confidence is a reflection of skill and competence, but more importantly, it’s our perception of our skill and our competence. So, it’s not just a pure reflection of our confidence. If that were the case, my God, poker would not be profitable. The world would be a much more simple place. But we have our own biases, our own perceptions of our skill and competence that plays into our feelings of confidence. So, when you’re looking at dissecting what the messenger of confidence is saying, it’s a measurement of your perception of skill, and a measurement of your actual skill. Motivation is a byproduct of your goals, and so it’s going to reflect conflict between goals. It’s going to reflect inconsistencies, or goal that are too high or too low, and your motivation is going to be affected based on those flaws.

Matt:	So, let’s flip this on its head a little bit. I’m curious: What are some common traits you see among people who have incredible mental strength, or really peak mental performers?

Jared:	They have, I think, an almost intuitive or innate understanding of the learning process. The learning process is something that many people get wrong and don’t realize how much emotional chaos gets created as a result of it. My example of mistakes is a perfect example of that. So, they have a very intuitive process or innate process for understanding the learning. They have a great ability to be objective with themselves, so that their performance is evaluated without as much emotionality towards it. It doesn’t mean they’re any less driven to excel, it means that when they fall short, or when they excel, they’re equally as objective, and it’s a form of feedback. When you go and compete, it’s a test. And being able to grade that test is essential, good or bad, because then it helps to guide the next steps. So, they’re also... They’re long-term thinkers. They’re long-term performers, they’re not just seeing today in isolation, they’re seeing today in the bigger picture. Again, that doesn’t take away from their desire to excel today, because they know that when they excel today, they’re going to also be learning at a very high level. This is a relationship that I talk a lot about in my second book that performance and learning are intimately tied. They’re kind of like yin and yang. So when you’re performing at a very high level, you’re also learning at a very high level. So they’re driven to excel because of what it allows them to accomplish today, and what it’s also going to lead towards tomorrow. They’re constantly seeking the advice and counsel of other people They understand their own biases or their own limitations in their thinking, and they’re looking for other people to shed light on their weak spots. To shed light on their blind spots, but they’re also not going to do so blindly. They have a sense of their skill set and so when there are things that are brought to their attention that seem irrelevant, they’re not going to give it a second thought. Maybe down the line they will again, but that relevancy for them is very temporal. It’s relevant today, they’re not going to say, they’re not going to focus too much on the thing that’s going to be very relevant two years from now. They might note it so they don’t forget it, but they’re not going to over-emphasize it today. I think those are a lot of the big ones. Mental toughness and having the right temperament and the right personality... Those are things I think that are very personal. I try not to get into the personal characteristics or dynamics that make up the ideal, because I think there’s a lot of ways to accomplish it, and if you have some of the more basic essential elements, however your personality allows you to materialize it is kind of the fun of it. Kind of the diversity of it. 

Matt:	I think one of the most critical things you’ve mentioned is the importance of feedback and actively seeking out your weaknesses and your flaws, but also in a way that you’re aware of... You have to be very cognizant of what is the source of the feedback, and is this particular piece of advice or whatever it might be, relevant to where I am now and what I’m trying to do.

Jared:	Yeah. It’s very easy... I’ll say it this way. It’s easy for people to get caught up in taking advice for many, many different people. But when that happens, it’s evidence of a weakness in confidence. And that weakness in confidence might be because you don’t understand your skill set well enough. So, there is a perceptual weakness, not an actual weakness. So, the perception gets strengthen when you have a more clear understanding of what your skills actually are. Then you get to take that understanding and match it with the feedback that you're getting rather than getting pulled in many, many different directions because you’re allowing it to happen, because you don’t have that centering, that grounding that comes from being the one who is in control of your performance. As the athlete, you’re the one that has to do it. There’s no one who can actually do it for you. The people around you are supporting your ability to do that, and if you’re getting pulled in many directions, it means that they’re just some inner knowledge that’s lacking.

Matt:	Long time listeners will know that I’m an avid poker player. I’d love to dig in a little bit to some poker-specific stuff. I’m sure we’ve touched on some of the conceptual framework behind this, but let’s get back into smashing computers and ripping mice from the wall. How do you recommend, or what are some strategies specifically for things like tilt control. For those who may not know, would you briefly explain what tilt is?

Jared:	Yeah. So, tilt... I’ll actually say it in two ways. Tilt, before I came into poker was a poker player’s way of saying that any reason they would play less than their best would be called “tilt”. Tilt, as I define it, is about anger. When I studied poker players for years—and I’m not really a very good poker player myself; I’m kind of the outsider that came in and observed what was going on—well over 80% of the conversations that players are having are the descriptions they were giving about tilt, meant that they got angry, and they were doing stupid stuff, and they were losing. Very rarely are players tilting and winning. They’re usually tilting because they’re losing, and or their tilt is causing them to lose. So, the strategies for correcting tilt are identical to the things we’ve already mapped out in terms of the framework. What I’ve done in my first book is to map out seven different types of tilt that I’ve just observed. To date, my first book came over five years ago, no one has yet been able to come up with another type of tilt that could explain a situation at the poker table where someone would get pissed off. So, I continue to have that challenge out there and certainly welcome anybody that can find another one. And the reason is because each of these seven types of tilt are focused on that root cause. There are hundreds of reasons why poker players tilt. The triggers that we’re talking about earlier. Hundreds of reasons why players have their tilt triggered. But they’re only a handful of them when you dig down beneath the surface and see what’s going on. So, the first step... So, when we’re talking about solving tilt, you’ve got to understand what’s causing it and by mapping these out in seven... I think that’s helped a lot of player be able to narrow down their focus so they could actually solve their tilt problem. The first one is called “running bad tilt.” Running bad tilt in poker means that you’re losing a lot in short of succession, and a bad run of cards, basically means you’re just getting a lot of bad luck in short succession. So, if you were flipping coins, you should... The mass says that half the time you’re going to flip heads, half the time you’re going to flip tails. What about when you flip a coin and ten times in a row it comes up tails. You’re betting on heads, right? So now you’ve had a bad run, so that’s a very simple example for those who don’t play poker to understand that there’s a lot of math involved in poker, and you get into situations where the bad luck is just against you. There’s literally nothing you can do other than to continue to play a very strong, strategically long-term strategy. But obviously that’s not what happens to a lot of players. They handle that bad run by getting angry and then play worse. They try to recapture their money, they try to force the action, they try to be more aggressive and make more money. Of course, the good players are waiting for that to happen, because that’s what bad players do. So, a good player can turn into a bad player very quickly when they’re on tilt. So, running bad tilt is one. The second one is called injustice tilt. The name should imply it, right. This is a feeling like what’s happening is unfair, unjust, as if the poker Gods are against them. Entitlement tilt is the next one. Entitlement tilt and injustice tilt are very similar in terms of the language, but with entitlement tilt, it’s more of a sense of deserving. It’s a more personal feeling, as I mentioned earlier, it’s over confidence. Injustice is kind of outwardly. It’s more about, like what the poker Gods, or what poker’s not giving to you, you’re not getting what you deserve, whereas with entitlement, it’s a feeling of superiority over other players, right? You’re better than this player, so you deserve to win, not like you’re getting bad cards and feeling a sense of injustice. Hate losing tilt, otherwise known as competitive tilt. These are the highly competitive people who just hate losing, and that losing causes a lot of anger. Mistake tilt is the next one, we talked about that already. Revenge tilt, one of my always favorites just because players get so crazy and they start attacking others. It’s amusing for me. Desperation tilt is the last one, and desperation tilt is not necessarily a unique type of tilt, any of the other types of tilt that I’ve mentioned can cause desperation tilt, but I specifically carve out desperation tilt because it is the line between a poker player who is successful, who is profitable, that is having a very, very difficult time controlling themselves with a player who actually has a gambling problem. Desperation tilt is a performance issue; a gambling problem is somebody who can’t handle the losses, doesn’t have actual skill in the game, and needs clinical help. I am trained as therapist, but I’m not practicing as one. I am a coach working in performance, and yes I do get into personal issues because inevitably they're part of a player’s performance. But that’s not my primary issue of focus and I refer anybody that I believe that has a gambling problem to therapist who are specialized in that. So, desperation tilt, you know, oftentimes includes players jumping up in stakes. So, they start playing for a lot more money than their bank roll can support. They’re basically playing for all of their money, right? As a poker player, you have to have the ability to tolerate a lot of losses. And if you don’t have the cash to support the fluctuations and profitability, then you can go bust, and that’s what ends up happening to a lot of poker players. They end up playing for all of their bank roll. They’ve got $20,000, and they really should only be playing for $200 or $400 at a time, and they go play against a very skilled player for 20 grand. Most likely they’re going to lose it. Of course they can get lucky in that spot, but that’s not going to solve their desperation tilt problem. 

Matt:	The funny thing about a lot of these forms of tilt, especially things like injustice tilt, entitlement tilt, mistake tilt, you see this same exact thing sabotaging many people in all kinds of different areas in life. So, somebody who’s listening that thinks these mistakes that apply to poker players, I think you’re sorely mistaken. 

Jared:	I completely agree.

Matt:	One other concept I wanted to dig into, and we touched on this earlier, is the concept of the idea of, specifically in poker and I think in many areas in life like trading, investing, a lot of business decisions, there’s a huge gap between making the correct decision and seeing the results that you would like. How do you help people cope with that? 

Jared:	We’re talking about uncertainty. And so, in all of those fears, we’re trying to narrow in on this idea of what happened. You hit a poor golf shot, you make an investment that doesn’t pay off, you open up a business that doesn’t work out, and you want to know why. And very often, you can’t get an answer that satisfies you to 100%. But, as it turns out, psychological research doesn’t have that standard. And I’m saying that particularly because in statistics there’s what’s called a confidence interval. And so in psychological research, the research that gets published has over a 95% reliability that the data is representing the effect that they’re seeing. So, what you can do, is you can start to create confidence intervals, right. I’m 30% sure, I’m 50% sure, I’m 70% sure that what happened was X, and what that does is it keeps you open minded, so as you go and make other investments, open other businesses, talk to other people who have opened businesses or you know, hit other golf shots, play more poker, that you can start to gather more information that’s going to raise your confidence interval, to the point that you might eventually know what happened two years ago, but it might take you two years to know for sure. But you’re not stopping everything to find out what happened to 100% because you might have to go and continue to play the game, whatever game it is that you're  playing, in order to have that confidence interval rise. And I think that’s a mistake that a lot of people make. They end up getting paralyzed after some big things happen, and that paralysis makes them a little bit gun shy to take additional steps, and they want to be more right. They want to avoid having another misstep. I think, to a degree, that can be evidence of a confidence problem. At a deeper level, they don’t have the confidence to be able to learn from it to be able to absorb it, their expectations might be too high, they might think that they ought to be in more control of the outcome, they might think that the success they had early on meant that they were guaranteed to have success, so they got a little bit lazy, staying sharp and reevaluating the investment, maybe had they re-looked at it three months before things went belly-up, the writing was on the wall but they were kind of blinded by it. Same thing with a business, same thing as a golfer. Golfers who might get on a good run, things are going really well, might not be taking care of their bodies as well so they start not sleeping as much, and their performance can start to dissipate as a result of that. So, the point is you're trying to gain information that will help you to become certain, but you’re not doing so by just staying on the sidelines. You have to keep getting back in the game, and gaining more information, because that’s generally the only place you can do that.

Matt:	So what is one piece of homework that you would give people listening to this podcast?

Jared:	Map your problems, like I spoke a lot about early on. They happen in predictable patterns, very often people are blind to them. They happen, and sometimes when they happen, like “Eh, it was a one-off, that’s so unlike me, I’ll never do that again.” You know, two days later it happens again. Month later, it happens again. So, you kind of have to take away the irrationality of it, you have to take away the unpredictability of it, and assume that all of the emotional issues that are getting in the way of you performing or succeeding at the level that you want are happening in very predictable patterns, and your job is to uncover that prediction. The data is there, and like a lot of things, as you pay more attention to it, as you learn more, you develop more skill. And in this particular case, you actually create vision for yourself. It’s like you’re wearing a very dark pair of glasses, and then over time as you gain greater clarity and recognition, those glasses become less dark and become clear. You see the pattern and it’s not enough to be able to see the pattern off the felt, out of the action, you have to be able to see it in real time. So, if, right now you can see the pattern, but in the moment you can’t, then it’s about training. Or it’s about recognizing the accumulative emotion that’s rapidly overwhelming your ability to see. But yeah, mapping is the number-one priority. That’s why I have all of my clients fill out a very detailed questionnaire before we even get started. Because that helps them and me to gain a sense of what is going on and, you know, when I come across players... There’s been a handful of times where I’ve attempted to sell my services to people who weren’t ready. And when that happens, it fails. I’ve had almost zero success selling myself to somebody who wasn’t ready, and at this point I’ve stopped trying. And in large measure it’s because they don’t see it. I can’t force them to see something that they’re not ready to see. So, if you are ready to see, start doing the mapping and paying very close attention to what’s getting in your way, because you can’t get it out of your way, you can’t solve it until you can see it. 

Matt:	What are some resources that you would recommend for listeners who want to do more research on some of the stuff we’ve talked about today?

Jared:	That’s a good question. Obviously my books are helpful resources. They’re written in the language of poker. There may be very few poker players that are listening which I understand. I think The Power of Habit is a great book. I guess I’m giving more sort of general resources, not necessarily particular to what we’re discussing here. Deep Work by Cal Newport, I think is a fantastic book. The Feeling of What Happens by Antonio Damasio, it’s been around for I think 10 to 15 years now, but it’s a great book as well. Fooled by Randomness I think is a must-read, by most people. You don’t necessarily have to read the entire thing to get the basic premises of it. Those are the big ones that come to mind.

Matt:	And where can people find you online?

Jared:	JaredTendler.com, JaredTendlerPoker.com. They can also follow me on Twitter — @JaredTendler. 

Matt:	Awesome. Well, Jared, thank you so much. This has been incredibly insightful.

Jared:	Happy to hear that, Matt. Thanks for having me.

August 31, 2016 /Lace Gilger
High Performance, Decision Making
37-Improving Sleep, Giving Up Alcohol, and Reading a Book a Day with James Swanwick-IG2-01.jpg

Improving Sleep, Giving Up Alcohol, and Reading a Book a Day with James Swanwick

August 24, 2016 by Lace Gilger in Health & Wellness

In this episode we explore one of the biggest things disrupting your sleep, examine strategies for getting a better night’s rest, dig into sleep cycles, talk about the 30 Day No Alcohol Challenge and break down how to read books more effectively with James Swanwick.

James is an Australian-American entrepreneur, former SportsCenter anchor on ESPN and host of The James Swanwick Show podcast. He is the creator of the 30 Day No Alcohol Challenge, which helps people reduce or quit alcohol; and creator of blue-blocking glasses Swannies which improve your sleep. Forbes magazine voted him one of Top 25 Networking Experts. Swanwick has interviewed celebrities including Brad Pitt, Angelina Jolie, George Clooney and Arnold Schwarzenegger.

We discuss: 
-The #1 reason you don’t get a good night’s sleep
-Melatonin and your sleep cycle
-The importance of a good night’s sleep
-Why you shouldn’t read your smartphone in bed
-The 30 Day No Alcohol Challenge
-How to build rapport and have a conversation with anyone
-How to read a book in 15 minutes
-Why you retain only 10% of what you read (and what to do about it)
-The 3 main lessons in radical honesty
-How to build a framework to retain everything you learn
-Why knowledge is NOT power
-We discuss "social skydiving" and how you can do it
-And Much More! 

If you want to get a better night’s sleep - check out this episode! 

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

SHOW NOTES, LINKS, & RESEARCH

  • Radical Honesty: How to Transform Your Life by Telling the Truth by Brad Blanton

  • Calm App

  • F.LUX app for computer

  • Social Skydiving: The Art of Talking to Strangers by Brad Bollenbach

  • Swannie's Glasses

  • The 30 Day No Alcohol Challenge

  • jamesswanwick.com

  • Find James on Snapchat, Instagram & Twitter: @jamesswanwick

EPISODE TRANSCRIPT

Matt:	Today we have another awesome guest on the show, James Swanwick. James is an Australian-American entrepreneur, former Sports Center anchor on ESPN, and the host of the James Swanwick Show podcast. He is the creator of the 30-day no alcohol challenge, which helps people reduce or quit alcohol, and creator of blue-blocking glasses Swannies, which improve your sleep. Forbes magazine voted him one of the top 25 networking experts. James has interviewed celebrities, including Brad Pitt, Angelina Jolie, George Clooney, and Arnold Schwarzenegger. James, welcome to The Science of Success.

James:	Matt, so awesome to be here! Let’s do it!

Matt:	Well, we’re very excited to have you on the show. So, for listeners who may not be familiar with you, can you kind of start out and tell us a little bit about you and your story?

James:	Yeah. Well, I am Australian. I’m from Brisbane, Australia, and I moved to the U.S. in 2003, so I’ve been here about 16 years now. I started off as a newspaper journalist, started off right out of high school when I was 17, did that for six years, moved over to London, became a sports reporter for Sky Sports, did something really stupid and fell in love with a British woman who broke my heart, Matt. That was pretty awful. So, I was so heartbroken I said, “I’ve got to get out of this country.” So, I said, “You know what? I’m just going to go to America.” I got on a plane, I flew into Los Angeles Airport, didn’t really know if I was going to go left or right out of the airport, ended up living in a hostel for 90 days, the Hermosa Beach Hostel, and then started interviewing movie stars. I just phoned Sony Pictures, Warner Brothers, Fox, and said, “Hey, I want to interview movie stars. How do I do it?” One of the movie studios called me back, was Sony Pictures, and said, “Yeah, I’ll tell you how to do it.” And then two weeks later, I was interviewing Jack Nicholson in the Armitage Hotel in Beverley Hills. He was promoting that Adam Sandler movie Anger Management. And then two weeks later I interviewed Arnold Schwarzenegger for Terminator 3, and then I built a whole business around it. Lost a lot of money in 2008, 2009 when the financial crisis hit, quit alcohol in 2010, and now I create these blue light blocking glasses which help people sleep as well as, you know, the 30-day no alcohol challenge, which helps people reduce or quit alcohol. That’s pretty much my story, yeah.

Matt:	Very exciting. Well, you obviously have a very diverse background. One of the things, as you mentioned, with Swannies is you’re an expert in sleep and how to help people get better sleep. I feel like sleep’s often very misunderstood. What do you typically see are some of the common reasons that people don’t get a good night’s sleep?

James:	Well, the main reason today, in 2016, as we’re recording this, is the overuse of electronics. So, we have people sitting in bed at nighttime with the lights off checking their Instagram or their email or their Facebook, or they’re sitting at nighttime watching a TV show or they’re on their computer working late at night. Now, every single electronic display... Well, not every single one, but most of them, they admit this blue light, and blue light is why you can see the screen on your computer, why you can see the screen on your iPhone, or whatever smartphone you have. The problem is that that blue light at nighttime suppresses your body’s creation of the hormone melatonin, and melatonin is what we humans need to be able to prepare for sleep, fall asleep, and go into that deep, restorative sleep. So, the biggest problem I see today is there’s too much night at night. We’re looking at car lights, street lights, kitchen lights, bedside table lamps, and then we’re looking at our smartphone and our computer and our iPads and our TV screens, and that is harming our ability to sleep well.

Matt:	And I think I’m definitely guilty of that. I look at my smartphone before I go to sleep pretty much every night, just kind of sitting in bed, whether it’s checking Instagram or whatever it might be. I’m curious. Melatonin’s obviously a critical part of getting a good night’s sleep. Can you talk a little bit about why that is the case?

James:	Yeah. Well, melatonin is basically your body’s natural hormone which makes you sleepy, and then it enables you to get into that deep restorative sleep. So, if you think back to cavemen days, back before we invented the lightbulb, so think about it. When the sun goes down, what would happen? The cavemen would start to get sleepy. They’d sit around a fire and then they’d go to sleep. But now, as soon as we invented that lightbulb 100 or so years ago, all of a sudden now we’re sitting in this night light all the time, which is suppressing our melatonin. So, naturally, our body wants to go to sleep when the sun goes down, but, in today’s modern world, we’re sitting in light for four, five hours, and it’s just preventing our body from naturally creating melatonin. Now, you may still be able to fall asleep quickly even looking at an electronic device or being out in light or underneath your kitchen light, but unfortunately, your body takes 90 minutes to start producing melatonin, which means you need to trick your body and your brain into thinking that it’s nighttime, which is why if you were a pair of blue light-blocking glasses like the ones that I’ve created, or you use f.lux, the app on your computer, or you just don’t look at your electronics 90 minutes before you go to sleep and you don’t sit underneath these fluorescent lights, then your body can start creating melatonin, you start to get sleepy, you go into that deep REM restorative sleep, you spend longer in that REM sleep, and then that way you wake up feeling refreshed and energized and clear-headed.

Matt:	So, have you ever taken melatonin supplements or do you know if those are effective or not?

James:	You know what? I have. I have a good friend of mine called Ben Greenfield, who’s one of America’s top personal trainers and health experts, and he told me that melatonin, like taking a whole bunch of melatonin, isn’t actually the best thing for you. You’re actually better off taking more magnesium than you are melatonin. So, I always bow to his good judgment on that. I can tell you this. When my sleep was not great, I tried everything. I mean, I was trying Xanax and Valium, all these prescription pills, and yes, it knocks you out and you go to sleep, but the side effects of those things are just awful. So, to answer your question, a little bit of melatonin is fine, but melatonin supplements in actual fact are not as effective than if you just take a supplement with a little bit of melatonin in it. So, too much can actually have an adverse effect.

Matt:	Very interesting. I was just curious about that because I’ve seen before sleep strips and that sort of thing that are made out of melatonin. You put them on your tongue and you’re supposed to fall asleep. So, I’m curious. How many hours a night do you sleep?

James:	I always get between, at the least amount, seven hours, and most of the nighttime it’s about eight, eight and a half hours. So, everyone is different, they say generally speaking if everyone gets eight hours of quality sleep, you’re going to be healthy, or that’s as healthy as you can be. You know, I met Arnold Schwarzenegger at his home about four weeks ago in Los Angeles, and I was talking to him about his sleep. He only sleeps six hours a night. He said that he goes to sleep at ten p.m. every night and he wakes up at four a.m. every morning, goes and does a workout, comes back, rides his bike, and then he starts the day, and then he says that he has a little 15-minute powernap at mid-afternoon. So, some people only need six hours. He says, “You know what? I only need six hours. That’s good enough for me.” I’m like, “Okay. That’s good enough for Arnold Schwarzenegger, that’s fine.” But, for the most part, eight hours is what our bodies need to repair itself, and for me, it’s anywhere between seven and eight and a half hours.

Matt:	I’m always curious about that, because I feel like there’s sort of an ongoing debate between people who say you’re more effective if you spend the time and get high-quality sleep versus the people who say, you know, sleep is for the weak and you can sleep when you’re dead and I’m going to sleep for four or five hours a night.

James:	Well, look. Everyone is different, and people who say “I’ll sleep when I’m dead” probably don’t realize that they’re actually causing a lot of damage to themselves for the most part, generally speaking. Like I said, it’s important to really always use the disclaimer that everybody is different. You should sleep as much as your body needs. Some people need ten hours. Some people can get by just on six hours. But if someone’s all bravado and showing off and going, “Yeah, I only need four hours sleep a night. I’m so clever,” well, I would question that. I would look at what is that costing you. Like, you might be having four hours sleep a night and thinking that you’re okay, but your body is not. It’s possible that your body is not able to restore itself. Because what is sleep, Matt? I’ll tell you what sleep is. It’s your body restoring itself. It means you’ve used up glucose in your brain throughout the day, you’re thinking, you’re working. You need to sleep to repair and build back up those glucose levels in your brain. You go to the gym, you’re walking, you’re exercising, you’re lifting weights. Well, what is sleep? Sleep is where your body restores the broken muscles, or it replenishes your body from the exercise or the exertion that you put it through. So, the duration of time, the longer that you can sleep and the longer that it’s deep REM sleep, as opposed to just broken sleep, the more your body’s going to be able to repair itself.

Matt:	And, you know, I’m definitely in the camp as well. I try to get seven or eight at least hours of sleep a night, and there’s a lot of research as well, kind of on the cognitive side, in terms of the negative impact of lack of sleep and the long-term importance to things like creativity, memory function, et cetera, when you don’t get enough sleep.

James:	Yeah. I mean, you think about it. If your sleep isn’t great and you wake up feeling tired and irritable, then maybe you snap at your kids or your friends or your boss or your colleagues, and maybe because you snap at your friends and your colleagues, then your relationships are suffering. And when your relationships are suffering, you find refuge in food or alcohol. And when you find refuge in food and alcohol to make yourself feel better, you start to put on a few more pounds. And when you start to put on a few more pounds, your self-confidence goes. And when your self-confidence goes, you start to stay up a little bit later, eating crappy food, trying to make things work, and then you don’t sleep as well, because now you’re stressed. And because you don’t sleep as well, you wake up feeling tired and lethargic the next day. So, people don’t really understand how critical sleep is. If you’re waking up feeling tired, irritable, lethargic, maybe it’s because you’ve been using your electronics too much at nighttime, maybe it’s because you’re stressed, that just has this spin-off effect that can just perpetuate over time. And I’ll tell you the main thing...well, not the main thing, but one of the things that it does do to you, a lack of sleep. It really harms your looks. You get so much better looking when you sleep. In fact, they did this study that said people who don’t get enough sleep have 45% more wrinkles in their face from people who slept perfectly. They did a study in the U.K. And what is your skin? Your skin is your outward nervous system, right? So, whatever’s going on inside your body, you wear on your skin. So, if you’ve got wrinkles, you’ve got bags under your eyes, you know, a lot of times it’s just to do with poor quality of sleep.

Matt:	So, aside from Swannies or some sort of blue-blocking glasses, what are some of the other things that you’ve seen that can help people get better sleep?

James:	Yeah, well, definitely getting morning sunshine. Like, the first thing when you wake up in the morning, go outside and get some sunlight. And the reason for this is it sets your circadian rhythm to the right time. So, your circadian rhythm is your internal body clock, and your internal body clock wants to know when it’s daytime, just like it wants to know when it’s nighttime. So, if you can get up when you wake up and go outside and just get sunlight on your skin, get it on your face, the receptors in your skin is going to tell your internal body clock, “Guess what? It’s daytime.” Now, why is this important? Because that way, it then knows in about 12 hours’ time that it’s going to be nighttime, because your body knows how much sunlight there is, how much nighttime it should have. So, even though it sounds peculiar, it’s like, well, you want to sleep better? Make sure you get out in the sun early first thing in the morning. It’s absolutely what you should do. So, what I like to do now is... I live in a two-bedroom apartment in West Hollywood, just a block north of Sunset Boulevard in Los Angeles, and I have a little balcony out the front of my apartment. So, when I wake up in the morning, even though I might be like, eh, just slow to get up, I deliberately go outside onto my balcony for just two minutes and I just stand there in the sun, and creating that habit of just getting two minutes in the sun is making sure my circadian rhythm, my internal body clock, knows that it’s morning, so then fast-forward to ten p.m. at night, my body knows that it’s time to start shutting down. My body knows that it’s time to start getting sleepy, because I gave it sunlight first thing in the morning.

Matt:	So, for listeners that may not be familiar with what the circadian rhythm is, can you just explain that concept briefly?

James:	Yeah. Circadian rhythm really is just your internal body clock. It’s just like your body knowing that it’s daytime and your body knowing that it’s nighttime. So, when you expose your body to sunlight in the morning, your circadian rhythm is saying, “Okay, I got it. It’s daytime. Right. Time to start raising my cortisol levels. It’s time to start getting energetic. It’s time to start being awake. It’s time to start moving.” And then at nighttime, when the sun goes down, when the sun literally sets and all of a sudden it’s dark, and maybe the moon comes up, your internal body clock is noticing that. Your internal body clock is going, “Oh, okay. There’s no sunlight. Right. It’s nighttime. Therefore, it’s time for me to start producing melatonin,” which we talked about. “It’s time for me to start getting sleepy. It’s time for me to get ready to restore itself from all the things that I’ve been doing during the daylight hours.” So, your circadian rhythm is simply your internal body clock that knows whether it’s daytime or whether it’s nighttime.

Matt:	Got it. So, changing gears a little bit away from sleep, I’d love to dig into the 30-day no alcohol challenge. Can you tell me a little bit about that?

James:	Yeah. Well, I was always just a social drinker. I used to drink a few beers during the week and on the weekends I might have a glass of wine with some beers and maybe a gin and tonic. Sometimes I got drunk. Sometimes I went a little crazy, but never anything troublesome. I was never an alcoholic. I was just a good, solid social drinker. But I got tired of waking up every morning...not every morning, but on the mornings after I was drinking, I got tired of feeling tired and lethargic. So, I remember in 2010 I was in Austin, Texas at the South by Southwest festival, and I woke up with a hangover, and I’d only had a couple of gin and tonics the night before, but I just had this splitting headache. And I went into an IHOP, an International House of Pancakes, to have a hangover breakfast, and I’m sitting there, I’m about to eat these pancakes, and I’m looking around at all these people eating pancakes with whipped cream, and I was just like, ugh, I feel like death here. This is not good. So, I said to myself, James, enough. Just take a 30-day break. See if you can go 30 days without drinking and let’s see what happens. And so, I did. I went 30 days without drinking. I lost 13 pounds of fat. I lost my beer belly. My skin got better. My wrinkles disappeared. I slept better. I got more productive. I started attracting a hire caliber of person into my life. And I felt so good that I went, you know what? I’ll just see if I can keep going. And I did. I haven’t drunk since 2010.

Matt:	That’s amazing. That’s really, really cool. You know, I think the reality is, if you really think about it, alcohol is essentially poison, right? And you’re just taking real small doses of poison to kind of trick your nervous system into feeling more relaxed or loose or whatever the feeling is that you’re looking for.

James:	Yeah. I mean, it’s a poison. It’s a toxin. And here’s the thing. It takes seven to ten days for the poison to leave your system. So, you have a glass of wine tonight or you have a beer tonight, the toxins from that drink are still going to be in your system a week to ten days from now. So, imagine how that’s just holding you back. And look, I want to be really clear. I’m not telling people to quit alcohol forever. I mean, I designed and created this program called “30-Day No Alcohol Challenge”, and it’s really designed to just have people quit for 30 days. Because what happens is that after 30 days, people realize. They go, oh my God. All this drinking, it’s costing me a lot of money, it’s costing me my sleep, it’s costing me my looks, it’s costing me lost opportunities. And when people do that and they go through my 30-Day No Alcohol Challenge program and they come out the other side, a lot of them will go back to drinking, but they’ll do it at a far reduced rate than compared to when they began, and a lot of people also just stay quit, just like I did. They just never go back, because all of a sudden they’re feeling energized and clearheaded and productive, and if they were single beforehand, all of a sudden these amazing partners start walking into their lives. Why? Because people who don’t drink or who drink very little and drinking isn’t a necessity for them tend to be more health conscious, tend to be more happy...tend to be happier, I should say, tend to be more open, tend to smile more. And so, like attracts like, right? You start attracting those types of people into your life. So, yeah, when I created the 30-Day No Alcohol Challenge, it wasn’t to say alcohol is the devil, don’t drink it ever again. It was, let’s just quit drinking for 30 days, re-explore our relationship with alcohol, see how we feel, and then from there, drink at whatever rate you want or quite drinking entirely.

Matt:	So, I’m sure a lot of people listening to this would think that either they can’t for social reasons or they wouldn’t be able to have fun if they quit drinking. What do you say to somebody who’s thinking that?

James:	Yeah. Well, it’s the most asked question I get from who are thinking about drinking. In fact, I just finished writing a book called 30-Day No Alcohol Challenge and dedicated a whole chapter to it. Most people think, oh my God, I’m going to be a social recluse if I don’t drink alcohol, but what I teach in my book and in the program is how to socialize without alcohol and still have fun, still have the most fun of anyone. So, what I attempted to do is, before I go out and I’m not drinking, I’ll just say to myself, I’ll make a commitment: “James, I’m going to have the most fun tonight. I’m going to meet the most people. I’m going to be the most engaged. I’m going to be genuinely interested in everyone that I speak to. When people challenge me about not drinking and people say, ‘Go on, just have one,’ I’m going to laugh and joke. I’m going to make a joke like, ‘Yeah, I’m just going to get drunk on this soda water tonight,’ and I do it with a cheeky little grin. Or, ‘Yeah, I’m gonna get drunk on this water tonight! I’m going to dance on the tables! I’m going to crazy!’ Or, ‘Nah, I’m not drinking tonight. I’m too strong in mind.’“ And I just say it with a grin. I say it in a cheeky manner. And when I do that, nobody cares. Like, nobody cares that I’m not drinking. Some people may still go, “Go on, just have one, just have one,” but I just smile and I just say, “No, I’m okay. I’m just going to get drunk on this water.” Or, “No, I’m good. I’m good. I’m going to go crazy. I’m already drunk. I’m already drunk on this soda water I’m drinking. Ha ha ha ha ha.” Just make a little joke about it. And when you do that, people just leave you alone. People don’t care. So, commit to having the most fun, be genuinely interested in other people, dance, laugh, joke, do all those things, and do it while sitting on water, ice, and a piece of lime.

Matt:	You know, I don’t think I quite did exactly sort of the 30-day no alcohol challenge, but I have sort of paused my drinking for several-week periods a couple of different times, and one of the tricks that I’ve always used is whenever I’m out with people and they complain or try to make comments about, “Oh, you know, you’re being lame, you’re not drinking,” whatever it is, typically what I’ll say is, “Whatever energy level... If you ever call me out and say that my energy level isn’t the highest energy level person here, I’ll immediately ramp up to whatever that energy level is.”

James:	I like that. That’s good. So, you’ve almost, like, got accountability from a friend of years.

Matt:	Exactly, yeah. And I basically say, that’s sort of my stop gap in the sense of, you know, if anybody calls me out, I’m happy to jump up, dance around, get crazy if... You know, whatever the energy level of the top person there is, I’ll match that energy level or exceed it. That’s my commitment if I’m not drinking.

James:	That’s awesome. Yeah, I love that. That’s great. I mean, I do a lot of those videos on my Snapchat. I have a Snapchat and thousands of people around the world follow me, and when I’m out and about with friends or socializing, I’m always taking videos of me having fun without drinking, and just the fact that I’ve got people watching holds me accountable, almost. I mean, I’m never tempted to drink, it’s just I want to... It holds me accountable to making sure I’m having the most fun of anyone in my group, and some of them may be drinking. So, I like your strategy. It’s great. It’s got accountability and it’s like a fun little challenge, and then it just kind of wakes you up out of whatever mental slumber you may be in during your night out.

Matt:	Definitely. You know, the other thing that... Are you familiar with a term called “social skydiving”? Have you ever heard of that?

James:	No, I haven’t. Tell me about it.

Matt:	So, I think I talked about this in a previous episode of the show where we talked about embracing discomfort, but basically, social skydiving is the concept of, in any social context... It’s sort of pulled from this sort of pick-up artist community or whatever, that whole world, but it’s the idea that basically, when you’re out or when you’re in an uncomfortable situation or a situation where you don’t really know anybody, you basically pick the most intimidating looking group of people, and you immediately walk into their conversation with nothing, no plan of what you’re going to do other than just saying, like, “Hey, what’s up?” And you just keep doing that over and over again, and it’s very scary to do it the first couple times, but you realize pretty quickly that you don’t have to have a plan, you don’t have to come in and be cool or whatever it is. You can kind of just learn how to interact with people and push yourself out of your comfort zone and the fear that you’re not going to be able to talk to people.

James:	Yeah, I love that. That’s awesome. Social skydiving. So, yeah, if someone’s listening right now and they know that they want to reduce alcohol because it costs a lot of money or they’re tired or they’re lethargic or they’re carrying a few extra pounds or you feel like you rely on alcohol as a social crutch, do what Matt’s suggesting there. Do the social skydiving. Just go out one night, don’t drink, commit to not drinking, commit to only drinking water or soda water, and then just go and put yourself in groups of people in social situations and see what happens. A lot of times, you feel like there’s going to be some kind of awkwardness happening, but it actually isn’t. It’s like, you go in there and you say, “Hey, I’m James. How you doing?” And people go, “Oh, hi. I’m Steve,” and blah blah blah. And you go, “What’s your story?” And then people start having a conversation and then, before you know it, you’re off on different conversational tangents, you’re making new friends, people respect you because you’re the one who opened the conversation first. Yeah, it’s cool. I mean, Forbes magazine put me in the top 25 networkers, which was very nice of them, in 2015, and part of that reason was because I’ve taught so many people how to just walk into any social situation and just engage people right away and be the most popular person in the group or in the room. But I’ve never heard social skydiving before. I like it, Matt. Thank you for introducing me to that phrase.

Matt:	Definitely, and for listeners who are curious, I read probably a year or two ago a really good blog post about the concept, so I’ll throw that in the show notes. And I’m curious. I’d love to drill down on the idea of engaging people in any social situation. You said you’ve taught a lot of people how to do that. What are some of the tips or secrets that you teach people?

James:	Well, I’ll tell you what not to do. Don’t say when you meet someone, “Oh, what do you do?” It’s just such a boring, dull question, and it implies that you don’t really care about who the person is. You really only care about what they do for a living so you can see whether they can help you or not. A far better question is, “Tell me your story. What’s your story?” Because that’s such an open-ended question, because then the person that you’ve asked the question to might say, “Oh, yeah, you know, I just moved here from such-and-such and it’s awesome,” or, “Yeah, I’m friends with John who’s event this is,” and blah blah blah. And asking that question shows the person that you’re asking the question to that you’re actually genuinely interested in them as a person, rather than what they do for a living. So, what I like to do is I’ll go into any group and I’ll be like, “Hey, I’m James. How you doing? Oh, yeah, nice to meet you. Yeah. What’s your story? Tell me what you’re passionate about right now. What’s going on your world right now?” They’re great questions, and they spark interest in conversations. And not only do they spark interest in conversations, but the person who is interested in other people makes other people super interested in them. So, you want to walk into a room and be the most popular person, have everyone going, “Who’s that guy? I want to hang out with that guy,” be genuinely interested in the people that you talk to. I don’t mean be interested because you heard a podcast with James Swanwick on Matt’s podcast at one time and he said, “Oh, be interested.” No, I said be genuinely interested, which means be curious about people. If someone starts to tell you about their life, listen. Find commonality with which you can talk to them about. If someone says, “I’m going skydiving this weekend,” then you can say to them, “Oh, I remember when I went skydiving. It was great,” or, “I could never do that. I really admiring you for jumping out of a plane and skydiving,” or, “Tell me more.” I tell you what, the best thing that you can say to anyone, really, is, “Wow. You’re really interesting. Tell me more.” Who wouldn’t love to hear that? But the only way that you can deliver that phrase is if you’re genuinely interested in what the other person has to say, and that person can see and feel you being genuinely interested.

Matt:	And I think there’s a bunch of research about the field of rapport building and communication where they actually discover basically that the most effective way, or one of the most effective ways, to build rapport with someone is to ask them questions about themselves, and that actually makes them like you more.

James:	Absolutely. People’s favorite topic is themselves, so invite them to talk about themselves. And don’t be doing it just because that’s what the studies say. Do it and listen intently and find curiosity and find enjoyment in listening to people talk about themselves, because people are interesting and fascinating if you just ask them enough questions. You might be on a bus and you might look at people on the bus and just go, “I don’t want to know those people.” Maybe you don’t like the look of someone. Maybe someone just doesn’t look like your type of person. Strike up a conversation with that person anyway and ask them questions. I bet that you find something fascinating and interesting about them.

Matt:	So, shifting directions a little bit, I’m curious... I’ve heard that you read a book a day. Can you tell me a little bit about that?

James:	Yeah. I learned how to speed read. I learned how to read an entire book in anywhere between 20 minutes and an hour, I can do it. Most of the time it’s an hour because I like to take my time. [Chuckles] Some people are probably thinking, wow, that’s crazy! But I actually... I’ll tell you how I do it verbally, but if you want to just watch a longer version of it, on my YouTube channel—which is just my name, James Swanwick—if you type in “how I read a book a day”, there’s actually a lengthier, 51-minute video where I actually show people reading an entire book. But, yeah, what I do is I buy books all the time now. I look at... I read the back of the book. I read the chapters. I scan... I skim through the book for five minutes initially, and I’m looking at the first sentence of each of the paragraphs. I’m getting an idea in my head what the main point of the books...the book is, and then I’ll go back again and then I’ll go through and sort of systematically take my time a little bit more. So, I’m not reading every single word of the book. I’m just picking up two or three main lessons from the book, because studies have shown that seven days after people read a book, they’ve only retained 10% of what the book taught. So, with that in mind, I’m not going to spend a month reading a book when I can spend one hour reading a book. I’m just going to retain what I can. I’m going to write it down. I’m going to get the lesson or the main lessons from the book, and I’m going to go and use it in my own life. So, I have a bookshelf here. I don’t have a television in my apartment. My living room faces a bookshelf and I have a bookshelf filled with books, and so when I sit down on the living room sofa at the end of a day, my mind...my eyes see the books. I go and pick up a book and I can read, you know, a book in 15 minutes to an hour.

Matt:	I think that’s a really important point. And if anybody listening thinks back about a book you’ve read, typically you can...you know, even longer than a week past, right, you sort of have maybe at most four or five core concepts that you sort of pulled away from that book that were the really big takeaways.

James:	Less. I’d reckon one or two.

Matt:	Yeah, exactly, you know what I’m saying? Best case scenario. And so the reality is, instead of... What you’re saying is basically instead of spending all that time to only harvest the two to three key things you’re actually going to remember, just short-circuit that process and only pull those things out to begin with.

James:	I mean, it’s so true. And what I do now is I underline key parts of the book with a pen. A lot of people are like, oh, don’t damage the book! I’m like, well, what’s the point of the book in the first place? It’s to, like...to get knowledge from it. So, underline key points, and then when I finish a book, towards the back, in the back...you know, within the back part, I’ll just write out the three main notes that I got. So, I’m showing this to Matt now on the video as we’re recording this. You can see my notes. I’ve got a book here called Radical Honesty: How to Transform Your Life by Telling the Truth. So, I read that book in an hour. There you go! That’s cool! So, you’ve got some great notes, too, Matt. And I read that book in an hour, and at the end I’ve written down the three main lessons that I got from it, and here... I’ll just read them to you. Number one: to be radically honest. Number one: reveal the facts. Two: honestly express current feelings and thoughts. Three: expose your fiction. That’s all I gotta know! That’s all I gotta know from the entire book, which is basically be honest as much as you can, and when you’re going to be radically honest and have awkward conversations with people, step one: reveal the facts; step two: honestly express your feelings and thoughts; and step three: expose the fiction. So, that’s a... That is a 275-page book. I didn’t need to read every single damn word of the book to understand that to tell...understand how to tell the truth. So, I just skimmed through it. I took my time in certain chapters. I took the main points in my head. And I’ll tell you: Just because I jumped on this call with you, Matt, I had a conversation with one of my staff who helps me with 30-day no alcohol challenge and with my Swannies glasses. And I had a very, very honest conversation with him, where I...I didn’t fire him, but I...I certainly left him in no uncertain terms that his performance needs to be...to be better. And it was an awkward conversation, but because I had expressed to him that I was doing it for part of this radical honesty thing and I asked the same for him in return, it was a wonderfully professional conversation, and now we have a strategy and a plan to move forward. So, again, I didn’t need to read every single word of the book. I just needed to, like, read it in 15 minutes to an hour, got the main point, and now I’m utilizing it in my life.

Matt:	I’m also a huge fan of taking notes within a book and I very deeply underline and put notes in the margins and create my own index and all kinds of stuff, and I showed you that a second ago on the video of one of the books I have that has a bunch of notes in it. And listeners actually email in all the time asking, you know, “How do you store all this knowledge? How do you read all these books and pull information from them?” I’m curious. If you’re reading a book a day or four or five books a week, whatever it might be, how do you actually retain and utilize all of that knowledge on an ongoing basis.

James:	Well, like I said, I write down the three main points in the back of the book, and then I actually have a whole week scheduled in my calendar, one week out of every month, I go back and look at books that I’ve already read and I read over it again. So, for example, I’m looking at my bookshelf now. I have a book by Oprah Winfrey that she wrote called What I Know for Sure. Now, I don’t remember the three things that I wrote in the back of the book, but I remember one of them, and one of those things is never say a bad word about anyone else. Like, avoid saying bad things about other people. And I remembered that because I wrote it in the back of the book and because one week every month I go back and I quickly read the back of those books to retain the information. So, there’s another book there, Tony Robbins, Money: Master the Game, which came out about two years ago. It’s a big, thick, huge book. And that book actually took me an entire afternoon to read. It was a little bit more specific, but I did read it in about three or four hours. I’m looking at it right now. Let me tell you something. The main thing that I got out of that book that I wrote in the back of the book when I first read it was, “Get a fiduciary.” A fiduciary is an independent account, someone who can give you financial advice without them taking a commission or without them pushing certain financial products on you. Guess what? I have a fiduciary. I have a fiduciary in Omaha, Nebraska. His name is Patrick, and he helps me with my wealth management. I wouldn’t have done that if I hadn’t had read Tony Robbins’ book, Money: Master the Game. I didn’t even know what the word “fiduciary” meant when I read it. So, that’s an example of you read a book, you write notes, or one or two or three notes inside the back page, you go back one week out of every month and you just look at the back pages or look at your notes of all the books that you’ve done, and it reminds you, it refreshes you, it keeps you on track.

Matt:	I think that’s a great tool, is to basically have sort of scheduled time where you specifically are going back and reviewing whether it’s book notes or, really, any sort of critical piece of information that you’ve studied in the past.

James:	Yeah.

Matt:	And that’s something that... Personally, I create a lot of sort of like almost my own version of CliffsNotes or whatever whenever I read a book. It’s more lengthy than the three-word...the three kind of idea summary, but probably that’s a bad thing because it’s harder for me to go back and review them, and oftentimes I feel like I want to do that, but don’t schedule the time. So, I think I’m going to start trying to just concretely schedule review time, and that’s a good takeaway personally, for me, from that advice.

James:	Yeah. I mean, I’m looking at my calendar now—I have Google Calendar—and I have...on the first of every month I have “financial life overview”. So, every...on the first day or two of every month, I do a complete analysis of my finances. And then I have this week here where it’s like “review books”. Here it is here. It’s on the 22nd. It says, “Review previously read book week.” [Chuckles] It’s right there. So, it’s big and I’ve set the settings in my Google Calendar for it to pop up monthly. “Review previously read book week” is exactly what I call it. So, yeah. And then when you do that, it just keeps reminding you. It keeps reinforcing it. It keeps pushing. Because the danger is people are like, oh, yeah, I read a lot of books. I go to a lot of seminars. I go to a lot of conferences. And that’s great, but knowledge isn’t power; applied knowledge is power, which means you actually have to take action based on knowledge that you’re getting. So, the way that I do it is I write down the main point—one or two points, or three points—of a book; I go back, I review it every three or four weeks; and then I take action.

Matt:	So, just to clarify, when you say you sort of have the 22nd as the review book week...

James:	Mm-hmm.

Matt:	...how much time within those...within that week are you spending reviewing books, like, on a given day?

James:	So, it can be as little as seven minutes. I like to do this thing called “four by seven”. So, when I wake up in the morning, I’ll do seven minutes reading a book or reviewing previously read books; I’ll do seven minutes writing in my five-minute journal about things that I’m grateful four; I’ll do seven minutes just freestyle writing in a diary that I have about my goals; and then the other seven minutes might be meditation. I might put on the Calm app—C-A-L-M—and just do seven minutes of meditation. That takes 30 minutes. I mean, it takes 28 minutes, but, like, taking a little break in between each seven-minute block, you know, makes it come out to about 30. And if you do that consistently every day, that is a lot better than if you, like, only once a month are you reading books or only once a month are you meditating. Just I try to make it so easy, like, so manageable that I can do it as a habit, and when I do that, everything just progresses. So, to answer your initial question, seven minutes sometimes is all I’ll need to just review three or four books because I’ve got my notes in the back of the book. Like, let’s do... We’ll do another example right now — Radical Honesty. Okay, let’s time me. Ready? Put the stopwatch on and tell me how long this takes for me to review this book. Ready?

Matt:	All right. Timing you.

James:	Go! All right. Let me look at the back. Number one: Reveal the facts. Two: Honestly express current feelings and thoughts. Three: Exposing the fiction. Okay. When am I having an awkward conversation this week? All right, I’ve gotta have a conversation with John about that, so when I do that I’m going to tell him the facts. All right. Then I’m going to tell him what I feel and what my thoughts are around those facts, and then I’m going to, three, expose the fiction. Okay. Great. So, reveal the facts, express current feelings and thoughts, and expose the fiction. Okay, cool. I’ll use that in my conversation with John later this week. Awesome. Okay. Let’s grab another book. What book we got here? Oh, look! It’s James’ 30-day no alcohol challenge book! Awesome! Let’s have a look at this. And then I’ll just do the same thing. I’ll go back over the books and I’ll just keep doing it. I’m looking at another book here called Wealth Warrior by Steve Chandler. I’ve got notes in the back of that book, so I might go back there and go, oh, look. When I read that book six months ago when I was on the plane from New York to Los Angeles, I wrote in there such and such. Did I implement that? Oh, I didn’t. Okay, I gotta implement that. And so forth. Rinse and repeat.

Matt:	So, I think it was, like, just over 30 seconds that it took you to review that, for vigilant listeners that were curious, unless I mistimed it, but...

James:	There you go. So, that’s all it takes. Like, that’s all it takes. And now I’ve got a... Like I said, before I jumped on this interview call, I had that awkward conversation, but it wasn’t...it was awkward and professional at the same time because I’d read the book Radical Honesty; because I’d reviewed my notes beforehand; because I knew how to have the conversation which didn’t make my staff member feel threatened or upset. It was done in a way that I learned how to do it from a book.

Matt:	Fair enough. So, for people who are listening in, what are some additional resources kind of aside from the stuff we’ve talked about so far that you might recommend digging into or checking out, whether it’s books or websites or whatever it might be?

James:	Yeah, well, I like... I’m not really one for meditation, but I do force myself... I use the word “force” in a liberal kind of way. I like Calm — C-A-L-M. You download that app and you can choose, like, a two-minute meditation. Even a two-minute meditation for people with ADD like me is actually enough to really calm your mind down and stay focused and get clear, and you can do that a few times during the day. I really like to do that. The other thing is just a little habit hack that I have. So I stay consistent with my exercise, what I do is I get my exercise clothes ready the night before and then I’ll lay them out on the floor right where I get out of bed each morning, so when I wake up in the morning I see the exercise clothes, I have the visual cue, I’ll put the clothes on; therefore, it’s very easy for me to then continue walking out the door and go to the gym and do some exercise. What most people do is, unfortunately, they go to bed not having prepared their clothes and they say, oh, I’m going to go to the gym in the morning! Then they wake up and they’re like, eh, it’s too much of a pain to try and find my shorts and get my shoes together and all that kind of stuff, and they don’t...they don’t go. It’s just, oh, I’ll go to the gym tomorrow. So, little things like that where you make it super easy, and even like me with having a bookshelf where my TV would ordinarily be makes me pick up books rather than watch television. Little things like that can really be a huge help to transforming your life and improving your productivity.

Matt:	So, what would one piece of homework be that you would give somebody listening to this episode?

James:	If sleep is important to you, which it should be, I would definitely download the free app. It’s called f.lux — F-period-L-U-X. Download that onto your computer screen, and what that does is that it reduces the brightness level of your computer screen as the sun goes down. And as it moves into the nighttime, it just reduces the brightness level. Now, that helps a lot. If you have an iPhone and you’ve downloaded the latest software update, use... it’s called Nigh Shift. It’s the Night Shift feature and it’s the same thing. Towards, you know, like seven, eight, nine, ten o’clock at night, it starts to reduce the brightness levels so you’re not exposing yourself to as much blue light. Having said that, neither of those two things help you block out the blue light from your kitchen light or your TV screen or your bedside table, so if you... I would definitely recommend getting a pair of blue light-blocking glasses. You don’t have to get mine. I have a brand that I created called Swannies. I would definitely wear your Swannies about an hour before you go to sleep so you’re blocking the blue light from your cell phone; you’re blocking the blue light from your overhead lights; you’re blocking the blue light from the traffic and the street lights. And if you do that, you’re going to create more melatonin; you’re going to get sleepier; your sleep will likely improve. Just on that sleep thing: If you do want to... I did write a book called 7 Ways to Sleep Better, and if you want to just get that book and read up a little bit more on that, and you’re in the U.S. and you’re listening to this, if you text the number 44222 right now and put in the word “sleeptips”—one word—I’ll text you back details on where you can get that free book, which is just called 7 Ways to Sleep Better. It only really works if you’re in the U.S., by the way. If you’re outside of the U.S., just go to swanniesglasses.com—S-W-A-N-N-I-E-Sglasses.com—and you can get the free book, 7 Ways to Sleep Better, there.

Matt:	Awesome. Well, James, thank you very much for being on the Science of Success and I’m sure the listeners are really going to get a lot out of this interview and have some great tips to be able to improve their sleep.

James:	You’re welcome, Matt. Thank you for having me. And just a reminder: If you want to send me a message or ask me any more questions about sleep, then you can just find me at jamesswanwick.com, or even just send me a direct snap on my Snapchat or Instagram, which is just my name, @jamesswanwick.

August 24, 2016 /Lace Gilger
Health & Wellness
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