Looking back on failure

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When you look back on your choices from a year ago, you should always hope to find a few decisions that seem stupid now because that means you are growing. If you only live in the safety zone where you know you can’t mess up, then you’ll never unleash your true potential. If you know enough about something to make the optimal decision on the first try, then you’re not challenging yourself.

James Clear

If-Then Planning

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It's called if-then planning, and it is a really powerful way to help you achieve any goal. Well over a hundred studies, on everything from diet and exercise to negotiation and time management, have shown that deciding in advance when and where you will take specific actions to reach your goal (e.g., "If it is 4 p.m., then I will return any phone calls I should return today") can double or triple your chances for success.

Heidi Grant Halvorson, Nine Things Successful People Do Differently

Primed for Action

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Does your frame of mind before an event make a difference in the outcome? Read this quote from Malcolm Gladwell's book Blink:

Two Dutch researchers did a study in which they had groups of students answer forty-two fairly demanding questions from the board game Trivial Pursuit. Half were asked to take five minutes beforehand to think about what it would mean to be a professor and write down everything that came to mind. Those students got 55.6 percent of the questions right. The other half of the students were asked to first sit and think about soccer hooligans. They ended up getting 42.6 percent of the Trivial Pursuit questions right. The 'professor' group didn't know more than the 'soccer' group. They weren't smarter or more focused or more serious. They were simply in a 'smart' frame of mind and, clearly, associating themselves with the idea of something smart, like a professor, made it a lot easier - in that stressful instant after a trivia question was asked - to blurt out the right answer. The difference between 55.6 and 42.6 percent, it should be pointed out, is enormous. That can be the different between passing and failing.

Call it positive thinking or priming or whatever you like, but don't neglect the mental prep before each "big game." Actors must "get in character" by focusing on the task at hand before the curtain rises. In the same way, give your best effort by first dipping your mind in some positive energy.

Stephen Goforth

why Facebook survived

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While Facebook was just getting on its feet in 2004, a similar social network called Campus Network (or CU Community) was ahead and more advanced. Slate explains why only one survived.

Why did Facebook succeed where Campus Network failed? The simplest explanation is, well, its simplicity. Yes, Campus Network had advanced features that Facebook was missing. While Campus Network blitzed first-time users right away, Facebook updated its features incrementally. Facebook respected the Web's learning curve.

Campus Network did too much too soon. Neither site, of course, can claim to be the first social network—Friendster and MySpace already had large followings in 2003. But both Facebook and Campus Network had the crucial insight that overlaying a virtual community on top of an existing community—a college campus—would cement users' trust and loyalty. Campus Network figured it out first. Facebook just executed it better.

While people want to make their own choices, research shows too many options creates problems. We become overwhelmed. There is no substitute for simplicity and clarity. Whether on purpose or by accident, Facebook was built from the perspective of looking at what users would do with the site rather than building to show off what its creators could do. One approach shows respect for the audience.

Stephen Goforth

That’s what people do-and that should truly frighten us

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I require every new FBI special agent and intelligence analyst to go to the Holocaust Museum. Naturally, I want them to learn about abuse of authority on a breathtaking scale. But I want them to confront something more painful and more dangerous: I want them to see humanity and what we are capable of.

I want them to see that, although this slaughter was led by sick and evil people, those sick and evil leaders were joined by, and followed by, people who loved their families, took soup to a sick neighbor, went to church and gave to charity. Good people helped murder millions. And that’s the most frightening lesson of all — that our very humanity made us capable of, even susceptible to, surrendering our individual moral authority to the group, where it can be hijacked by evil.

In their minds, the murderers and accomplices of Germany, and Poland*, and Hungary, and so many, many other places didn’t do something evil. They convinced themselves it was the right thing to do, the thing they had to do. That’s what people do. And that should truly frighten us.

Former FBI Director James Comey speaking at the U.S. Holocaust Memorial Museum’s 2015 National Tribute Dinner, April 23, 2015

Watch the video of the speech here

*The Truth about Poland and the Holocaust

enthusiam makes the difference

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As part of an experiment, midcareer executives competed against one another by pitching business plans to other execs at the same level. After the presentations, the executives rated all the plans. MIT researchers discovered they could predict which plans would be well received, just by observing the presenter’s tone of voice. The greater the presenter’s excitement and confidence, the more likely the plan would be met with approval. Think about that: The enthusiasm and charisma of the presenter was as critical to the plan’s success as the facts he or she was presenting.

The MIT researchers also found these elements played a critical role in a fruitful outcome:

* a consistent tone and motion

* confidence and practice

* mirroring the interviewer's gestures

* acting active and helpful

Stephen Goforth