Habits can be futile!

Reactions are constraining, and actions freeing. And thus, we choose action building habits.

Habits are often forced behaviours that trigger us to act out of need to do something in place of something else.

The real question is whether it is habits lead to actions which create huge internal friction.

While we think habits are disciplining, it still has an opportunity cost of avoiding doing something else better.

The sweet spot of fine performance lies in determining habits that are close to frictionless and natural for us to adopt and continue for a long term.

Comments

Checks and balances!

Defining a good purpose, setting a target goal and getting people working on them is usually not enough! There are too many aspects involved in getting the results we want. For example, there is an aspect of painting the big picture, working on motivation management, productivity tracking, building experimentation labs, and erecting resilient systems that systematize the workflows. Just putting bodies to work and defining milestones rarely achieves the right results. The other aspects that help march towards the milestones in an orderly manner, they are equally important. At the very least, they make objectives widely understandable and results more attainable. The job of a thought leader is to enable progress and enable recovery. Therefore, it is never enough to have just ideas. Those with ideas also have the responsibility to assemble the work environment in such a way as to create situations containing the energy disperses. Energy dispersal from lack of clarity, loss of motivation, ...

Choking the communication channel.

There are instances where everything looks in order. Structures are rightly in place. Right roles are defined. Responsibilities are distributed. Bi-directional open communication is expected to take place. And with that, collective work is expected to turn out productive. Yet, when the action begins, everything breaks apart. Productivity dwindles, cooperation is missing, and ad-hoc interactions are common-place That creates chaos. No one appears in charge even though there is someone responsible. It clearly is a sign of broken communication channels. A well-orchestrated workplace focuses on methods to communicate grounds-up and top-down. It encourages patient listening, internalizing and responding rather than reacting. All effective open communication channels are a result of making such communication possible. Often, the structures are set such that you centralize communication of every bit of your activity to someone in the hierarchy. Over time it turns into a permission-based inter...

Unentangle.

Some circumstances warrant protecting your time and effort. Saying no to everything and ruthlessly keeping space becomes your priority. Space that can hold the opportunity to take something that excites you. There are distractions thrown your way. Carrots are dangling in front of you, making you believe that a brighter future lies in following a defined path. They are others' views of the opportunities, not yours. When you are picky about what you want to do - the right way to go is to say no until you can say whole body yes to something that ignites you. Eventually, what you do may work or not. But you made your choice. Some other circumstances warrant a mechanism for creating opportunities. You ought to find ways to use your time and effort to do something worthwhile. Say yes to what comes your way, and keeping up with exploration provides experience. Experience in what among many options to pick from. By knowing what those options involve. When you are open about what you want t...

Bamboo In The Wind

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