1: “Julia Rozovsky was twenty-five years old and uncertain what to do with her life when she decided it was time for a change,” Charles Duhigg writes in Smarter Faster Better: The Transformative Power of Real Productivity.
After graduating from Tufts, Julia worked for a consulting firm, but she didn’t find it satisfying. She then worked as a researcher for two professors at Harvard, which Julia enjoyed, but wasn’t … continue reading
1: Why do some seniors thrive in nursing homes while others experience rapid physical and mental declines?
The answer may surprise you.
Those who flourish tend to be those who rebel “against the rigid schedules, set menus, and strict rules that the nursing homes tried to force upon them,” Charles Duhigg writes in Smarter Faster Better: The Transformative Power of Real Productivity.
What do researchers call this group? The … continue reading
1: When Eric Quintanilla told his wife and his mother he was considering joining the Marines, neither thought it was a good idea.
The night before, he talked to a former high school classmate at a party. That friend had just finished basic training and was twenty pounds lighter and ripped, Charles Duhigg writes in Smarter Faster Better: The Transformative Power of Real Productivity.
“He was telling jokes and … continue reading
1: Tony Dungy couldn’t win the big game. That was the rap.
In 1996, the Tampa Bay Buccaneers hired Tony as their head coach. At that moment, the Bucs were then one of the worst teams in the NFL. Actually, one of the worst teams in the history of professional football, writes Charles Duhigg in The Power of Habit: Why We Do What We Do in Life and Business.… continue reading
1: The United States is one of the wealthiest countries on earth. Yet, in the 1960s and 1970s, the country had higher infant mortality rates than most of Europe and some parts of South America. In rural areas, a startling number of babies were dying before their first birthdays.
As it turns out, the key to solving this complex problem was understanding the concept called “Keystone Habits.”
Before leading a turnaround at … continue reading
Yesterday, we looked at how Michael Phelps focused on a few core or “keystone” habits that impacted all other areas of his life. Attending to these “small wins” had an oversized return.
And, it’s not just individuals who are capable of this type of transformation.
“When companies focus on changing habits, whole organizations can transform,” writes Charles Duhigg in The Power of Habit: Why We Do What We Do in … continue reading
1: August 8, 2008. Beijing, China. Summer Olympics. Men’s final for the 200-meter butterfly.
Michael Phelps knew something was wrong as soon as he hit the water.
“There was moisture inside his goggles. He couldn’t tell if they were leaking from the top or bottom, but as he broke the water’s surface and began swimming, he hoped the leak wouldn’t become too bad,” Charles Duhigg writes in The Power of Habit: Why We Do What … continue reading
1: Getting better at getting better is what RiseWithDrew is all about.
Monday through Thursday we explore ideas from authors, thought leaders, and exemplary organizations. On Friday, I share something we are doing at PCI in our quest to earn a spot of Fortune magazine’s 100 Best Companies to Work For.
This week we’ve been exploring the idea of “keystone habits.” How changing one key habit can set off a cascade … continue reading
1: “Conventional wisdom held that the best way for people to lose weight was to radically alter their lives,” Charles Duhigg writes in The Power of Habit.
“Doctors would give obese patients strict diets and tell them to join a gym, attend regular counseling sessions—sometimes as often as every day—and shift their daily routines by walking up stairs, for instance, instead of taking the elevator,” notes Charles. “Only by … continue reading
1: “You can’t order people to change. That’s not how the brain works,” Paul O’Neill reflected.
As the new CEO, his goal was audacious: to transform Alcoa, the Aluminum Corporation of America, a Fortune 500 company that has existed for more than 100 years.
His predecessor had tried to mandate improvements. That didn’t go so well. Fifteen thousand associates had gone on strike, bringing dummies to company parking lots, dressing … continue reading
