This is one of the books that I wish I had read when I was 18 years old and full of energy, enthusiasm, and ignorance. I don't mean "ignorance" in a bad way at all. I mean it completely in a "you don't know what you can't do," "you don't know the world doesn't work this way," "you believe rewards are given for merit and effort," and "you don't know what's coming, so go ahead and charge ahead" positive sort of way. Pretty sure that doesn't convey my enthusiasm for this book.

Let's say you want to start a company, not a side project that is a feature for some other company's product, not some shit influencer bullcrap advertising fuckery, but a company that produces an actual product, physical or digital. Having a guide on how to proceed, even if you don't actually have an idea, is a great. I like the blueprint guide for helping people like this (quelle surprise, I like lists? I know, I know). This book, along with books like How to Transform Your Ideas into Software Products, can help inexperienced people start, and I LOVE this.

What the book rather leaves out is how much effort the process takes. One thinks, "Oh, only $100? I can do this!" but that $100 doesn't include the time and effort. Those are valuable, too.

The book is worth reading for anyone who wants to stop exchanging time for money, and create a product (or service, tbh). The journey is hard, but can be worth it. I'll likely read it again when I'm not so soul tired.

These are the bare bones of any project; there’s no need to overcomplicate things. But to look at it more closely, it helps to have an offer: a combination of product or service plus the messaging that makes a case to potential buyers. The initial work can be a challenge, but after the typical business gets going, you can usually take a number of steps to ramp up sales and income—if you want to. It helps to have a strategy of building interest and attracting attention, described here as hustling. Instead of just popping up one day with an offer, it helps to craft a launch event to get buyers excited ahead of time.
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Build something that people want and give it to them.
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When brainstorming and evaluating different projects, money isn’t the sole consideration—but it’s an important one. Ask three questions for every idea: a. How would I get paid with this idea? b. How much would I get paid from this idea? c. Is there a way I could get paid more than once?
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Follow these two basic rules: 1. Pick something specific as opposed to something general. Don’t be a “business consultant” or a “life coach”—get specific about what you can really do for someone. 2. No one values a $ 15-an-hour consultant, so do not underprice your service. Since you probably won’t have forty hours of billable work every week, charge at least $ 100 an hour or a comparable fixed rate for the benefit you provide. OPENING FOR BUSINESS* I will help clients __________. After hiring me, they will receive [core benefit + secondary benefit]. I will charge $ xxx per hour or a flat rate of _____ per service. This rate is fair to the client and to me. My basic website will contain these elements: a. The core benefit that I provide for clients and what qualifies me to provide it (remember that qualifications may have nothing to do with education or certifications; Gary is qualified to book vacations with miles because he’s done it for himself many times) b. At least two stories of how others have been helped by the service (if you don’t have paying clients yet, do the work for free with someone you know) c. Pricing details (always be up front about fees; never make potential clients write or call to find out how much something costs) d. How to hire me immediately (this should be very easy) I will find clients through [word-of-mouth, Google, blogging, standing on the street corner, etc.]. I will have my first client on or before ___•[ short deadline]. Welcome to consulting! You’re now in business. *You can create, customize, and
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You must focus continually on how your project can help other people, and why they’ll care about what you’re offering in the first place.
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The missing piece is that you usually don’t get paid for your hobby itself; you get paid for helping other people pursue the hobby or for something indirectly related to it.
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You may just not want to combine your hobby with your work. If the hobby or passion serves as an important stress reliever from your day job or other commitments, are you sure you want to assume full-time responsibility for your hobby?
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Benjamin Franklin, an old-school entrepreneur, put it this way: “If passion drives you, let reason hold the reins.”
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Reality Check Checklist Questions for You
• Instead of just during your free time, would you enjoy pursuing your hobby at least twenty hours a week?
• Do you enjoy teaching others to practice the same hobby?
• Do you like the ins and outs (all the details) of your hobby?
• If you had to do a fair amount of administrative work related to your hobby, would you still enjoy it? Questions for the Marketplace
• Have other people asked for your help? • Are enough other people willing to pay to gain or otherwise benefit from your expertise?
• Are there other businesses serving this market (usually a good thing) but not in the same way you would?
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Only when passion merges with a skill that other people value can you truly follow your passion to the bank.
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Compared with working just to make a living, it’s much easier to do what you love and get paid for it. You just have to find the right passion, the right audience, and the right business model.
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1. Find a topic that people will pay to learn about. It helps if you are an expert in the topic, but if not, that’s what research is for.
2. Capture the information in one of three ways: a. Write it down. b. Record audio or video. c. Produce some combination of a and b.
3. Combine your materials into a product: an e-book or digital package that can be downloaded by buyers.
4. Create an offer. What exactly are you selling, and why should people take action on it? Learn more about offers in Chapter 7.
5. Decide on a fair, value-based price for your offer. For pricing guidelines, see Chapters 10 and 11.
6. Find a way to get paid. PayPal.com is the most ubiquitous method, with the ability to accept payment from users in more than 180 countries. Other options are available if you want more flexibility.*
7. Publish the offer and get the word out. For an overview of hustling, see Chapter 9.
8. Cash in and head to the beach! (This step may require further effort.)
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Partly as a result of the allure of working from anywhere, many aspiring entrepreneurs focus much more on the “anywhere” part than they do the “work” part.
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Strategy 1: Latch on to a Popular Hobby, Passion, or Craze
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Strategy 2: Sell What People Buy (and Ask Them If You’re Not Sure)
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Questions like these are good starting points:
• What is your biggest problem with ______?
• What is the number one question you have about _______?
• What can I do to help you with _________?
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any single customer does not always know what’s best for your whole business. These customers may not be the right ones for your business, and there’s nothing wrong with saying farewell to them so you can focus on serving other people.
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the most basic questions of any successful microbusiness: • Does the project produce an obvious product or service? • Do you know people who will want to buy it? (Or do you know where to find them?) • Do you have a way to get paid? Those questions form a simple baseline evaluation.
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Score your ideas according to these criteria: Impact: Overall, how much of an impact will this project make on your business and customers? Effort: How much time and work will it take to create the project? (In this case, a lower score indicates more effort, so choose 1 for a project that requires a ton of work and 5 for a project that requires almost no work.) Profitability: Relative to the other ideas, how much money will the project bring in? Vision: How close of a fit is this project with your overall mission and vision? Rank each item on a scale of 1 to 5 and then add them up in the right-hand column.
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“Plans are only good intentions unless they immediately degenerate into hard work.”
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Get started quickly and see what happens. There’s nothing wrong with planning, but you can spend a lifetime making a plan that never turns into action. In the battle between planning and action, action wins.
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Don’t think innovation; think usefulness.*
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Seven Steps to Instant Market Testing*
1. You need to care about the problem you are going to solve, and there has to be a sizable number of other people who also care. Always remember the lesson of convergence: the way your idea intersects with what other people value.
2. Make sure the market is big enough. Test the size by checking the number and relevancy of Google keywords—the same keywords you would use if you were trying to find your product. Think about keywords that people would use to find a solution to a problem. If you were looking for your own product online but didn’t know it existed, what keywords would you search for? Pay attention to the top and right sides of the results pages, where the ads are displayed.
3. Focus on eliminating “blatant admitted pain.” The product needs to solve a problem that causes pain that the market knows it has. It’s easier to sell to someone who knows they have a problem and are convinced they need a solution than it is to persuade someone that they have a problem that needs solving.
4. Almost everything that is being sold is for either a deep pain or a deep desire.
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Having something that removes pain may be more effective than realizing a desire. You need to show people how you can help remove or reduce pain. 5. Always think in terms of solutions. Make sure your solution is different and better. (Note
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Being different isn’t enough; differentiation that makes you better is what’s required. There’s no point in introducing
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Ask others about the idea but make sure the people you ask are your potential target market. Others may provide insignificant data and are therefore biased and uninformed. Therefore, create a persona: the one person who would benefit the most from your idea.
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Create an outline for what you are doing and show it to a subgroup of your community. Ask them to test it for free in return for feedback and confidentiality. As a bonus, the subgroup feels involved and will act as evangelists. Giving builds trust and value and also gives you an opportunity to offer the whole solution. Use a blog to build authority and expertise on a subject. Leave comments on blogs where your target audience hangs out. * Parts of this section are based
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KEEP COSTS LOW. By investing sweat equity instead of money in your project, you’ll avoid going into debt and minimize the impact of failure if it doesn’t work out.
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As you think through the questions of freedom and value, the most important one is, “How will this business help people?”
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It may help to think of the first two characteristics of any business: a product or service and the group of people who pay for it. Put the two together and you’ve got a mission statement: We provide [product or service] for [customers].
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it’s usually better to highlight a core benefit of your business instead of a descriptive feature. Accordingly, you can revise the statement a bit to read like this: We help [customers] do/ achieve/ other verb [primary benefit].
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A good offer has to be what people actually want and are willing to pay for.
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An offer you can’t refuse may apply subtle pressure, but nobody likes a hard sell. Instead, compelling offers often create an illusion that a purchase is an invitation, not a pitch.
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Offer Construction Project
MAGIC FORMULA: THE RIGHT AUDIENCE, THE RIGHT PROMISE, THE RIGHT TIME = OFFER YOU CAN’T REFUSE BASICS
What are you selling? _______
How much does it cost? _______
Who will take immediate action on this offer? _______
BENEFITS
The primary benefit is _______
An important secondary benefit is _______
OBJECTIONS
What are the main objections to the offer? 1. 2. 3.
How will you counter these objections? 1. 2. 3.
TIMELINESS
Why should someone buy this now?
What can I add to make this offer even more compelling?
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The very best offers create a “You must have this right now!” feeling among consumers, but many other offers can succeed by creating a less immediate sense of urgency.
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The additional purpose of a FAQ is to provide reassurance to potential buyers and overcome objections. Your mission, should you choose to accept it, is to identify the main objections your buyers will have when considering your offer and carefully respond to them in advance. Wondering what the objections to your offer will be? They fall into two categories: general and specific. The specific objections relate to an individual product or service, so it’s hard to predict what they might be without looking at a particular offer. General objections, however, come up with almost any purchase, so that’s what we’ll look at here. These objections usually relate to very basic human desires, needs, concerns, and fears.

Here are a few common ones:
• How do I know this really works?
• I don’t know if this is a good investment (and/ or I’m not sure I have the money to spare).
• I’m not sure I can trust you with my money.
• What do other people think about this offer?
• I wonder if I can find this information/ get this product or service without paying.
• I worry about sharing my information online (or another privacy concern).

The core concern for each of these objections relates to trust and authority. You must create consumer confidence in order to overcome the objections.

As you craft the offer, think about the objections… and then flip them around in your favor. You want to send messages like these:

• This really works because…
• This is a great investment because…
• You can trust us with your money because…( alternatively, You don’t have to trust us with your money, because we work with an established, trusted third party…)
• Other people think this is great, and here’s what they say…
• You have to pay to get this product or service (alternatively, The free versions aren’t as good, it takes a lot of work to get it on your own, etc.)
• Your information and privacy are 100 percent secure because…

See how it works? The point is not to be defensive (you want to avoid that) but rather to be proactive in responding to concerns. One model you can use when describing your offer is outlined below in what we’ll call a “rough awesome format.” It works like this:
Point 1: This thing is so awesome! [primary benefit]
Point 2: Seriously, it’s really awesome. [secondary benefit]
Point 3: By the way, you don’t need to worry about anything. [response to concerns]
Point 4: See, it’s really awesome. What are you waiting for? [take action] In the rough awesome format, point 1 is the main benefit, point 2 is a reinforcement of the main benefit or an important side benefit, point 3 is where you deal with the objections, and point 4 is where you bring it all together and nudge buyers toward a call to action.
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KEY POINTS • As much as possible, connect your offer to the direct benefits customers will receive. Like the Alaska coupon books, a compelling offer pays for itself by making a clear value proposition. • What people want and what they say they want are not always the same thing; your job is to figure out the difference. • When developing an offer, think carefully about the objections and then respond to them in advance. • Provide a nudge to customers by getting them to make a decision. The difference between a good offer and a great offer is urgency (also known as timeliness): Why should people act now? • Offer reassurance and acknowledgment immediately after someone buys something or hires you. Then find a small but meaningful way to go above and beyond their expectations.
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If you’re just getting started with your own launch planning, check out the Thirty-Nine-Step Product Launch Checklist below. This checklist has two uses: as a template for a new business planning its first launch and as an idea generator for an existing business. Thirty-Nine-Step Product Launch Checklist Note: Every product launch is different. Use these steps as a guideline to your own. Often by adding one or two steps you would otherwise leave out, you’ll get a significant increase in sales. THE BIG PICTURE 1. Ensure that your product or service has a clear value proposition.* 1 What do customers receive when exchanging money for your offer? 2. Decide on bonuses, incentives, or rewards for early buyers. How will they be rewarded for taking action? 3. Have you made the launch fun somehow? (Remember to think about non-buyers as well as buyers. If people don’t want to buy, will they still enjoy hearing or reading about the launch?) 4. If your launch is online, have you recorded a video or audio message to complement the written copy? 5. Have you built anticipation into the launch? Are prospects excited? 6. Have you built urgency—not the false kind but a real reason for timeliness—into the launch? 7. Publish the time and date of the launch in advance (if it’s online, some people will be camped out on the site an hour before, hitting the refresh button every few minutes). 8. Proofread all sales materials multiple times… and get someone else to review them as well. 9. Check all Web links in your shopping cart or payment processor, and then double-check them from a different computer with a different browser. NEXT STEPS 10. If this is an online product, is it properly set up in your shopping cart or with PayPal? 11. Test every step of the order process repeatedly. Whenever you change any variable (price, order components, text, etc.), test it again. 12. Have you registered all the domains associated with your product? (Domains are cheap; you might as well get the .com, .net, .org, and any very similar name if available.) 13. Are all files uploaded and in the right place? 14. Review the order page carefully for errors or easy-to-make improvements. Print it out and share it with several friends for review, including a couple of people who don’t know anything about your business. 15. Read important communications (launch message, order page, sales page) out loud. You’ll probably notice a mistake or a poorly phrased sentence you missed while reading it in your head. 16. Have you or your designer created any custom graphics for the offer, including any needed ads for affiliates or partners? MONEY MATTERS 17. Set a clear monetary goal for the launch. How many sales do you want to see, and how much net income? (In other words, what will success look like?) 18. Advise the merchant account or bank of incoming funds.* 2 19. Create a backup plan for incoming funds if necessary (get an additional merchant account, plan to switch all payments to PayPal, etc.). 20. Can you add another payment option for anyone who has trouble placing an order? 21. For a high-priced product, can you offer a payment plan? (Note: It’s common to offer a slight discount for customers paying in full. This serves as an incentive for customers who prefer to pay all at once while providing an alternative for those who need to pay over time.) THE NIGHT BEFORE 22. Clear as much email as possible in addition to any other online tasks so you can focus on the big day tomorrow. 23. Write a strong launch message to your lists of readers, customers, and/ or affiliates. 24. Prepare a blog post and any needed social media posts (if applicable). 25. Set two alarm clocks to ensure that you’re wide awake and available at least one hour before the scheduled launch. THE BIG MORNING 26. Schedule your launch time to suit your audience, not you. All things being equal, it’s usually best to launch early in the morning, East Coast time. 27. Soft launch at least ten minutes early to make sure everything is working. It’s better for you to find the problems than to have your customers find them! 28. Write the first three to five buyers to say thanks and ask, “Did everything go OK in the order process?” (Side benefit: These buyers are probably your biggest fans anyway, so they’ll appreciate the personal check-in.) 29. As long as it’s possible, send a quick personal note to every buyer in addition to the automated thank-you that goes out. (If it’s not possible every time, do it as often as you can.) PROMOTION (CAN BE DONE ON THE DAY OF LAUNCH OR BEFORE) 30. Most important: Ask for help spreading the word. Many readers, prospects, and acquaintances will help by telling their friends and followers, but you have to ask them. 31. Write to affiliates with a reminder about the new offering. 32. Write to journalists or media contacts, if appropriate. 33. Post on Twitter, Facebook, LinkedIn, and any other social networks you already participate in. (It’s not usually a good idea to join a new network just to promote something.) FOLLOW-UP (DO THIS IN ADVANCE) 34. Write the general thank-you message that all buyers will receive when purchasing. 35. If applicable, write the first message for your email follow-up series that buyers will receive. 36. Outline additional content for future communication and plan to schedule it after you recover from the launch. GOING ABOVE AND BEYOND 37. How can you overdeliver and surprise your customers with this product? Can you include additional deliverables or some kind of unadvertised benefit? 38. Is there anything special you can do to thank your customers? (For a high-price launch, send postcards to each buyer; for something extra, call a few of your customers on the phone.) THE SECOND TO LAST STEP 39. Don’t forget to celebrate. It’s a big day that you’ve worked up to for a long time. Go out to your favorite restaurant, have a glass of wine, buy something you’ve had your eye on for a while, or otherwise do something as a personal reward. You’ve earned it. THE VERY LAST STEP 40. Start thinking about the next launch. What can you build on from this one? What did you learn that can help you create something even better next time? Remember, many customers will support you for life as long as you keep providing them with great value. It’s much easier to sell to an existing customer than to a new one, so work hard to overdeliver and plan ahead for the next project. (For example, when promising a thirty-nine-step checklist, throw in an extra step.) *1 This is super important! USP means “unique selling proposition” and refers to the one thing that distinguishes your offering from all others. Why should people pay attention to what you are selling? You must answer this question well. *2 Merchant accounts are paranoid about large sums of money arriving in a short period of time. If you don’t give them a heads-up, you might run into problems. Post-Launch: It’s Not Over
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A charlatan is all talk, with nothing to back up their claims. A martyr is all action with plenty of good work to talk about, but remains unable or unwilling to do the talking. A hustler represents the ideal combination: work and talk fused together.
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As soon as the project is good to go, at least in beta form, touch base by sending them a quick note. Here’s a sample message: Hi [name], I wanted to quickly let you know about a new project I’m working on. It’s called [name of business or project], and the goal is to [main benefit]. We hope to [big goal, improvement, or idea]. Don’t worry, I haven’t added you to any lists and I won’t be spamming you, but if you like the idea and would like to help out, here’s what you can do: [Action Point 1] [Action Point 2] Thanks again for your time.
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Note that you’re not sending mass messages or sharing anyone’s private info with the world; each message is personal, although the content is largely the same. You’re also not “selling” anyone on the project; you’re just letting people know what you’re up to and inviting them to participate further if they’d like to.
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Freely give, freely receive: It works. The more you focus your business on providing a valuable service and helping people, the more your business will grow.
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The One-Page Promotion Plan Goal: To actively and effectively recruit new prospects to your business without getting overwhelmed. DAILY • Maintain a regular social media presence without getting sidetracked or overwhelmed. Post one to three helpful items, respond to questions, and touch base with anyone who needs help. • Monitor one or two key metrics (no more!). Read more about this in Chapter 13. WEEKLY • Ask for help or joint promotions from colleagues and make sure you are being helpful to them as well. • Maintain regular communication with prospects and customers. AT LEAST MONTHLY • Connect with existing customers to make sure they are happy. (Ask: “Is there anything else I can do for you?”) • Prepare for an upcoming event, contest, or product launch (see Chapter 8). ONCE IN A WHILE • Perform your own business audit (see Chapter 12) to find missing opportunities that can be turned into active projects. • Ensure that you are regularly working toward building something significant, not just reacting to things as they appear.
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Get up in the morning and get to work. Make something worth talking about and then talk about it. Who do you know? How can they help? And of course, the answer lies in being incredibly helpful yourself.
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KEY POINTS • If you’re not sure where to spend your business development time, spend 50 percent on creating and 50 percent on connecting. The most powerful channel for getting the word out usually starts with people you already know. • If you build it, they might come… but you’ll probably need to let them know what you’ve built and how to get there. • When you’re first getting started, say yes to every reasonable request. Become more selective (consider the “hell yeah” test) as you become more established. • Use the One-Page Promotion Plan to maintain a regular schedule of connecting with people as you also spend time building other parts of your business.
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Just as you should usually place more emphasis on the benefits of your offering than on the features, you should think about basing the price of your offer on the benefit—not the actual cost or the amount of time it takes to create, manufacture, or fulfill what you are selling. In fact, the wrong way to decide on pricing is to think about how much time it took to make it or how much your time is “worth.”
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When you base your pricing on the benefits you provide, be prepared to stand your ground, because some people will always complain about the price being too high no matter what it is.
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Also, having a high-end version creates an “anchor price.” When we see a superhigh price, we tend to consider the lower price as much more reasonable… thus creating a fair bargain in our minds.
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There’s no point pursuing growth for growth’s sake; you should scale a business only if you really want to.
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The Business Audit However it is structured, a good business needs nurturing and continuous improvement. As your project grows, take some time to look at each aspect of it, especially any public communication that customers review while making a purchasing decision. Answer these questions and think about how you can improve. The goal is to (1) fix little problems and (2) identify small actions you can take that will create significant results over time. “WHERE DO YOU MAKE MONEY?” Once a business gets up and running, it’s very easy to get trapped in all kinds of things that have nothing to do with making money. The solution is simple: Focus on the money. In the audit, you’ll want to look at where the money comes from and determine what you can do to keep it coming. Sometimes new opportunities present themselves; sometimes there’s an easy fix you can make to turn on another tap. If you have a range of projects, products, or activities, it’s almost always better to devote your efforts to the strong performers than to try and pull up the weak ones. Most people do the opposite, but if your goal is for everything to be average, that’s the best you’ll ever get. “HOW GOOD IS YOUR MESSAGING?” The marketing materials you use, whether online or offline, probably involve some use of words, known as copy. Go back to the beginning and read the copy carefully. Review each page of the sales material slowly and then read it out loud. Does it still present the message that you want? What information should be culled or revised? “ARE YOUR PRICES WHAT THEY SHOULD BE?” When was the last time you raised your prices? You can have a sale or give out discount codes from time to time, but like all businesses, you should also plan on raising your prices on a regular basis as well. Always remember that trying to price for “everyone” is a business death trap. Since business owners live or die by the free market system, the way you decide whether your pricing is fair is by asking another question: Are people buying what you sell? If the answer is yes, you’re on the right track. If it is no, you have a problem. “HOW ARE YOU MARKETING TO EXISTING CUSTOMERS?” One of the best things you can do is reach out to existing customers and find a way to meet more of their needs. As part of this examination, you should check your postpurchase process carefully. What happens after someone buys? Do things get sent to the right place? Does everything arrive in the buyer’s in-box or physical mailbox as it should? If you sell consulting, do clients know exactly how to set up a time in your schedule after making a payment? The easier you can make all of these things, the better. “ARE YOU TRACKING, MONITORING, OR TESTING ENOUGH?” The thing about testing is that you just don’t know what’s going to happen until you do it. That’s why you test! Once I installed an upsell offer in which customers could get a $ 50 gift certificate for only $ 25 after making a purchase. I thought it was a killer offer, but my customers didn’t think so; it was accepted only one out of twenty times (5 percent). A good upsell can convert much better than that, so out went the gift certificate offer. “WHERE ARE THE BIG MISSING OPPORTUNITIES?” Having a big opportunity doesn’t mean you should pursue it. I pass up a lot of things because they aren’t a good fit for my overall strategy. However, it’s good to know what you’re missing even if you’re missing it deliberately. Keep your “possibilities list” updated so you can follow up when you have more time or if you need more money.
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Every morning, set aside forty-five minutes without Internet access. Devote this time exclusively to activities that improve your business—nothing that merely maintains the business. Think forward motion… What can you do to keep things moving ahead? Consider these areas: BUSINESS DEVELOPMENT. This is work that grows the business. What new products or services are in the works? Are there any partnerships or joint ventures you’re pursuing? OFFER DEVELOPMENT. This kind of work involves using existing resources in a new way. Can you create a sale, launch event, or new offer to generate attention and income? FIXING LONG-STANDING PROBLEMS. In every business, there are problems that creep up that you learn to work around instead of addressing directly. Instead of perpetually ignoring these issues, use your non-firefighting time to deal with the root of the problem.
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Step 1: Select one or two metrics and be aware of them at any given time, focusing on sales, cash flow, or incoming leads. Step 2: Leave everything else for a biweekly or monthly review where you delve into the overall business more carefully.
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The metrics you want to track will vary with the kind of business. Here are a few of the most common examples. Sales per day: How much money is coming in? Visitors or leads per day: How many people are stopping by to take a look or signing up for more information? Average order price: How much are people spending when they order? Sales conversion rate: What percentage of visitors or leads become customers? Net promoter score: What percentage of customers would refer your business to someone else?
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Much of this book contains various forms of advice, but don’t confuse advice for permission. You don’t need anyone to give you permission to pursue a dream. If you’ve been waiting to begin your own $ 100 startup (or anything else), stop waiting and begin.
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The $ 100 Recap Before we close it out, let’s look back at the key lessons of this book. First and most important, the quest for personal freedom lies in the pursuit of value for others. Get this right from the beginning and the rest will be much easier. Always ask, “How can I help people more?” Borrowing money to start a business, or going into debt at all, is now completely optional. Like many of the people you met in this book, you can start your own microbusiness for $ 100 or less. Focus relentlessly on the point of convergence between what you love to do and what other people are willing to pay for. Remember that most core needs are emotional: We want to be loved and affirmed. Relate your product or service to attractive benefits, not boring features. If you’re good at one thing, you’re probably good at something else. Use the process of skill transformation to think about all the things you’re good at, not just the obvious ones. Find out what people want, and find a way to give it to them. Give them the fish! There is no consulting school. You can set up shop and charge for specialized help immediately. (Just remember to offer something specific and provide an easy way to get paid.) Some business models are easier than others to start on a budget. Unless you have a compelling reason to do something different, think about how you can participate in the knowledge economy. Action beats planning. Use the One-Page Business Plan and other quick-start guides to get under way without waiting. Crafting an offer, hustling, and producing a launch event will generate much greater results than simply releasing your product or service to the world with no fanfare. The first $ 1.26 is the hardest, so find a way to get your first sale as quickly as possible. Then work on improving the things that are working, while ignoring the things that aren’t. By “franchising yourself” through partnerships, outsourcing, or creating a different business, you can be in more than one place at the same time. Decide for yourself what kind of business you’d like to build. There’s nothing wrong with deliberately staying small (many of the subjects of our stories did exactly that) or scaling up in the right way. It only gets better as you go along.
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Okay, this book took me a while to finish. I started it, read about 40%, then put it down and read Originals, Lying, and Coping Skills, before being able to pick this one back up and finish it. Not that the book is a bad book, it's a very, very good book, one that should be required reading for every American citizen, especially the climate change deniers.

Drawdown is a catalog of 100 technologies that would significantly behoove us as a society to encourage, implement, and embrace. If we were to embrace all of the technologies listed, 99% of them would result in profits, and 1% wouldn't. We could do all of them.

But we won't.

Because people.

Because we don't care, until we do. And often when we do, it's because we are in crisis mode, not because we were forward-thinking.

I think the best way to read this book is with a group of friends, going through a chapter or two a week, sitting around discussing each one, and then implementing a few. Or as a student, reading a chapter / technology a (school) day, and discussing with the class. The latter has the students done within a school year, and they know enough maybe to be inspired to implement some of the strategies. Or as a work group reading and discussing a couple technologies a week, including how encourage or engineer the use, done in a year with two a week.

Reading solo isn't really the way.

When I listen to Sagan's friends talk about all the doom and gloom with climate change, and the sense of hopelessness coming from some of them, I want to hand them this book, suggest they pick 3, and get to work. Change doesn't just happen, people make change happen. That means all of us.

The solutions about farms, soil, restoring lands and forests, women, wind, and water turbines were the most interesting to me.

I strongly recommend this book for its information. I don't recommend trying to read it all in one go.

I didn't go through these quotes, so many are formatted poorly or not at all.

We can never survive in the long-term by despoiling nature; we have literally reached the ends of the earth.
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The buildup of greenhouse gases we experience today occurred in the absence of human understanding; our ancestors were innocent of the damage they were doing. That can tempt us to believe that global warming is something that is happening to us—that we are victims of a fate that was determined by actions that precede us. If we change the preposition, and consider that global warming is happening for us—an atmospheric transformation that inspires us to change and reimagine everything we make and do—we begin to live in a different world.
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Confucius wrote that calling things by their proper name is the beginning of wisdom.
Location 345

I remember my economics professor asking for a definition of Gresham’s law and how I rattled off the answer mechanically. He looked at me—none too pleased, though the answer was correct—and said, now explain it to your grandmother. That was much more difficult. The answer I gave the professor would have made no sense to her. It was lingo.
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In November 2016, the White House released its strategy for achieving deep decarbonization by mid-century. From our perspective, decarbonization is a word that describes the problem, not the goal: we decarbonized the earth by removing carbon in the form of combusted coal, gas, and oil, as well as through deforestation and poor farming practices, and releasing it into the atmosphere.
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Another impediment to wind power is inequitable government subsidies. The International Monetary Fund estimates that the fossil fuel industry received more than $ 5.3 trillion in direct and indirect subsidies in 2015; that is $ 10 million a minute, or about 6.5 percent of global GDP. Indirect fossil fuel subsidies include health costs due to air pollution, environmental damage, congestion, and global warming—none of which are factors with wind turbines.
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Outsize subsidies make fossil fuels look less expensive, obscuring wind power’s cost competitiveness, and they give fossil fuels an incumbent advantage, making investment more attractive.
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Critics in Congress disparage wind power because it is subsidized, implying that the federal government is pouring money down a hole. Coal is a freeloader when it comes to the costs borne by society for environmental impacts.
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Wind power uses 98 to 99 percent less water than fossil fuel–generated electricity. Coal, gas, and nuclear power require massive amounts of water for cooling, withdrawing more water than agriculture—22 trillion to 62 trillion gallons per year.
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Who else besides the fossil fuel and nuclear power industries can take trillions of gallons of water in the United States and not pay for it?
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The soft costs of financing, acquisition, permitting, and installation can be half the cost of a rooftop system and have not seen the same dip as panels themselves. That is part of the reason rooftop solar is more expensive than its utility-scale kin.
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With producer and user as one, energy gets democratized.
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Unlike PV panels and wind turbines, CSP makes heat before it makes electricity, and the former is much easier and more efficient to store. Indeed, heat can be stored twenty to one hundred times more cheaply than electricity.
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Human beings have long used mirrors to start fires. The Chinese, Greeks, and Romans all developed “burning mirrors”—curved mirrors that could concentrate the sun’s rays onto an object, causing it to combust. Three thousand years ago, solar igniters were mass-produced in Bronze Age China. They’re how the ancient Greeks lit the Olympic flame. In the sixteenth century, Leonardo da Vinci designed a giant parabolic mirror to boil water for industry and to warm swimming pools. Like so many technologies, using mirrors to harness the sun’s energy has been lost and found repeatedly, enchanting experimentalists and tinkerers through the ages—and once again today. •
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In the United States, a majority of the more than 115 biomass electricity generation plants under construction or in the permitting process plan on burning wood as fuel. Proponents state that these plants will be powered by branches and treetops left over from commercial logging operations, but these claims do not stand up to scrutiny. In the states of Washington, Vermont, Massachusetts, Wisconsin, and New York, the amount of slash generated by logging operations falls far short of the amount needed to feed the proposed biomass burners. In Ohio and North Carolina, utilities have been more forthright and admit that biomass electricity generation means cutting and burning trees. The trees will grow back, but over decades—a lengthy and uncertain lag time to achieve carbon neutrality. When biomass energy relies on trees, it is not a true solution.
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Nuclear is a regrets solution, and regrets have already occurred at Chernobyl, Three Mile Island, Rocky Flats, Kyshtym, Browns Ferry, Idaho Falls, Mihama, Lucens, Fukushima Daiichi, Tokaimura, Marcoule, Windscale, Bohunice, and Church Rock. Regrets
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U.S. coal-fired or nuclear power plants are about 34 percent efficient in terms of producing electricity, which means two-thirds of the energy goes up the flue and heats the sky. All told, the U.S. power-generation sector throws away an amount of heat equivalent to the entire energy budget of Japan.
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Since that time, policies have compelled local authorities to identify opportunities for energy-efficient heat production, helped to move power generation from centralized plants to a decentralized network, and incentivized the use of cogeneration generally, and renewable-based systems particularly, through tax policy.
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The United States has long lagged behind Europe on cogeneration, in part because of pushback from utilities—notoriously so twenty years ago, when CHP plans at the Massachusetts Institute of Technology were challenged by the local utility.
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There are four methods used by industry to convert waste to energy: incineration, gasification, pyrolysis, and plasma.
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One study conducted in the 1980s of a New Jersey incinerator showed the following results: If 2,250 tons of trash were incinerated daily, the annual emissions would be 5 tons of lead, 17 tons of mercury, 580 pounds of cadmium, 2,248 tons of nitrous oxide, 853 tons of sulfur dioxide, 777 tons of hydrogen chloride, 87 tons of sulfuric acid, 18 tons of fluorides, and 98 tons of particulate matter small enough to lodge permanently in the lungs.
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Waste-to-energy continues to evoke strong feelings. Its champions point to the land spared from dumps and to a cleaner-burning source of power. One ton of waste can generate as much electricity as one-third of a ton of coal. But opponents continue to decry pollution, however trace, as well as high capital costs and potential for perverse effects on recycling or composting. Because incineration is often cheaper than those alternatives, it can win out with municipalities when it comes to cost. Data shows high recycling rates tend to go hand in hand with high rates of waste-to-energy use, but some argue recycling could be higher in the absence of burning trash. These are among the reasons that construction of new plants in the United States has been at a near standstill for many years, despite evolution in incineration technology.
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Truly renewable resources, like solar and wind, cannot be depleted.
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Waste is certainly a repeatable resource at this point, but that is only because we generate so very much.
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Zero waste is a growing movement that wants to go upstream, not down, in order to change the nature of waste and the ways in which society recaptures its value. It is saying, in essence, that material flows in society can imitate what we see in forests and grasslands where there truly is no waste that is not feedstock for some other form of life.
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Plant-based diets have had no shortage of notable champions, long before omnivore Michael Pollan famously simplified the conundrum of eating: “Eat food. Not too much. Mostly plants.”
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The case for a plant-rich diet is robust. That said, bringing about profound dietary change is not simple because eating is profoundly personal and cultural.
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In 2013, $ 53 billion went to livestock subsidies in the thirty-five countries affiliated with the Organisation for Economic Co-operation and Development alone.
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Financial disincentives, government targets for reducing the amount of beef consumed, and campaigns that liken meat eating to tobacco use—in tandem with shifting social norms around meat consumption and healthy diets—may effectively conspire to make meat less desirable.
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Plant-based diets also open opportunities to preserve land that might otherwise go into livestock production and to engage current agricultural land in other, carbon-sequestering uses.
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FARMLAND RESTORATION
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Around the world, farmers are walking away from lands that were once cultivated or grazed because those lands have been “farmed out.” Agricultural practices depleted fertility, eroded soil, caused compaction, drained groundwater, or created salinity by over-irrigation. Because the lands no longer generate sufficient income, they are abandoned.
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These abandoned lands are not lying fallow; they are forgotten.
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Bringing abandoned lands back into productive use can also turn them into carbon sinks.
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Restoration can mean the return of native vegetation, the establishment of tree plantations, or the introduction of regenerative farming methods.
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One of the great miracles of life on this planet is the creation of food. The alchemy human beings do with seed, sun, soil, and water produces figs and fava beans, pearl onions and okra. It can include raising animals for their flesh or yield and transforming raw ingredients into chutney or cake or capellini. For more than a third of the world’s labor force, the production of food is the source of their livelihoods, and all people are sustained by consuming it.
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Yet a third of the food raised or prepared does not make it from farm or factory to fork.
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In too many places, kitchen efficiency has become a lost art.
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Basic laws of supply and demand also play a role. If a crop is unprofitable to harvest, it will be left in the field. And if a product is too expensive for consumers to purchase, it will idle in the storeroom. As ever, economics matter. Regardless of the reason, the outcome is much the same. Producing uneaten food squanders a whole host of resources—seeds, water, energy, land, fertilizer, hours of labor, financial capital—and generates greenhouse gases at every stage—including methane when organic matter lands in the global rubbish bin.
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National goals and policies can encourage widespread change. In 2015, the United States set a food-waste target, aligned with the Sustainable Development Goals. The same year, France passed a law forbidding supermarkets from trashing unsold food and requiring that they pass it on to charities or animal feed or composting companies instead.
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Of course, from an emissions perspective, the most effective efforts are those that avert waste, rather than finding better uses for it after the fact.
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IMPACT: After taking into account the adoption of plant-rich diets, if 50 percent of food waste is reduced by 2050, avoided emissions could be equal to 26.2 gigatons of carbon dioxide. Reducing waste also avoids the deforestation for additional farmland, preventing 44.4 gigatons of additional emissions. We used forecasts of regional waste estimates from farm to household. This data shows that up to 35 percent food in high-income economies is thrown out by consumers; in low-income economies, however, relatively little is wasted at the household level.
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Though cookstoves may seem simple, taking them from concept to reality is as much an art as cooking itself. Family dynamics, from finances to education to gender roles, affect decisions about stoves, which must meet a suite of needs.
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Locally attuned, human-centered designs are most likely to win hearts and minds and shift prevailing habits—and, most important, majority share of cooking time.
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The two oldest Sanskrit epic poems, The Ramayana and The Mahabharata, contain illustrations of a precursor to the home garden called Ashok Vatika.
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Because they generate food security, nourishment, and income, on top of ecological benefits, home gardens have been dubbed “the epitome of sustainability” by agroforestry expert P. K. Nair.
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Whether the crop being grown is coffee, cacao, fruit, vegetables, herbs, fuel, or plant remedies, the benefits of multistrata agroforestry are clear. It is well suited to steep slopes and degraded croplands, places where other cultivation might struggle.
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Moreover, because the livestock yield on a silvopasture plot is higher (as explored below), it may curtail the need for additional pasture space and thus help avoid deforestation and subsequent carbon emissions. Some studies show that ruminants can better digest silvopastoral forage, emitting lower amounts of methane in the process.
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From a financial and risk perspective, silvopasture is useful for its diversification. Livestock, trees, and any additional forestry products, such as nuts, fruit, mushrooms, and maple syrup, all come of age and generate income on different time horizons—some more regularly and short-term, some at much longer intervals. Because the land is diversely productive, farmers are better insulated from financial risk due to weather events.
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The integrated, symbiotic system of silvopasture proves to be more resilient for both animals and trees. In a typical treeless pasture, livestock may suffer from extreme heat, cutting winds, and mediocre forage. But silvopasture provides distributed shade and wind protection, as well as rich food.
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factors. These systems are more expensive to establish, requiring higher up-front costs in addition to the necessary technical expertise.
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Fellow farmers are often more trusted than technical or scientific experts, while a successful test plot—perhaps on a rancher’s own land—is the most convincing case of all.
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Therein lies the climatic win-win of silvopasture: As it averts further greenhouse emissions from one of the world’s most polluting sectors, it also protects against changes that are now inevitable. •
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Tell me: How did it come to pass that virtue—a quality that for most of history has generally been deemed, well, a virtue—became a mark of liberal softheadedness? How peculiar, that doing the right thing by the environment—buying the hybrid, eating like a locavore—should now set you up for the Ed Begley Jr. treatment.
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The single greatest lesson the garden teaches is that our relationship to the planet need not be zero-sum, and that as long as the sun still shines and people still can plan and plant, think and do, we can, if we bother to try, find ways to provide for ourselves without diminishing the world. • Excerpted and adapted with permission from Michael Pollan’s essay “Why Bother?” in the New York Times, April 20, 2008.
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Regenerative agricultural practices restore degraded land. They include no tillage, diverse cover crops, on-farm fertility (no external nutrient sources required), no or minimal pesticides or synthetic fertilizers, and multiple crop rotations, all of which can be augmented by managed grazing. The purpose of regenerative agriculture is to continually improve and regenerate the health of the soil by restoring its carbon content, which in turn improves plant health, nutrition, and productivity.
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When converted to sugars with help from the sun, carbon produces plants and food. It feeds humankind, and, through the use of regenerative agriculture, it feeds the life of the soil.
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Increasing carbon means increasing the life of the soil. When carbon is stored in soil organic matter, microbial life proliferates, soil texture improves, roots go deeper, worms drag organic matter down their holes and make rich castings of nitrogen, nutrient uptake is enhanced, water retention increases several fold (creating drought tolerance or flood insurance), nourished plants are more pest resistant, and fertility compounds to the point where little or no fertilizers are necessary. This ability to become independent of fertilizers relies upon cover crops. Each additional percent of carbon in the soil is considered equivalent to $ 300 to $ 600 of fertilizer stored beneath.
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A normal cover crop might be vetch, white clover, or rye, or a combination of them at one time.
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The possibilities include legumes such as spring peas, clover, vetch, cowpeas, alfalfa, mung beans, lentils, fava beans, sainfoin, and sunn hemp; and brassicas such as kale, mustard, radish, turnips, and collards. Then there are broadleaves such as sunflower, sesame, and chicory; and grasses such as black oats, rye, fescue, teff, brome, and sorghum. Each plant brings distinct additions to the soil, from shading out weeds to fixing nitrogen and making phosphorus, zinc, or calcium bioavailable.
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Regenerative farmers are creating crop insurance through diversification, which prevents pockets of infestation by pests and fungi. Along with rotation, there is intercropping, in which leguminous companion crops of alfalfa or beans are grown with corn to provide fertility.
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Evidence points to a new wisdom: The world cannot be fed unless the soil is fed.
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Regenerative agriculture is not the absence of chemicals. It is the presence of observable science—a practice that aligns agriculture with natural principles. It restores, revitalizes, and reinstates healthy agricultural ecosystems.
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Most nitrogen fertilizers are “hot,” chemically destroying organic matter in the soil.
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Nitrous oxide, created from nitrate fertilizers by soil bacteria, is 298 times more powerful than carbon dioxide in its atmospheric warming effect.
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Effective nutrient management is summarized by the four Rs: right source, right time, right place, and right rate.
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Research into how producers make decisions has found that farmers are likely to apply more fertilizer than necessary and prioritize information they receive from fertilizer dealers—even with the knowledge that reducing their rate could lower emissions.
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Since nitrogen-fertilizer pollution of water bodies is usually considered nonpoint source pollution (i.e., it cannot be easily linked to a single source), regulations are difficult to create and enforce.
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That being said, continual application of chemical fertilizers results in loss of fertility, water infiltration, and loss of productivity over time. These impacts can cause farmers to increase fertilization in hopes it will compensate for the overall loss of soil health, which is in actuality a downward spiral.
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There are two ways to farm. Industrial agriculture sows a single crop over large areas. Regenerative practices such as tree intercropping use diversity to improve soil health and productivity and align with biological principles. Lower inputs, healthier crops, and higher yields are the outcome.
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To top it off, tree intercropping is beautiful—chili peppers and coffee, coconut and marigolds, walnuts and corn, citrus and eggplant, olives and barley, teak and taro, oak and lavender, wild cherry and sunflower, hazel and roses. Triple-cropping is common in tropical areas, with coconut, banana, and ginger grown together. The possible combinations are endless.
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Though land is “lost” to trees in the alley-cropping system, the increased yield—without chemical inputs—more than makes up for the loss.
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Other variations of intercropping include strip cropping, boundary systems, shade systems, forest farming, forest gardening, mycoforestry, silvopasture, and pasture cropping. Tree intercropping reinforces the idea that human well-being does not depend on an agricultural system that is extractive and hostile to living organisms.
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When farmers till their fields to destroy weeds and fold in fertilizer, water in the freshly turned soil evaporates. Soil itself can be blown or washed away and carbon held within it released into the atmosphere. Though intended to prepare a field to be productive, tilling can actually make it nutrient poor and less life giving.
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In part, conservation agriculture is already widespread because farmers can adopt it with relative ease and speed and realize a range of benefits. Water retention makes fields more drought resistant or reduces the need for irrigation. Nutrient retention leads to increased fertility and can lower fertilizer inputs.
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The oldest surviving work of Latin prose, De Agricultura, by Cato the Elder, includes guidance on compost—deemed a must for farmers.
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Nearly half of the solid waste produced around the world is organic or biodegradable, meaning it can be decomposed over a few weeks or months.
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Composting processes avert methane emissions with proper aeration. Without it, the emissions benefits of composting shrink.
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In ancient Amazonian society, virtually all waste was organic. The disposal method of choice for kitchen crumbs, fish bones, livestock manure, broken pottery, and the like was to bury and burn. Wastes were baked without exposure to air beneath a layer of soil. This process, known as pyrolysis, produced a charcoal soil amendment rich in carbon. The result was terra preta, literally “black earth” in Portuguese.
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The pyrolysis process for producing biochar is from the Greek pyro for “fire” and lysis for “separating.” It is the slow baking of biomass in the near or total absence of oxygen. The preferred method is gasification, a higher-temperature pyrolysis that results in more completely carbonized biomass. Biochar is commonly made from waste material ranging from peanut shells to rice straw to wood scraps. As it is heated, gas and oil separate from carbon-rich solids. The output is twofold: fuels that can be used for energy (perhaps for fueling pyrolysis itself) and biochar for soil amendment. Depending on the speed of baking, the ratio of fuel to char can shift. The slower the burn, the more biochar. Pyrolysis is unusual in its versatility. Large, polished industrial systems can produce it, and it can be made in small makeshift kilns.
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Theoretically, experts argue, biochar could sequester billions of tons of carbon dioxide every year, in addition to averting emissions from organic waste.
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Africa abounds with staple tree crops: baobab, mafura, argan, mongongo, marula, dika, monkey orange, moringa, safou, and more.
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Today, 89 percent of cultivated land, about 3 billion acres, is devoted to annuals. Of the remaining land in perennial crops, 116 million acres are used for perennial staple crops.
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Called “flood” or “basin” irrigation, they rely on submerging fields and remain the most common approaches in many parts of the world.
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Surface and groundwater resources are better protected by lowering demand for water use.
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The agricultural industry has long argued that the only way we can feed humanity is through the use of chemical fertilizers, pesticides, and, more recently, genetically modified seeds. The conventional wisdom is that biological or organic agricultural methods are incapable of feeding the world—mere specialty practices for smaller farmers that are impractical given the world’s food needs.
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As Montgomery and Biklé show, the science was incomplete because the role of soil life was unknown at that time. Agronomists and soil scientists of the nineteenth and most of the twentieth century had no inkling of what microbial populations were doing in the soil. In the absence of this knowledge, the chemical fertilizer theory of agricultural productivity was untouchable because it did sustain and increase yields, particularly on degraded soils.
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Herbivores cluster to protect themselves and their young from predators; they munch perennial and annual grasses to the crown; they disturb the soil with their hooves, intermixing their urine and feces; and they move on and do not return for a full year. Herbivores such as cattle, sheep, goats, elk, moose, and deer are ruminants, mammals that ferment cellulose in their digestive systems and break it down with methane-emitting microbes. Ruminants cocreated the world’s great grasslands, from the pampas in Argentina to the mammoth steppe in Siberia. Put those animals inside a fence, and it is a whole different story.
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involves a transitional period from one regime to another. It requires weaning farms off pesticides, herbicides, fungicides, and fertilizers. All of these are conclusions agricultural corporations are unlikely to study and fund. The empirical results achieved by long-term adherents describe a two-to three-year period for the transition—about the same length of time as most of the studies that question the results shown by proponents.
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Farmers who use managed grazing report that perennial streams that once went dry have returned. On farms with intensive one-to two-day rotations, the capacity to stock cattle on the land increased by 200 to 300 percent. Native grasses reestablished themselves, crowding out weeds. Not having to sow pastures saved time and diesel fuel. Tillage of pastureland stopped as well, conserving fuel and equipment expenses. The behavior of cattle changed. Rather than lollygagging around a stubbly, overgrazed pasture, they moved quickly and in the process ate weeds (which farmers are discovering are protein rich), thus reducing or eliminating the need for weed control.
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The results seem to improve when grazing is rapid and intense and rest periods are longer. The protein and sugars of the grasses improve, and the more carbon sugars that are fed to the microbes in the soil, the greater the growth in mycorrhizal fungi, which secrete a sticky substance called glomalin. The organic rich soils are clumped together in small granules by the glomalin, which creates crumbly soil with empty spaces in which water can flow. Practitioners report that their soils can soak up eight, ten, and fourteen inches of rain per hour, whereas before the hardened soils would pond and erode with a mere inch of rain.
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He describes the change in his agricultural practices best: “When I was farming conventionally, I’d wake up and decide what I was going to kill today. Now I wake up and decide what I am going to help live.” And he is equally clear where change will come from: “You’re not going to change Washington [D.C.]. Consumers are the driving force.” •
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Even though they farm as capably and efficiently as men, inequality in assets, inputs, and support means women produce less on the same amount of land.
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According to the Food and Agriculture Organization of the United Nations (FAO), if all women smallholders receive equal access to productive resources, their farm yields will rise by 20 to 30 percent, total agricultural output in low-income countries will increase by 2.5 to 4 percent, and the number of undernourished people in the world will drop by 12 to 17 percent. One hundred million to 150 million people will no longer be hungry.
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Just 10 to 20 percent of landholders are women, and within that group, insecure land rights are a persistent challenge.
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Bina Agarwal, a professor at the University of Manchester and the author of A Field of One’s Own, captures the range of measures needed: Recognize and affirm women as farmers rather than farm helpers—a perception that undermines them from the start. Increase women’s access to land and secure clear, independent tenure—not mediated through and controlled by men. Improve women’s access to the training and resources they lack, provided with their specific needs in mind—microcredit in particular. Focus research and development on crops women cultivate and farming systems they use. Foster institutional innovation and collective approaches designed for women smallholders, such as group farming efforts. Agarwal’s last tenet is powerful. When women take part in cooperatives
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As with all smallholder farmers, diversity in cultivation helps annual yields to be more resilient and successful over time.
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Countries that have higher levels of gender equality have higher average cereal yields; high levels of inequality correlate with the opposite outcome.
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When women earn more, they reinvest 90 percent of the money they make into education, health, and nutrition for their families and communities, compared to 30 to 40 percent for men.
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Girls’ education, it turns out, has a dramatic bearing on global warming. Women with more years of education have fewer, healthier children and actively manage their reproductive health.
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Education also equips women to face the most dramatic climatic changes. A 2013 study found that educating girls “is the single most important social and economic factor associated with a reduction in vulnerability to natural disasters.” The single most important. It is a conclusion drawn from examining the experiences of 125 countries since 1980 and echoes other analyses. Educated girls and women have a better capacity to cope with shocks from natural disasters and extreme weather events and are therefore less likely to be injured, displaced, or killed when one strikes. This decreased vulnerability also extends to their children, families, and the elderly.
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The encyclopedic book What Works in Girls’ Education maps out seven areas of interconnected interventions: Make school affordable. For example, provide family stipends for keeping girls in school. Help girls overcome health barriers. For example, offer deworming treatments. Reduce the time and distance to get to school. For example, provide girls with bikes. Make schools more girl-friendly. For example, offer child-care programs for young mothers. Improve school quality. For example, invest in more and better teachers. Increase community engagement. For example, train community education activists. Sustain girls’ education during emergencies. For example, establish schools in refugee camps.
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According to the Urban Land Institute, in more compact developments ripe for walking, people drive 20 to 40 percent less. Urban planner and author Jeff Speck writes, “The pedestrian is an extremely fragile species, the canary in the coal mine of urban livability. Under the right conditions, this creature thrives and multiplies.” Speck’s “general theory of walkability” outlines four criteria that must be met for people to opt to walk. A journey on foot must be useful, helping an individual meet some need in daily life. It must feel safe, including protection from cars and other hazards. It must be comfortable, attracting walkers to what Speck calls “outdoor living rooms.” And it must be interesting, with beauty, liveliness, and variety all around. In other words, walkable trips are not simply those with a manageable distance from point A to point B, perhaps a ten-to fifteen-minute journey on foot. They have “walk appeal,” thanks to a density of fellow walkers, a mix of land and real estate uses, and key design elements that create compelling environments for people on foot.
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What does that look like? It is the opposite of sprawl. Homes, cafés, parks, shops, and offices are intermingled at a density that makes them reachable by foot. Sidewalks are wide and protected from motorized traffic whizzing by. Walkways are well lit at night, tree-lined and shaded during the day (vital in hot, humid climates). They connect effectively to one another and perhaps lead to entirely car-free areas. Points of interest across the road, tracks, or waterway are accessible by way of safe and direct pedestrian crossings constructed at regular intervals. At street level, buildings feel abuzz with life, fostering a sense of safety. Beauty invites people outside. Perambulation can easily be combined with cycling or mass transit, with good connectivity between these different modes of mobility. Many such improvements can be achieved at a fraction of the cost of other transportation infrastructure. Walkability also enhances the use, and thus cost-effectiveness, of public transit systems.
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Similarly, Copenhagen’s infrastructure investments have made cycling easy and fast. They include innovations such as the “green wave”—traffic lights along main roads synchronized to the pace of bike commuters, so they can maintain their cruising speed for long stretches. Currently, the city is investing in a responsive traffic light system that aims to cut travel time by 10 percent for bicycles and 5 to 20 percent for buses, making both modes more appealing. At the same time, infrastructure for cars is becoming less accommodating, as with the gradual removal of parking spaces.
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As Dutch history reminds us, all cities were once bike cities, before we began shaping and reshaping them for the almighty automobile.
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Cycling also raises concerns about safety, reasonably so, but a clear correlation exists between high cycling rates, more cycling infrastructure, and reduced risk of fatalities.
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Not only do cool roofs reduce heat taken on by buildings, driving down energy use for cooling, they also reduce the temperature in cities. Recent studies have shown that the capacity of cool roofs to relieve the urban heat island effect is more pronounced during heat waves, when heat islands are particularly intense, sometimes deadly. The growth of cities continues, so making them cleaner, more livable, and better for well-being is essential.
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Glass windows were a Roman invention, placed in public baths, important buildings, and homes of great wealth. Although quite opaque, Roman glass was a big step forward from animal hides, cloth, or wood for shutting out the elements.
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Density is a defining characteristic of cities. Compact urban spaces allow us to move about on foot and by bicycle, intermingle people and ideas, and create rich cultural mosaics. That density can also enable efficient heating and cooling of a city’s buildings.
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Copenhagen’s ongoing shift in fuel sources highlights a major advantage of DHC: Once a distribution network is in place, what powers it can morph and evolve. Coal can give way to geothermal, solar water heating, or sustainable biomass. A city’s wasted heat—from industrial facilities to data centers to in-household wastewater—can be captured and repurposed.
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Landfill methane can be tapped for capture and use as a fairly clean energy source for generating electricity or heat, rather than leaking into the air or being dispersed as waste. The climate benefit is twofold: prevent landfill emissions and displace coal, oil, or natural gas that might otherwise be used.
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Most landfill content is organic matter: food scraps, yard trimmings, junk wood, wastepaper. At first, aerobic bacteria decompose those materials, but as layers of garbage get compacted and covered—and ultimately sealed beneath a landfill cap—oxygen is depleted. In its absence, anaerobic bacteria take over, and decomposition produces biogas, a roughly equal blend of carbon dioxide and methane accompanied by a smattering of other gases. Carbon dioxide would be part of nature’s cycles, but the methane is anthropogenic, created because we dump organic waste into sanitary landfills.
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The amount of methane produced varies from landfill to landfill, as does the amount that can be captured. The more contained the site, the easier and more effective capture can be.
Page 100

The power of insulation is taken to the extreme with Passivhaus, or Passive House in English, a rigorous building method and standard created in Germany in the early 1990s and intensely focused on saving energy—by as much as 90 percent over conventional comparisons. This approach zealously focuses on creating an airtight envelope for a building, to separate inside from outside below, above, and around all sides. The result is a structure so hermetically sealed that warm air cannot leak out when snow is on the ground and cool air cannot escape when the dog days arrive.
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To realize the massive financial and emissions savings that are possible, a building-by-building approach to the world’s 1.6 trillion square feet of building stock (99 percent of which is not green) is probably not the way to go. The Rocky Mountain Institute is piloting a more industrialized strategy in Chicago: Limit the scope of retrofitting to a set of highly effective, broadly applicable measures; pursue additional measures on the basis of impeccable analysis; and undertake multiple buildings simultaneously to gain economies of scale.
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Water is heavy. Pumping it from source to treatment plant to storage and distribution requires enormous amounts of energy. In fact, electricity is the major cost driver of processing and distributing water within cities, underlying the sums on water bills.
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Utilities use the phrase “non-revenue water” to describe the gap between what goes in and what ultimately comes out the tap.
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To borrow a description from the New York Times: “A steady, moderately low level of pressure is best—just as [with blood flow] in the human body.” Too much pressure and water looks for ways to escape; too little and water lines can suck in liquids and contaminants that surround them. Water utilities face a quest for pressure that is “just right.”
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Even under conditions of first-rate pressure management, leaks can and will happen. The torrential bursts that cut off service and submerge streets are not actually the worst from a waste perspective: They demand attention and immediate remediation. The bigger problem is with smaller, long-running leaks that are less detectable.
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The issue of water loss exists around the world. In the United States, an estimated one-sixth of distributed water escapes the system.
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Buildings are complex systems in the guise of static structures.
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Energy courses through them—in heating and air-conditioning systems, electrical wiring, water heating, lighting, information and communications systems, security and access systems, fire alarms, elevators, appliances, and indirectly through plumbing.
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Primary forests contain 300 billion tons of carbon yet they are still being logged, sometimes under the guise of harvest being “sustainable.” Research shows that once an intact primary forest begins to be cut, even under sustainable forest-management systems, it leads to biological degradation.
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A 2015 estimate of the world’s tree population: three trillion. That count is substantially higher than previously thought, but more than 15 billion trees are cut down each year. Since humans began farming, the number of trees on earth has fallen by 46 percent. (Today, forests cover 15.4 million square miles of the earth’s surface—or roughly 30 percent of its land area.)
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The benefits of forest conservation are many and various: nontimber products (bush meat, wild food, forage and fodder); erosion control; free pollination and pest and mosquito control provided by birds, bats, and bees; and other ecosystem services.
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An effective agenda to save the forests requires a collective understanding of ecology, the danger posed by global warming, political will, local buy-in, and noncorrupt governance.
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Without question, the Amazon is the greatest single natural resource in the world. Rainforests are being cut down at a rate that will eliminate them in forty years.
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It is difficult to estimate what it would “cost” to save it all, but estimates place it at about 4 percent of the $ 1.2 trillion the world spends on weapons every year.
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As awareness grows about the role blue carbon plays in curbing (or contributing to) climate change, it is also becoming apparent that wetlands are critical to coping with its impacts. Sea level rise due to melting ice and thermal expansion and increased storm activity threaten coastal communities, and shoreline ecosystems are vital protection from battering waves and rushing waters. That is especially true as man-made barriers—levees, dams, embankments—prove increasingly inadequate. The shielding and buffering function of wetlands makes it even more crucial to ensure that they are healthy today and resilient for the future.
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The optimal scenario, of course, is to safeguard coastal wetlands before they can be damaged and keep a lid on the carbon they contain.
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Bamboo is not a plant that needs encouragement.
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You can sit by timber bamboo in the spring and watch it grow more than one inch an hour. Bamboo reaches its full height in one growing season, at which time it can be harvested for pulp or allowed to grow to maturity over four to eight years. After being cut, bamboo re-sprouts and grows again.
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The Western aid and development model for addressing poverty has been dismantled by both Africans and many studies, yet it persists. In Mark’s work, people are growing three things: trees, crops, and wisdom. Foreign aid, sacks of genetically modified corn, and handouts come and go, but if we are to successfully address global warming, we should learn to trust the capacity of people everywhere to understand the consequences and imagine place-based solutions on a collaborative basis, and not force solutions upon them, however well intentioned.
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“The great thing about agro-forestry is that it’s free. They stop seeing trees as weeds and start seeing them as assets.” But only if they’re not penalized for doing so.
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Peat is a thick, mucky, waterlogged substance made up of dead and decomposing plant matter. It develops over hundreds, even thousands of years, as a soupy mix of wetland moss, grass, and other vegetation slowly decays beneath a living layer of flora in the near absence of oxygen. That acidic, anaerobic environment has preserved human remains, so-called “bog bodies” from the Iron Age and earlier. Given enough time, pressure, and heat, peat would become coal.
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Today, though these unique ecosystems cover just 3 percent of the earth’s land area, they are second only to oceans in the amount of carbon they store—twice that held by the world’s forests, at an estimated five hundred to six hundred gigatons.
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It can take thousands of years to build up peat, but a matter of only a few to release its greenhouse cache once it is degraded.
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Indigenous communities are among those most dramatically impacted by climate change, despite contributing the least to its causes. They are particularly vulnerable to the negative effects of environmental change because of their land-based livelihoods, histories of colonization, and social marginalization.
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Preventing loss of forest is always better than trying to bring forest back and cure razed land. Because a restored forest never fully recovers its original biodiversity, structure, and complexity, and because it takes decades to sequester the amount of carbon lost in one fell swoop of deforestation, restoration is no replacement for protection. •
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The Miyawaki method calls for dozens of native tree species and other indigenous flora to be planted close together, often on degraded land devoid of organic matter. As these saplings grow, natural selection plays out and a richly biodiverse, resilient forest results. Miyawaki’s forests are completely self-sustaining after the first two years, when weeding and watering are required, and mature in just ten to twenty years—rather than the centuries nature requires to regrow a forest.
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Shubhendu Sharma’s company Afforestt is developing an open-source methodology to enable anyone to create forest ecosystems on any patch of land. In an area the size of six parking spaces, a three-hundred-tree forest can come to life—for the cost of an iPhone.
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Because afforestation is a multidecade endeavor, what properly enables it are provisions for up-front costs, developing markets for forest products, and ensuring clear land rights in order to maintain continuity between planting and eventual harvest.
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Mass transit is one manifestation of the public square, in which people of many stripes encounter and share space with one another. As Adam Gopnik put it in The New Yorker, “A train is a small society, headed somewhere more or less on time, more or less together, more or less sharing the same window, with a common view and a singular destination”—a unique civic experience, as well as a means of conveyance.
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The appeal of cars is strong and culturally entrenched in many places (less so among younger generations), and shifting habits is difficult, especially if behavior change requires more effort, more time, or more money.
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Public transportation is most successful where it is not just viable but efficient and attractive. One key piece is making the use of multiple modes more seamless, such as a single card to pay for metro, bus, bike share, and rideshare, or a single smartphone app to plan trips that use more than one.
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Roman concrete was used in creating the magnificent Pantheon temple in Rome. Completed in 128 AD, it is famed for its five-thousand-ton, 142-foot dome made of unreinforced concrete—still the world’s largest almost two thousand years later. If it had been built with today’s concrete, the Pantheon would have crumbled before the fall of Rome, three hundred years after its dedication. Roman concrete contained an aggregate of sand and rock just like its modern kin, but it was bound together with lime, salt water, and ash called pozzolana, from a particular volcano. Blending volcanic dust into the mixture of opus caementicium even enabled underwater construction.
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Today, concrete dominates the world’s construction materials and can be found in almost all infrastructure. Its basic recipe is simple: sand, crushed rock, water, and cement, all combined and hardened. Cement—a gray powder of lime, silica, aluminum, and iron—acts as the binder, coating and gluing the sand and rock together and enabling the remarkable stonelike material that results after curing. Cement is also employed in mortar and in building products such as pavers and roof tiles. Its use continues to grow—significantly faster than population—making cement one of the most used substances in the world by mass, second only to water.
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bio-based plastics may or may not be biodegradable. Polyethylene (PE) shopping bags made from sugarcane or corn are not. But bioplastics such as polylactic acid (PLA), like you might find in a disposable cup, and polyhydroxyalkanoates (PHA), which can be used for sutures, are both bio based and biodegradable under the right conditions. (PLA degrades only at high temperatures, not in the ocean or home compost bins.)
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If current trends continue, plastic will outweigh fish in the world’s oceans by 2050.
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Perhaps the biggest problem facing bioplastics is that they are not conventional plastic. Bioplastics cannot be composted unless separated from other plastics, and few will compost in the garden bin. They require high heat to be broken down or special chemical recycling. If bioplastics are intermixed with conventional plastics, conventional recycled plastic is contaminated, rendering it unstable, brittle, and unusable.
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Using water at home—to shower, do laundry, soak plants—consumes energy. It takes energy to clean and transport water, to heat it if need be, and to handle wastewater after use. Hot water is responsible for a quarter of residential energy use worldwide.
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Reducing average shower time to five minutes, washing only full loads of clothes, and flushing three times less per household per day can each reduce water use by 7 to 8 percent.
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The impacts of climate change are compounding population pressures. During droughts, for example, demand for irrigation goes up, while quality and quantity of supply declines.
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Nuclear and fossil fuel plants use enormous quantities of water for cooling—nearly half of all withdrawals in the United States. A single kilowatt-hour of electricity can have twenty-five invisible gallons associated with it.
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The industry calls this a renewable fuel, but that stretches the meaning of the concept. The process is heavily dependent on diesel, oil, gasoline, electricity, and subsidies. When fully calculated, corn-based ethanol produces slightly more energy than was required to produce it. If you add emissions from land use, groundwater depletion, loss of biodiversity, and the impacts of nitrogen fertilizers, the benefit to the atmosphere is debatable. Corn’s highest and best use is as staple food for people who are hungry, not as ethanol powering an SUV.
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How cars are owned and utilized today could not be any less efficient. About 96 percent are privately owned; Americans spend $ 2 trillion per year on car ownership; and cars are used 4 percent of the time. The contemporary car is not a driving machine but a parking machine for which 700 million parking spaces have been built—
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The greatest impediment may be how powerfully embedded the desire to possess one’s own car is. Privately owned, traditional automobiles are likely the most meaningful competitors for AVs, both culturally and functionally. They are symbols of personal freedom—not just in the United States—and displacing them will be no small task for the four-wheeled robots of tomorrow.
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It may require a generational shift in attitude. People without a car at home may feel marooned or trapped.
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On the other side, a time could come when people are banned from driving because in a world of self-directed, connected vehicles, individual drivers are a danger to everyone else.
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Drivers not wanted: taxi, Uber, UPS, FedEx, bus, truck, and town car. Also eliminated: insurance agents, auto salesmen, credit managers, insurance claims adjusters, bank lending, and traffic reporters on the news. What goes the way of the cassette tape: steering wheels, odometers, gas pedals, gas stations, AAA, and the many outlets for individuals to service their own cars, from body shops to car washes. Good riddance to: road rage, crashes, 90 percent or more of all injuries and auto-related deaths, driving tests, getting lost, car dealers, tickets, traffic cops, and traffic jams.
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Actual miles traveled could go up, not down. The reason is simple: When the cost of a service or object goes down, consumption invariably increases. Automated bookable cars at one’s door could see individuals moving farther away from the city, especially if they can work within the car rather than drive.
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The urban landscape could morph into people-oriented areas, with broader sidewalks, narrower streets, more trees and plants, voluminous bike lanes, and parking lots converted to parks. The emphasis will shift from transport to community.
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Fundamentally, LBC is not about leading, but about living. Buildings can function more like a forest, generating a net surplus of positives in function and form and exhaling value into the world. Buildings, in other words, can do more than simply be less bad.
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The Imperatives Limits to growth. Only build on a previously developed site, not on or adjacent to virgin land. Urban agriculture. A living building must have the capacity to grow and store food, based on its floor area ratio. Habitat exchange. For each acre of development, an acre of habitat must be set aside in perpetuity. Human-powered living. A living building must contribute to a walkable, bikeable, pedestrian-friendly community. Net positive water. Rainwater capture and recycling must exceed usage. Net positive energy. At least 105 percent of energy used must come from on-site renewables. Civilized environment. A living building must have operable windows for fresh air, daylight, and views. Healthy interior environment. A living building must have impeccably clean and refreshed air. Biophilic environment. Design must include elements that nurture the human and nature connection. Red List. A living building must contain no toxic materials or chemicals, per the LBC Red List. Embodied carbon footprint. Carbon embodied in construction must be offset. Responsible industry. All timber must be Forest Stewardship Council certified or come from salvage or the building site itself. Living economy sourcing. Acquisition of materials and services must support local economies. Net positive waste. Construction must divert 90 to 100 percent of waste by weight. Human scale and humane places. The project must meet special specifications to orient toward humans rather than cars. Universal access to nature and place. Infrastructure must be equally accessible to all, and fresh air, sunlight, and natural waterways must be available. Equitable investment. A half percent of investment dollars must be donated to charity. JUST organization. At least one entity involved must be a certified JUST organization, indicating transparent and socially just business operations. Beauty and spirit. Public art and design features must be incorporated to elevate and delight the spirit. Inspiration and education. A project must engage in educating children and citizens. •
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For example, how and why do Amazonian rainforests create clouds even in the dry season? It turns out that ten percent of the Amazon’s annual rainfall is absorbed by the shallow roots of certain scattered shrubs, then pushed downward through taproots deep into the soil bank. When the rainless months come, the taproots lift up the water and pump it out into the shallow roots, distributing it to the whole of the forest. Many species of plants throughout the world perform this hydraulic “lift,” watering a multitude of plants under the forest canopy.
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The more stressful the environment, the more likely you are to see plants working together to ensure mutual survival.
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Simard’s work was among the first to prove that fungi branch out from the roots of a single tree to connect dozens of trees and shrubs and herbs—not only to their relatives but also to entirely different species. The “Wood Wide Web,” as Simard calls it, is an underground Internet through which water, carbon, nitrogen, phosphorus, and defense compounds are exchanged. When a pest troubles one tree, its alarm chemicals travel via fungi to the other members of the network, giving them time to beef up their defenses.
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However, placing too high an emphasis on the individual can lead to people feeling so personally responsible that they become overwhelmed by the enormity of the task at hand. Norwegian psychologist and economist Per Espen Stoknes has described how individuals respond to being besieged with science that describes climate change in the language of threat and doom. Fear arises and becomes intertwined with guilt, resulting in passivity, apathy, and denial. To be effective, we require and deserve a conversation that includes possibility and opportunity, not repetitive emphasis on our undoing.
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Individuals cannot prevent the torching of Indonesia rainforests by corrupt palm oil corporations or put an end to the bleaching and coral die-off of the Great Barrier Reef in Australia. Individuals cannot stave off the acidification of the world’s oceans or foil the onslaught of commercials dedicated to fomenting desire and materialism. Individuals cannot halt the lucrative subsidies granted to fossil fuel companies. Individuals cannot prevent the deliberate suppression and demonization of climate science and scientists by anonymous wealthy donors.
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What individuals can do is become a movement. As McKibben writes: “Movements are what take five or ten percent of people and make them decisive—because in a world where apathy rules, five or ten percent is an enormous number.”
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The economic data we have collected shows clearly that the expense of the problems in the world now exceeds the cost of the solutions. To put it another way, the profit that can be achieved by instituting regenerative solutions is greater than the monetary gains generated by causing the problem or conducting business-as-usual. For instance, the most profitable and productive method of farming is regenerative agriculture. In the electric power generation industry, more people in the U.S. as of 2016 are employed by the solar industry than by gas, coal, and oil combined. Restoration creates more jobs than despoliation. We can just as easily have an economy that is based on healing the future rather than stealing it.
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This book was recommended as a Kickstarter project on a XOXO channel, and was delivered much earlier than general availability. I read it in one sitting, then immediately handed it to Jonathan, and said, "You should read this book."

I am so glad this book exists.

I don't believe I have anxieties at the level that people who self-describe themselves as anxious have anxiety. I would argue that I am decidedly not anxious about most things and about much of life. With that said, I had recently read The Anxiety Toolkit, and this book, so clearly something is triggering me to pick up these books and read them. And I am glad I did, because while I have coping skills, there's no reason not to continue to improve them, work on them, and (the best part) add new ones.

I suspect that when I meet Harper, she and I are going to bond over the Sailor Mouth™ style of speaking, as this book is full of f---s and f---ing and damns and many more in your face cussing. While it might have been intended as "Real Talk," it is a little overwhelming sometimes in the book. If you can read through the f--ks and the rest of it, and get to the coping skills, hooboy, yes, this book is gooooooood.

If you have anxiety, get this book. If you don't consider your coping skills to be ninja-esque, buy this book. If you can't afford a copy, let me buy you a copy, this book is that good. I am glad this book exists.

Needing coping skills is not a sign of weakness or mental illness. It means you are a normal human being navigation a truly abnormal culture.
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• There are no such things as wrong responses, only adaptive ones.
• What you have survived as wired your body to proceed with extreme caution, on a unconscious level at all times. This is called staying fucking alive and safe.
• ... You are not crazy; you have adapted to the environment around you with the only information you had at the time... your previous circumstances.

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You are absolutely accountable for your actions, no matter what bullshit has been foisted upon you. You may not have been the one who bought the ticket, but it now officially both your circus and your monkey.
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Psychologically, triggers are events, sensations, images, memories, etc., that facilitate the re-experiencing of any event that overwhelmed our ability to cope. (For those of you playing the home game, yes, that is a quick and dirty definition of trauma.)
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Being triggered means you are literally reliving a traumatic event in your body and mind and are not functioning in the present moment or dealing with your present experience.
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Despite the Navy's expertise in selecting candidates that are physically up to the task, the dropout rate for individuals attending SEAL school is really damn high (like 75% high). After years of this, the Navy commissioned psychologists to figure out what was different about the 25% that succeeded. And they found, unsurprising, that it was a form of mental ability, not physical ability. There were four essential abilities that were later termed "The Four Pillars of Mental Toughness..."
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Pillar One: Very Short Term and Very Specific Goal Setting
Navy SEALS who focused on getting through the training activity at hand rather than the course overall were far more successful in finishing the entire program.
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Pillar Two: Positive Mental Visualization
This means mentally watching yourself successfully complete the task you set out to accomplish or endure the bullshit you need to endure.
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Pillar Three: Positive Self-Talk
Remind yourself this ain't no than comparied to everything else you 've been through. And hell, your suvival rate thus far is 100% so the odds are in your favor, rock star.
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Pillar Four: Managing Self Arousal
Managing our cortisol and adrenaline production is a huge part of coping in general.... Breathing techniques are a big part of that, ...
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Are you bumped up against an unsolvable problem? Maybe it's the problem itself, not your inability to find a solution.
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Anyone who has laid down on the floor from the sheer weight of the awfulness of life can tell you that grief and loss are very real, physical things... and the reason we can't measure them is because they're far too large for any scale.
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We have a mechanism of communication about everything we think, feel, say, and do. Creation is hte sharing of that voice. You can paint a canvas, knit a scarf, play a song, plat a tree, or bake a cake. You can write and write and write. On your website, your Facebook, or the back of a napkin at a coffee shop. Creation in the face of destruction doesn't mitigate the loss, but it does help us take back power when we feel completely out of control. e=You are alowed your voice in the world..
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My mom used to make gentle fun of my brother. "Bless his heart, he still thinks he can change the world." My response? "Well, those are the people who usually do." Nothing ever go changed by sitting around, hoping that people come to their senses and make better choices. Nobody has gained rights by sitting around patiently waiting for someone to notice that they were getting fucked over.
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Things change when we change them. Or, at the very least, we empower ourselves to fucking try. I don't know about your, but I'm not about to sit by and do nothing when the world is on fire. I'll find a bucket of water. Or spit on it if that's all I got.
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Okay, this book was recommended in several places, both online and in a couple books I had recently read.

I really did not like this book. It was One. Giant. Book. Of. Hindsight. Bias. with elements of pop-psychology thrown in for good measure. It almost felt like Gladwell was ghost writing this book.

Hey, look, this company's company's founders worked really really hard and did something different and they succeeded ENORMOUSLY! They were original!

What about the other million company founders who worked really, really hard and didn't succeed enormously or even slightly? They weren't original? Weren't original enough?

Take Warby Parker, the eyeglasses company. They saw a monopoly and disrupted it. The founders were really really really unsure (according to the book) that the company would do as well as it has. That's great, good reporting. What about the other companies trying to disrupt the eyeglasses monopoly. How did they succeed (well, they aren't in this book, so clearly they didn't) or fail? How were they not original enough?

I understand what Grant is saying, that to be wildly successful you need to do something different and differently than what other people are doing. Sure, I get that. Hooray that all the companies in the book managed to Do Something Differently™ and succeeded. A lot of companies don't make it. A lot of "better" options are really stupid ideas that cannot and should not be monetized. Their ideas, like this book, are fluff.

Did not like this book, do not recommend this book, spend your time reading something else if you're looking for a rah-rah-rah I'm-an-entrepreneur book. Perennial Seller or The $100 Startup are far better than this one.

The hallmark of originality is rejecting the default and exploring whether a better option exists.
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The starting point is curiosity: pondering why the default exists in the first place.
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When we become curious about the dissatisfying defaults in our world, we begin to recognize that most of them have social origins: Rules and systems were created by people.
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Practice makes perfect, but it doesn’t make new.
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Child prodigies are hindered by achievement motivation.
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The more you value achievement, the more you come to dread failure. Instead of aiming for unique accomplishments, the intense desire to succeed leads us to strive for guaranteed success.
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As economist Joseph Schumpeter famously observed, originality is an act of creative destruction. Advocating for new systems often requires demolishing the old way of doing things, and we hold back for fear of rocking the boat.
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We view them as self-starters, but their efforts are often fueled and sometimes forced by others.
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Having a sense of security in one realm gives us the freedom to be original in another.
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When hundreds of historians, psychologists, and political scientists evaluated America’s presidents, they determined that the least effective leaders were those who followed the will of the people and the precedents set by their predecessors.
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Originality is not a fixed trait. It is a free choice. Lincoln wasn’t born with an original personality. Taking on controversy wasn’t programmed into his DNA; it was an act of conscious will.
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their inner experiences are not any different from our own. They feel the same fear, the same doubt, as the rest of us. What sets them apart is that they take action anyway. They know in their hearts that failing would yield less regret than failing to try.
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the biggest barrier to originality is not idea generation—it’s idea selection.
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Social scientists have long known that we tend to be overconfident when we evaluate ourselves.
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If originals aren’t reliable judges of the quality of their ideas, how do they maximize their odds of creating a masterpiece? They come up with a large number of ideas.
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They simply produced a greater volume of work, which gave them more variation and a higher chance of originality.
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In every field, even the most eminent creators typically produce a large quantity of work that’s technically sound but considered unremarkable by experts and audiences.
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In fact, when it comes to idea generation, quantity is the most predictable path to quality.
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Many people fail to achieve originality because they generate a few ideas and then obsess about refining them to perfection.
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The best way to get better at judging our ideas is to gather feedback. Put a lot of ideas out there and see which ones are praised and adopted by your target audience.
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In the face of uncertainty, our first instinct is often to reject novelty, looking for reasons why unfamiliar concepts might fail.
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As we gain knowledge about a domain, we become prisoners of our prototypes.
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We often speak of the wisdom of crowds, but we need to be careful about which crowds we’re considering.
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Instead of attempting to assess our own originality or seeking feedback from managers, we ought to turn more often to our colleagues. They lack the risk-aversion of managers and test audiences; they’re open to seeing the potential in unusual possibilities, which guards against false negatives.
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This evidence helps to explain why many performers enjoy the approval of audiences but covet the admiration of their peers.
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instead of adopting a managerial mindset for evaluating ideas, they got into a creative mindset by generating ideas themselves. Just spending six minutes developing original ideas made them more open to novelty, improving their ability to see the potential in something unusual.
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Once you take on a managerial role, it’s hard to avoid letting an evaluative mindset creep in to cause false negatives.
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If we want to increase our odds of betting on the best original ideas, we have to generate our own ideas immediately before we screen others’ suggestions.
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“If you’re gonna make connections which are innovative,” Steve Jobs said back in 1982, “you have to not have the same bag of experience as everyone else does.”
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Research on highly creative adults shows that they tended to move to new cities much more frequently than their peers in childhood, which gave them exposure to different cultures and values, and encouraged flexibility and adaptability.
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In a digital world dominated by invisible bits and bytes, Jobs was enamored with the possibility that the next breakthrough innovation would be in transportation.
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As Nobel Prize–winning psychologist Daniel Kahneman and decision expert Gary Klein explain, intuitions are only trustworthy when people build up experience making judgments in a predictable environment.
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In a rapidly changing world, the lessons of experience can easily point us in the wrong direction. And because the pace of change is accelerating, our environments are becoming ever more unpredictable. This makes intuition less reliable as a source of insight about new ideas and places a growing premium on analysis.
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The more successful people have been in the past, the worse they perform when they enter a new environment.
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In the words of Google executives Eric Schmidt and Jonathan Rosenberg, “Passionate people don’t wear their passion on their sleeves; they have it in their hearts.”
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He excelled at creating brilliant solutions to problems identified by others, not in finding the right problems to solve.
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If we want to improve our idea selection skills, we shouldn’t look at whether people have been successful. We need to track how they’ve been successful.
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“It’s rare that originality comes from insiders,” Neil tells me,
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As Randy Komisar puts it, “If I’m hitting .300, I’m a genius. That’s because the future cannot be predicted. The sooner you learn it, the sooner you can be good at it.”
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When we judge their greatness, we focus not on their averages, but on their peaks.
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Leaders and managers appreciate it when employees take the initiative to offer help, build networks, gather new knowledge, and seek feedback. But there’s one form of initiative that gets penalized: speaking up with suggestions.
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When we climb up the moral ladder, it can be rather lonely at the top.
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Power involves exercising control or authority over others; status is being respected and admired.
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When people sought to exert influence but lacked respect, others perceived them as difficult, coercive, and self-serving. Since they haven’t earned our admiration, we don’t feel they have the right to tell us what to do, and we push back.
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When we’re trying to influence others and we discover that they don’t respect us, it fuels a vicious cycle of resentment. In an effort to assert our own authority, we respond by resorting to increasingly disrespectful behaviors.
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Status cannot be claimed; it has to be earned or granted.
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As iconic filmmaker Francis Ford Coppola observed, “The way to come to power is not always to merely challenge the Establishment, but first make a place in it and then challenge and double-cross the Establishment.”
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idiosyncrasy credits—the latitude to deviate from the group’s expectations. Idiosyncrasy credits accrue through respect, not rank: they’re based on contributions. We squash a low-status member who tries to challenge the status quo, but tolerate and sometimes even applaud the originality of a high-status star.
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But when you’re pitching a novel idea or speaking up with a suggestion for change, your audience is likely to be skeptical.
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The first advantage is that leading with weaknesses disarms the audience. Marketing professors Marian Friestad and Peter Wright find that when we’re aware that someone is trying to persuade us, we naturally raise our mental shields. Rampant confidence is a red flag—a signal that we need to defend ourselves against weapons of influence.
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“Unbridled optimism comes across as salesmanship; it seems dishonest somehow, and as a consequence it’s met with skepticism. Everyone is allergic to the feeling, or suspicious of being sold.”
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When people only touted the pluses of their ideas, she quickly concluded that “this idea is full of holes; they really haven’t thought it through, and they’ve constructed their slide deck to keep me from figuring it out. When people presented drawbacks or disadvantages, I would become an ally. Instead of selling me, they’ve given me a problem to solve.”
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People think an amateur can appreciate art, but it takes a professional to critique it.
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This is the second benefit of leading with the limitations of an idea: it makes you look smart.*
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The third advantage of being up front about the downsides of your ideas is that it makes you more trustworthy.
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A fourth advantage of this approach is that it leaves audiences with a more favorable assessment of the idea itself, due to a bias in how we process information.
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Just as presenting negatives can ironically make it more difficult for audiences to think of them, speaking up effectively depends on making the positive features easier to process.
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Overall, the evidence suggests that liking continues to increase as people are exposed to an idea between ten and twenty times, with additional exposure still useful for more complex ideas. Interestingly, exposures are more effective when they’re short and mixed in with other ideas, to help maintain the audience’s curiosity. It’s also best to introduce a delay between the presentation of the idea and the evaluation of it, which provides time for it to sink in.
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Building on a classic book by economist Albert Hirschman, there are four different options for handling a dissatisfying situation.
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decades of research show that you have a choice between exit, voice, persistence, and neglect. Exit means removing yourself from the situation altogether:
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Voice involves actively trying to improve the situation:
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Persistence is gritting your teeth and bearing it:
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Neglect entails staying in the current situation but reducing your effort:
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Fundamentally, these choices are based on feelings of control and commitment. Do you believe you can effect change, and do you care enough to try? If you believe you’re stuck with the status quo, you’ll choose neglect when you’re not committed, and persistence when you are. If you do feel you can make a difference, but you aren’t committed to the person, country, or organization, you’ll leave. Only when you believe your actions matter and care deeply will you consider speaking up.
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As much as agreeable people may love us, they often hate conflict even more. Their desire to please others and preserve harmony makes them prone to backing down instead of sticking up for us.
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It is often the prickly people who are more comfortable taking a stand against others and against convention.
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Research shows that when managers have a track record of challenging the status quo, they tend to be more open to new ideas and less threatened by contributions from others. They care more about making the organization better than about defending it as it stands. They’re motivated to advance the organization’s mission, which means they’re not so loyal that they turn a blind eye to its shortcomings.
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If you’re perched at the top, you’re expected to be different and therefore have the license to deviate. Likewise, if you’re still at the bottom of a status hierarchy, you have little to lose and everything to gain by being original. But the middle segment of that hierarchy—where the majority of people in an organization are found—is dominated by insecurity. Now that you have a bit of respect, you value your standing in the group and don’t want to jeopardize it. To maintain and then gain status, you play a game of follow-the-leader, conforming to prove your worth as a group member.
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The fall from low to lower hardly hurts; the fall from middle to low is devastating.
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Middle-status conformity leads us to choose the safety of the tried-and-true over the danger of the original.
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security analysts were significantly less likely to issue negative stock ratings when they or the banks that employed them had middle status.
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it was more effective to voice ideas upward and downward, and spent less time attempting to make suggestions to middle managers.
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But when I looked at the evidence, I was dismayed to discover that even today, speaking while female remains notoriously difficult. Across cultures, there’s a rich body of evidence showing that people continue to hold strong gender-role stereotypes, expecting men to be assertive and women to be communal. When women speak up, they run the risk of violating that gender stereotype, which leads audiences to judge them as aggressive.
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Other studies show that male executives who talk more than their peers are rewarded, but female executives who engage in the same behavior are devalued by both men and women.
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Extensive research shows that when women speak up on behalf of others, they avoid backlash, because they’re being communal.
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For minority-group members, it’s particularly important to earn status before exercising power.
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the best way to handle dissatisfaction. In the quest for originality, neglect isn’t an option. Persistence is a temporary route to earning the right to speak up. But in the long run, like neglect, persistence maintains the status quo and falls short of resolving your dissatisfaction. To change the situation, exit and voice are the only viable alternatives.
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a major drawback of exit. Although it has the advantage of altering your own circumstances, it doesn’t make them better for anyone else, as it enables the status quo to endure.
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in the long run, research shows that the mistakes we regret are not errors of commission, but errors of omission. If we could do things over, most of us would censor ourselves less and express our ideas more.
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Employees who procrastinated regularly spent more time engaging in divergent thinking and were rated as significantly more creative by their supervisors. Procrastination didn’t always fuel creativity: if the employees weren’t intrinsically motivated to solve a major problem, stalling just set them behind.
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In ancient Egypt, there were two different verbs for procrastination: one denoted laziness; the other meant waiting for the right time.
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people have a better memory for incomplete than complete tasks. Once a task is finished, we stop thinking about it. But when it is interrupted and left undone, it stays active in our minds.
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Great originals are great procrastinators, but they don’t skip planning altogether. They procrastinate strategically, making gradual progress by testing and refining different possibilities.
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The pioneers were first movers: the initial company to develop or sell a product. The settlers were slower to launch, waiting until the pioneers had created a market before entering it.
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Surprisingly, the downsides of being the first mover are frequently bigger than the upsides. On balance, studies suggest that pioneers may sometimes capture greater market share, but end up not only with lower chances of survival but lower profits as well.
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Being original doesn’t require being first. It just means being different and better.
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When originals rush to be pioneers, they’re prone to overstep; that’s the first disadvantage.
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roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support.
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Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering.
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Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors.
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Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly.
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As physicist Max Planck once observed, “A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die.”
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The time at which we reach our heights of originality, and how long they last, depends on our styles of thinking.
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Conceptual innovators formulate a big idea and set out to execute it. Experimental innovators solve problems through trial and error, learning and evolving as they go along. They are at work on a particular problem, but they don’t have a specific solution in mind at the outset. Instead of planning in advance, they figure it out as they go.
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According to Galenson, conceptual innovators are sprinters, and experimental innovators are marathoners.
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conceptual innovators become less original once they’re entrenched in conventional ways of approaching problems.
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Conceptual innovators tend to generate original ideas early but risk copying themselves. The experimental approach takes longer, but proves more renewable: instead of reproducing our past ideas, experiments enable us to continue discovering new ones.
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The more experiments you run, the less constrained you become by your ideas from the past. You learn from what you discover in your audience, on the canvas, or in the data.
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The key insight is a Goldilocks theory of coalition formation. The originals who start a movement will often be its most radical members, whose ideas and ideals will prove too hot for those who follow their lead. To form alliances with opposing groups, it’s best to temper the cause, cooling it as much as possible. Yet to draw allies into joining the cause itself, what’s needed is a moderately tempered message that is neither too hot nor too cold, but just right.
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We assume that common goals bind groups together, but the reality is that they often drive groups apart.
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Even if they care about different causes, groups find affinity when they use the same methods of engagement.
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Simon Sinek argues that if we want to inspire people, we should start with why. If we communicate the vision behind our ideas, the purpose guiding our products, people will flock to us. This is excellent advice—and when you’re doing something original that challenges the status quo, you have to be careful about how you communicate your why. When people championing moral change explain their why, it runs the risk of clashing with deep-seated convictions. When creative non-conformists explain their why, it may violate common notions of what’s possible.
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Shifting the focus from why to how can help people become less radical.
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when people with extreme political views were asked to explain the reasons behind their policy preferences, they stuck to their guns. Explaining why gave them a chance to affirm their convictions. But when asked to explain how their preferred policies work, they became more moderate. Considering how led them to confront the gaps in their knowledge and realize that some of their extreme views were impractical.
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Steinman leveraged what psychologist Robert Cialdini calls the foot-in-the-door technique, where you lead with a small request to secure an initial commitment before revealing the larger one. By opening with a moderate ask instead of a radical one, Steinman gained allies.
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Coalitions often fall apart when people refuse to moderate their radicalism.
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Psychologists call them ambivalent relationships. You might know them as frenemies—people who sometimes support you and sometimes undermine you.
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Negative relationships are unpleasant, but they’re predictable: if a colleague consistently undermines you, you can keep your distance and expect the worst. But when you’re dealing with an ambivalent relationship, you’re constantly on guard, grappling with questions about when that person can actually be trusted. As Duffy’s team explains, “It takes more emotional energy and coping resources to deal with individuals who are inconsistent.”
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psychologist Bert Uchino found that ambivalent relationships are literally unhealthier than negative relationships.
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But our best allies aren’t the people who have supported us all along. They’re the ones who started out against us and then came around to our side.
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Third, and most important, it is our former adversaries who are the most effective at persuading others to join our movements. They can marshal better arguments on our behalf, because they understand the doubts and misgivings of resisters and fence-sitters. And they’re a more credible source, because they haven’t just been Pollyanna followers or “yes men” all along.
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On average, a novel starting point followed by a familiarity infusion led to ideas that were judged as 14 percent more practical, without sacrificing any originality.
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Her actions offer two lessons about persuading potential partners to join forces. First, we need to think differently about values. Instead of assuming that others share our principles, or trying to convince them to adopt ours, we ought to present our values as a means of pursuing theirs. It’s hard to change other people’s ideals. It’s much easier to link our agendas to familiar values that people already hold.
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transparency isn’t always the best policy. As much as they want to be straightforward with potential partners, originals occasionally need to reframe their ideas to appeal to their audience.
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In her dying breath in 1893, Lucy Stone whispered four words to her daughter: “Make the world better.”
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According to eminent Stanford professor James March, when many of us make decisions, we follow a logic of consequence: Which course of action will produce the best result? If you’re like Robinson, and you consistently challenge the status quo, you operate differently, using instead a logic of appropriateness: What does a person like me do in a situation like this? Rather than looking outward in an attempt to predict the outcome, you turn inward to your identity. You base the decision on who you are—or who you want to be.
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When we use the logic of consequence, we can always find reasons not to take risks. The logic of appropriateness frees us up. We think less about what will guarantee the outcome we want, and act more on a visceral sense of what someone like us ought to do.
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Birth order doesn’t determine who you are; it only affects the probability that you’ll develop in a particular way. There are many other contributing factors, both in your biology and your life experience.
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Hundreds of studies point to the same conclusion: although firstborns tend to be more dominant, conscientious, and ambitious, laterborns are more open to taking risks and embracing original ideas. Firstborns tend to defend the status quo; laterborns are inclined to challenge it.*
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At its core, comedy is an act of rebellion.
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To challenge expectations and question core values, comedians must take calculated risks; to do it without offending the audience to the point that they tune out, comedians need creativity. The very choice to become a comedian means abandoning the prospect of a stable, predictable career.
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Psychologist Robert Zajonc observed that firstborns grow up in a world of adults, while the more older siblings you have, the more time you spend learning from other children.
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When older siblings serve as surrogate parents and role models, you don’t face as many rules or punishments, and you enjoy the security of their protection. You also end up taking risks earlier: instead of emulating the measured, carefully considered choices of adults, you follow the lead of other children.
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The larger the family, the more laterborns face lax rules and get away with things that their elder siblings wouldn’t have.
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If parents do believe in enforcing a lot of regulations, the way they explain them matters a great deal. New research shows that teenagers defy rules when they’re enforced in a controlling manner, by yelling or threatening punishment. When mothers enforce many rules but offer a clear rationale for why they’re important, teenagers are substantially less likely to break them, because they internalize them.
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They outlined their standards of conduct and explained their grounding in a set of principles about right and wrong, referencing values like morality, integrity, respect, curiosity, and perseverance. But “emphasis was placed upon the development of one’s ethical code,” MacKinnon wrote. Above all, the parents who raised highly creative architects granted their children the autonomy to choose their own values.
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Reasoning does create a paradox: it leads both to more rule following and more rebelliousness. By explaining moral principles, parents encourage their children to comply voluntarily with rules that align with important values and to question rules that don’t. Good explanations enable children to develop a code of ethics that often coincides with societal expectations; when they don’t square up, children rely on the internal compass of values rather than the external compass of rules.
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While the bystanders’ parents focused on enforcing compliance with rules for their own sake, the rescuers’ parents encouraged their children to consider the impact of their actions on others.*
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In general, we tend to be overconfident about our own invulnerability to harm.
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Robinson wrote. “He said it didn’t take guts to follow the crowd, that courage and intelligence lay in being willing to be different.
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When our character is praised, we internalize it as part of our identities. Instead of seeing ourselves as engaging in isolated moral acts, we start to develop a more unified self-concept as a moral person.
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children between ages three and six were 22 percent to 29 percent more likely to clean up blocks, toys, and crayons when they were asked to be helpers instead of to help. Even though their character
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His team was able to cut cheating in half with the same turn of phrase: instead of “Please don’t cheat,” they changed the appeal to “Please don’t be a cheater.” When you’re urged not to cheat, you can do it and still see an ethical person in the mirror. But when you’re told not to be a cheater, the act casts a shadow; immorality is tied to your identity, making the behavior much less attractive. Cheating is an isolated action that gets evaluated with the logic of consequence: Can I get away with it? Being a cheater evokes a sense of self, triggering the logic of appropriateness: What kind of person am I, and who do I want to be?
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When we shift our emphasis from behavior to character, people evaluate choices differently. Instead of asking whether this behavior will achieve the results they want, they take action because it is the right thing to do.
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When Winstead went public with her rebellious political views, her father quipped, “I screwed up. I raised you to have an opinion, and I forgot to tell you it was supposed to be mine.”
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Remarkably, there are studies showing that when children’s stories emphasize original achievements, the next generation innovates more.
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groupthink—the tendency to seek consensus instead of fostering dissent. Groupthink is the enemy of originality; people feel pressured to conform to the dominant, default views instead of championing diversity of thought.
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groupthink occurs when people “are deeply involved in a cohesive in-group,” and their “strivings for unanimity override their motivation to realistically appraise alternative courses of action.”
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When a group becomes that cohesive, it develops a strong culture—people share the same values and norms, and believe in them intensely. And there’s a fine line between having a strong culture and operating like a cult.
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They observe that “the benefits of group cohesion” include “enhanced communication,” and members of cohesive groups “are likely to be secure enough in their roles to challenge one another.”
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“Minority viewpoints are important, not because they tend to prevail but because they stimulate divergent attention and thought,” finds Berkeley psychologist Charlan Nemeth,
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Dissenting opinions are useful even when they’re wrong.
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The evidence suggests that social bonds don’t drive groupthink; the culprits are overconfidence and reputational concerns.
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While it can be appealing to assign a devil’s advocate, it’s much more powerful to unearth one. When people are designated to dissent, they’re just playing a role. This causes two problems: They don’t argue forcefully or consistently enough for the minority viewpoint, and group members are less likely to take them seriously. “Dissenting for the sake of dissenting is not useful.
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But when it is authentic, it stimulates thought; it clarifies and it emboldens.” The secret to success is sincerity, the old saying goes: Once you can fake that, you’ve got it made. In fact, it’s not easy to fake sincerity. For devil’s advocates to be maximally effective, they need to really believe in the position they’re representing—and the group needs to believe that they believe it, too.
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“The greatest tragedy of mankind,” Dalio says, “comes from the inability of people to have thoughtful disagreement to find out what’s true.”
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Through the process of open-minded debate, Dalio expects employees to reconcile their differences. Instead of reaching consensus because some people are overconfident or others are afraid to speak up, the staff get on the same page by duking it out. In the language of futurist Paul Saffo, the norm is to have “strong opinions, weakly held.”
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If employees can get in sync about making sure that everyone speaks up, they don’t need to worry as much about groupthink.
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Decisions will be made based on an idea meritocracy, not a status hierarchy or democracy.
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Uh huh. Decisions are made by the person screaming loudest in the room, as much as Dalio wants to believe in his vision.

Hofmann found that a culture that focuses too heavily on solutions becomes a culture of advocacy, dampening inquiry. If you’re always expected to have an answer ready, you’ll arrive at meetings with your diagnosis complete, missing out on the chance to learn from a broad range of perspectives.
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Getting problems noted is half the battle against groupthink; the other is listening to the right opinions about how to solve them.
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Although everyone’s opinions are welcome, they’re not all valued equally. Bridgewater is not a democracy. Voting privileges the majority, when the minority might have a better opinion. “Democratic decision making—one person, one vote—is dumb,” Dalio explains, “because not everybody has the same believability.”*
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If you’re about to interact with a few Bridgewater colleagues for the first time, you can see their track records on seventy-seven different dimensions of values, skills, and abilities in the areas of higher-level thinking, practical thinking, maintaining high standards, determination, open-mindedness yet assertiveness, and organization and reliability. During regular review cycles, employees rate one another on different qualities like integrity, courage, living in truth, taking the bull by its horns, not tolerating problems, being willing to touch a nerve, fighting to get in sync, and holding people accountable.
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At any time, employees can submit dots, or observations—they assess peers, leaders, or subordinates on the metrics and give short explanations of what they’ve observed.
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When you express an opinion, it’s weighted by whether you’ve established yourself as believable on that dimension. Your believability is a probability of being right in the present, and is based on your judgment, reasoning, and behavior in the past. In presenting your views, you’re expected to consider your own believability by telling your audience how confident you are. If you have doubts, and you’re not known as believable in the domain, you shouldn’t have an opinion in the first place; you’re supposed to ask questions so you can learn. If you’re expressing a fierce conviction, you should be forthright about it—but know that your colleagues will probe the quality of your reasoning. Even then, you’re supposed to be assertive and open-minded at the same time.
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Karl Weick advises, “Argue like you’re right and listen like you’re wrong.”
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Even if your organization doesn’t currently embrace critical upward feedback, holding an open season on leaders might be an effective way to begin changing the culture.
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CEO Tom Gerrity asked a consultant to tell him everything he did wrong in front of his entire staff of roughly a hundred employees. By role modeling receptivity to feedback, employees across the company became more willing to challenge him—and one another.
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It’s easier to start a relationship with the door open than to pry open a door that’s already been slammed shut.
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I’d come to believe that no one had the right to hold a critical opinion without speaking up about it, I explained to Dalio, and since that’s what their culture prizes, I wouldn’t pull any punches. “I’m unoffendable,” he replied, giving me the green light to go ahead.
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when organizations fail to prioritize principles, their performance suffers.
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few years earlier, Dalio had been asked whether it was his personal dream to have everyone live by the principles. “No. No, no, no, no, no, no, no. Nooo. Nooo. Absolutely not. No. Just please. No,” he replied emphatically.
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“Shapers” are independent thinkers: curious, non-conforming, and rebellious. They practice brutal, nonhierarchical honesty. And they act in the face of risk, because their fear of not succeeding exceeds their fear of failing.
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The greatest shapers don’t stop at introducing originality into the world. They create cultures that unleash originality in others.
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Although many originals come across as beacons of conviction and confidence on the outside, their inner experiences are peppered with ambivalence and self-doubt.
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Choosing to challenge the status quo is an uphill battle, and there are bound to be failures, barriers, and setbacks along the way.
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Strategic optimists anticipate the best, staying calm and setting high expectations. Defensive pessimists expect the worst, feeling anxious and imagining all the things that can go wrong.
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When self-doubts creep in, defensive pessimists don’t allow themselves to be crippled by fear. They deliberately imagine a disaster scenario to intensify their anxiety and convert it into motivation. Once they’ve considered the worst, they’re driven to avoid it, considering every relevant detail to make sure they don’t crash and burn, which enables them to feel a sense of control.
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Their confidence springs not from ignorance or delusions about the difficulties ahead, but from a realistic appraisal and an exhaustive plan. When they don’t feel anxious, they become complacent; when encouraged, they become discouraged from planning.
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“The trick is to make fear your friend,” he notes. “Fear forces you to prepare more rigorously and see potential problems more quickly.”
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To overcome fear, why does getting excited work better than trying to calm yourself down? Fear is an intense emotion: You can feel your heart pumping and your blood coursing. In that state, trying to relax is like slamming on the brakes when a car is going 80 miles per hour. The vehicle still has momentum. Rather than trying to suppress a strong emotion, it’s easier to convert it into a different emotion—one that’s equally intense, but propels us to step on the gas.
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Fear is marked by uncertainty about the future: We’re worried that something bad will happen. But because the event hasn’t occurred yet, there’s also a possibility, however slim, that the outcome will be positive. We can step on the gas by focusing on the reasons to move forward—the sliver of excitement that we feel about breaking loose and singing our song.
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When we’re not yet committed to a particular action, thinking like a defensive pessimist can be hazardous. Since we don’t have our hearts set on charging ahead, envisioning a dismal failure will only activate anxiety, triggering the stop system and slamming our brakes. By looking on the bright side, we’ll activate enthusiasm and turn on the go system.
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But once we’ve settled on a course of action, when anxieties creep in, it’s better to think like a defensive pessimist and confront them directly. In this case, instead of attempting to turn worries and doubts into positive emotions, we can shift the go system into higher gear by embracing our fear. Since we’ve set our minds to press forward, envisioning the worst-case scenario enables us to harness anxiety as a source of motivation to prepare and succeed.
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Originality brings more bumps in the road, yet it leaves us with more happiness and a greater sense of meaning.
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Just flying solo with an opinion can make even a committed original fearful enough to conform to the majority.
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The easiest way to encourage non-conformity is to introduce a single dissenter.
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Merely knowing that you’re not the only resister makes it substantially easier to reject the crowd. Emotional strength can be found even in small numbers.
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If you want people to go out on a limb, you need to show them that they’re not alone.
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Effective displays of humor are what Popovic calls dilemma actions: choices that put oppressors in a lose-lose situation.
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Instead of trying to decelerate the stop system, he uses laughter to rev up the go system. When you have no power, it’s a powerful way to convert strong negative emotions into positive ones.
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“Executives underestimate how hard it can be to drive people out of their comfort zones,” Kotter writes. “Without a sense of urgency, people . . . won’t make needed sacrifices. Instead they cling to the status quo and resist.”
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Now, we’re willing to do whatever it takes to avoid that loss, even if it means risking an even bigger one.
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If you want people to modify their behavior, is it better to highlight the benefits of changing or the costs of not changing?
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If they think the behavior is safe, we should emphasize all the good things that will happen if they do it—they’ll want to act immediately to obtain those certain gains. But when people believe a behavior is risky, that approach doesn’t work. They’re already comfortable with the status quo, so the benefits of change aren’t attractive, and the stop system kicks in. Instead, we need to destabilize the status quo and accentuate the bad things that will happen if they don’t change. Taking a risk is more appealing when they’re faced with a guaranteed loss if they don’t. The prospect of a certain loss brings the go system online.
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When deliberating about innovation opportunities, the leaders weren’t inclined to take risks. When they considered how their competitors could put them out of business, they realized that it was a risk not to innovate. The urgency of innovation was apparent.
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If you want people to take risks, you need first to show what’s wrong with the present. To drive people out of their comfort zones, you have to cultivate dissatisfaction, frustration, or anger at the current state of affairs, making it a guaranteed loss.
Page 234

The audience was only prepared to be moved by his dream of tomorrow after he had exposed the nightmare of today.
Page 235

when we’re experiencing doubts on the way toward achieving a goal, whether we ought to look backward or forward depends on our commitment. When our commitment is wavering, the best way to stay on track is to consider the progress we’ve already made. As we recognize what we’ve invested and attained, it seems like a waste to give up, and our confidence and commitment surge.
Page 235

Once commitment is fortified, instead of glancing in the rearview mirror, it’s better to look forward by highlighting the work left to be done. When we’re determined to reach an objective, it’s the gap between where we are and where we aspire to be that lights a fire under us.
Page 236

Anger counteracts apathy: We feel that we’ve been wronged, and we’re compelled to fight.
Page 236

Deep acting dissolves the distinction between your true self and the role you are playing. You are no longer acting, because you are actually experiencing the genuine feelings of the character.
Page 237

Deep acting turns out to be a more sustainable strategy for managing emotions than surface acting.
Page 238

One of the fundamental problems with venting is that it focuses attention on the perpetrator of injustice. The more you think about the person who wronged you, the more violently you want to lash out in retaliation. “Anger
Page 241

Research demonstrates that when we’re angry at others, we aim for retaliation or revenge. But when we’re angry for others, we seek out justice and a better system. We don’t just want to punish; we want to help.
Page 242

Do diverse experiences really generate originality, or do original people seek out diverse experiences?
Page 322

Shared tactics only facilitate alliances up to a point. When the overlap in tactics between groups was more than 61 percent, coalitions became less likely. When their methods are pretty much the same, groups simply have less to learn and gain from one another; their efforts are more likely to be redundant.
Page 322

The representatives shared their perspectives, avoiding blaming each other and justifying their own views, and focusing on analyzing the effects of their interaction on the conflict. After all participants expressed their concerns and understood and acknowledged those posed by everyone else, they embarked on joint problem solving.
Page 322

As psychologists Andreas Mojzisch and Stefan Schulz-Hardt find, “knowing others’ preferences degrades the quality of group decisions.” Next, instead of discussing alternatives one at a time, they compared and contrasted each of the alternatives. Evidence shows that when groups consider options one at a time, a majority preference can emerge too early. It’s better to rank order the options, because comparing your third and fourth choice might surface information that shifts the entire decision. Psychologist Andrea Hollingshead finds that when groups are instructed to rank order the alternatives, instead of choosing the best alternative, they’re more likely to consider each option, share information about the unpopular ones, and make a good decision.
Page 322

Research shows that when American presidents’ inaugural addresses feature positive thoughts about the future, employment rates and gross domestic product decline during their terms in office. When presidents are too optimistic, the economy gets worse. Negative thoughts can direct our attention to potential problems, and the absence of those thoughts predicts a failure to take preventative and corrective actions.
Page 322

Psychologist James Pennebaker has demonstrated that expressing our thoughts and feelings about a stressful or traumatic event is most salutary after we’ve had some time to process the event, when we’re not blinded by anger or consumed by distress.
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Do not talk about things immediately after they happened. That will cement the trauma in your psyche. Give yourself time to process the trauma, minimum 6 days, then start talking, writing, sharing, discussing it, otherwise you risk never being able to process it.

This book is how to deal with anxiety, coping mechanisms and the like. Again, I have no idea how this ended up in my to-read pile, a problem I am becoming more anxious about fixing as I write that statement again.

The anxieties described in the beginning of this book are not anxieties I have. Public speaking in and of itself does not cause me to become a ball of anxious jelly. I know that my voice will crack and my throat will become dry when I first start talking in front of a crowd, but my heart doesn't race and I feel notice the voice and throat from outside of myself, not inside. Neither am I stuck by nerves about doing basic adult tasks or looking out for myself. I believe I have done a very good job at identifying my anxieties and addressing my anxieties.

As such, when I read this book, I wasn't overly enthusiastic about the techniques and suggestions in the book. I didn't relate to the "do you feel X?" questions in the beginning of each chapter. I am grateful for whatever place I am on the autism scale that allowed me to dodge those particular emotions.

I was thinking this was an interesting book, but not applicable in a meaningful way to me, until I read the chapter on rumination.

Hooboy. Hello, Kitt.

This is the chapter I paid attention to. This is the chapter that made the rest of the book worth reading.

And that's the thing, isn't it?

We all have different manifestations of our anxieties and different ways of processing anxiety. We all have different triggers and different soothing mechanisms. Some people have fantastic soothing mechanisms, others need help, guidance, and a direction.

Boyes comments early and frequently:

Like any book, take what you find useful from it and ignore the rest.

Which sums up my opinion of the book. It's worth reading if you have anxieties or want to hear about other people's coping mechanism. Drinking to numbness is not a valid solution, for example, it is abdication of responsibility to your own life and a crappy coping mechanism. This book lists other, better coping mechanisms. Worth a read if you need some.

Update: Read Faith Harper's Coping Skills first. It's a shorter and better read for those needing immediate coping skills. Come back to this one once the worst is over.

To better manage your anxiety, you don’t need to understand the average anxious person — you need to understand the multidimensional you.
Page 19

People who are agreeable tend to prioritize getting along with others. They may not be willing to make waves when they can see problems with other people’s ideas or plans. In contrast, people who are naturally disagreeable may underestimate the importance of getting along with others and not invest enough in relationship building.
Page 26

If you’re anxious and agreeable, you may find yourself overcommitting to things because you overestimate the potential negative consequences of saying no.
Page 26

When people overfocus on anxiety for a long time, they tend to lose confidence in their capacity to be anything other than a walking ball of worry and rumination.
Page 33

When anxiety becomes a major problem for someone, it’s usually because the person has become stuck in a self-perpetuating cycle where the things he or she does to reduce anxiety in the short term cause it to multiply in the long term.
Page 37

Find the Goals Where Pursuing Them Is Worth Tolerating Anxiety
Page 42

Goals Don’t Need to Be Giant to Be Important to You
Page 43

When you’re thinking about goals, keep in mind that more ambitious goals aren’t “better” than less ambitious goals. Many people would rather visit 30 countries in a lifetime than 200.
Page 43

Experiment: What’s one idiosyncratic goal that’s important to you?
Page 44

However, there are some instances when anxiety causes people to restrict their goals.
Page 44

People with shaky self-worth may hold back from setting ambitious goals because they worry that others will see them as too confident or full of themselves.
Page 44

Your worry might be that you won’t get the alone time you need to feel balanced.
Page 45

If you’re constantly thinking of new goals, there’s nothing wrong with that either. It suggests you’re hardwired with a high need for novelty and excitement.
Page 46

Feeling happy is like feeling warm. It’s a state of being that feels good. It might sound counterintuitive but focusing directly on pursuing happiness isn’t always the best approach to increasing it. This parallels the idea that focusing on reducing anxiety isn’t always the best way to decrease it.
Page 47

Self-esteem is composed of (1) a sense of self-worth and (2) a sense of being competent at things. 4 For example, sources of self-worth might involve loving and being loved by others; an ability to make other people feel comfortable and at ease; or positive contributions you make to society, your field, or your community. In contrast, a sense of competency might come from being good at computer tasks, being able to prepare a dinner party for 10, or paying your bills on time. Try coming up with three sources of self-worth and three things you’re competent at. Aim to recognize areas you’ve tended to underappreciate.
Page 48

Whenever you’re feeling anxious, use this feeling as your cue to practice articulating your negative prediction and an alternative. Try prompting yourself to think of the best possible outcome, instead of just the worst.
Page 59

When you change a habit, you don’t so much break a bad habit as build up and strengthen a new one.
Page 59

If you’re currently stuck in pause mode, and have been for a while, taking some action is usually better than taking no action. When you can recognize the value of acting with uncertainty, you’ll help your brain start to interpret uncertainty as a positive or not-so-terrible state, rather than it causing your alarm bells to ring loudly.
Page 60

Try to come up with three examples of your own. If coming up with three examples is intimidating, come up with just one example.
Page 60

Nope. Go for 10.
Page 60

the vast majority of failures aren’t catastrophes.
Page 63

Many people underestimate their capacity to cope with trying something and not succeeding. Anxious people often worry about later regretting decisions and finding it hard to deal with the ensuing emotions.
Page 63

Anxiety tends to make people think in dichotomous, either/ or terms. A common example is seeing success and failure as the only two potential end points, rather than seeing a zigzagging path toward success that is dotted with failures along the way.
Page 65

1. Have you had any past experiences where you ended up succeeding after initial failure? List one. 2. Identify one area in which you have a fixed mindset. It should be a skill/ capacity you see as important to your success, where you see yourself as not as good as you’d like to be, and where you see that skill/ capacity as fixed. 3. Identify a new growth mindset that you’d like to strengthen.
Page 65

Don’t make the mistake of thinking you need to wait for your thoughts to change before you try behavioral shifts. Mental and behavioral shifts go hand in hand. When you start making changes in your behavior (even subtle ones), you’ll notice that all kinds of thoughts, including your view of yourself, start to shift. Changing your behavior, without waiting for your thoughts to always shift first, is one of the best and fastest ways you can reduce your anxiety.
Page 69

The best way to instantly feel less anxious is to slow your breathing. Try this whenever you feel physically overaroused due to anxiety, or when your thoughts are either racing or frozen. Slowing your breathing will automatically slow down your heart rate.
Page 70

Here are some tips for slowing your breathing: 1. Before you try to slow your breathing, drop your shoulders. It’ll make it easier. Also, focus on breathing slowly rather than breathing deeply. 2. If you have an area of tension in your body, like your neck and shoulders are tight, imagine you’re breathing fresh new air into those areas. There’s nothing sciencey about this, but lots of people like this method.
Page 70

Deciding when and where you’re going to do something will dramatically increase the likelihood you’ll follow through.
Page 71

Intermittent reinforcement means sometimes getting rewarded but without being able to predict when you’ll score vs. when you’ll strike out. 5 Intermittent reinforcement results in behaviors being quickly acquired and creates behaviors that are very persistent—
Page 72

The take-home message: Even if you achieve only intermittent reinforcement—that is, you experience success only sometimes—having some successes will make your behavior much more resilient, and you’ll be less likely to give up.
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regularly interact with people who are already successfully doing what you want to do.
Page 73

if you surround yourself with people who are already acting in the ways you need to act, this will likely rub off on you. You’ll be more likely to take action.
Page 73

When an opportunity to act with uncertainty comes up, articulate the potential upsides of taking action:
Page 73

Look for small ways to practice hesitating a little less than you usually would.
Page 74

give yourself some criteria for making quicker decisions.
Page 74

Believe it or not, psychologists have a term to describe people who like to think a lot. The trait is called need for cognition. It refers to people who enjoy effortful thinking and feel motivated to attempt to understand and make sense of things.
Page 78

Ruminating can sometimes be a bit like daydreaming, in that people often get lost in rumination without realizing they’re doing it.
Page 80

Experiment: Jot down a list of the different topics of rumination you’re prone to. Use the following ideas to brainstorm, or just fill in the blanks: Replaying conversations with people in power positions in your life. For example, replaying conversations, including email conversations, with [insert names of people] . Replaying memories of experiences of failure from the past. For example, . Thinking about ways in which you’re not as perfect as you’d like to be. For example, thinking you’re not as good at as you’d like. Thinking about things you should be doing to be more successful, such as . Thinking about whether you’re too much of a loser to ever have success and happiness. Replaying small errors you’ve made, such as . Thinking about the path not taken, such as .
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when you’re ruminating: Don’t trust your memory. You might be ruminating about something fictional or at least magnified.
Page 81

Experiment: Do you have any current rumination topics where memory bias might be playing a role?
Page 81

Answer the following questions: 1. What’s your ruminating mind telling you? 2. What are the objective data telling you about whether your ruminative thoughts are likely to be correct?
Page 81

3. Are you recalling feedback as harsher than it was or recalling blips in your performance as worse than they were?
Page 82

However, because anxiety tends to make thinking negative, narrow, and rigid, it’s difficult to do creative problem solving when you’re feeling highly anxious.
Page 82

Reducing self-criticism is a critical part of reducing rumination.
Page 83

harsh self-criticism doesn’t help you move forward because it isn’t a very effective motivational tool,
Page 84

Acknowledging the emotions you’re feeling (such as embarrassed, disappointed, upset) and then giving yourself compassion will lead to your making better choices than criticizing yourself will.
Page 84

Identify a mistake or weakness that you want to focus on, and then write for three minutes using the following instructions: “Imagine that you are talking to yourself about this weakness (or mistake) from a compassionate and understanding perspective. What would you say?” Try this experiment
Page 84

Try to notice when you get caught in should/ shouldn’t thinking traps, in which you criticize yourself just for feeling anxious.
Page 85

Try this: Switch out any shoulds hidden in your self-talk and replace them with prefer. 7 For example, instead of saying “I should have achieved more by now” try “I would prefer to have achieved more by now.”
Page 86

Doing something useful then further helps lift you out of rumination.
Page 86

if you’re jumping to any negative conclusions about why the person hasn’t responded and try coming up with alternative explanations that are plausible.
Page 87

Often you won’t find out the reasons for other people’s actions, which is part of why this type of rumination tends to be so futile.
Page 87

Humans like to have explanations for why things happen. When we don’t have one, we tend to invent something. Sometimes the explanations involve personalizing. Personalizing is when you take something more personally than it was meant in reality.
Page 88

you need to learn to tolerate that you’re not always going to know why people behave the way they do.
Page 88

Recognize that if someone acts strangely, there’s a very high likelihood that the behavior has something to do with what’s happening for that person, rather than being about you, and you’re probably never going to know what the reason was.
Page 88

Start with three minutes of one of the following practices, and increase the time you spend meditating by 30 seconds each day: Pay attention to the physical sensations of your breathing. Lie down and put your hand on your abdomen to feel the sensations of it rising as you breathe in and falling as you breathe out. Sit or lie down and listen to any sounds and the silence between sounds. Let sounds just come in and out of your awareness regardless of whether they’re relaxing sounds or not. Walk for three minutes and pay attention to what you see. Walk and pay attention to the feelings of air on your skin. Walk and pay attention to the physical sensations of your body moving. Do three minutes of open awareness, in which you pay attention to any sensations that show up. Pay attention to anything in the here and now, which could be sounds, your breathing, the sensations of your body making contact with your chair, or the sensations of your feet on the floor. Spend three minutes paying attention to any sensations of pain, tension, comfort, or relaxation in your body. You don’t need to try to change the sensations; just allow them to be what they are, and ebb and flow as they do.
Page 89

When your thoughts drift away from what you’re supposed to be paying attention to, gently (and without self-criticism) bring them back. Expect to need to do this a lot. It’s a normal part of doing mindfulness meditation and doesn’t mean you’re doing it wrong. You’re likely to get
Page 90

forward. To shift out of rumination and into problem-solving mode, concretely and realistically define what your best three to six options are.
Page 91

Defining your options relieves some of the stress of rumination and helps you shift to effective problem solving. Keeping your list of options short will prevent you from running into choice-overload problems.
Page 91

Experiment: Practice concretely defining your best three to six options for moving forward with a problem you’re currently ruminating or worrying about. Write brief bullet points, like in the example just given. You can use this method for all sorts of problems.
Page 92

Imagery exposure is a technique in which you vividly recall a situation you’ve been ruminating about,
Page 92

To start, recall all the sights and sounds of the past situation (or feared situation) in as much detail as you can. For
Page 93

Deliberately keep the image in mind until your anxiety falls to half of where it started (or less). For example, if vividly recalling the situation triggers 8 out of 10 anxiety initially, hold the image in mind until your anxiety drops to about a level 4. Repeat the imagery exposure exercise at least once a day until you can bring the image to mind without it triggering more than about half of the peak anxiety you experienced the first time you tried imagery exposure.
Page 93

If you’re ruminating because you’ve been putting off dealing with an issue, taking any level of action to address what you’ve been avoiding will usually help alleviate your rumination.
Page 94

Move Ruminative Thinking Forward by Asking Questions
Page 95

Ask questions as a way of unclogging stuck thinking. When you ask questions, you may get useful new information, or just the process of asking the questions may stimulate your own thinking. Sometimes even getting unhelpful responses can help you move forward, because they prompt you to define your problem differently. This often happens when someone misunderstands your question and gives an unhelpful, irrelevant response, but this makes you reformulate your question in a clearer form.
Page 95

Thinking Shifts to Overcome Unhelpful Types of Perfectionism Anxiety-related thinking patterns can contribute to problems like prioritizing the wrong types of tasks, feeling burned out, and getting intensely frustrated when results aren’t coming as quickly or consistently as you’d like.
Page 101

If you can shift your thinking from a performance focus to a mastery focus, you’ll become less fearful, more resilient, and more open to good, new ideas. Performance focus is when your highest priority is to show you can do something well now. Mastery focus is when you’re mostly concerned with advancing your skills.
Page 104

A mastery focus can help you persist after setbacks.
Page 104

Mastery goals will help you become less upset about individual instances of failure.
Page 105

What’s your most important mastery goal right now? Complete this sentence: “My goal is to master the skills involved in
Page 105

How would people with your mastery goal: 1. React to mistakes, setbacks, disappointments, and negative moods? 2. Prioritize which tasks they work on? What types of tasks would they deprioritize? 3. React when they’d sunk a lot of time into something and then realized a particular strategy or idea didn’t have the potential they’d hoped it would? 4. Ensure they were optimizing their learning and skill acquisition? 5. React when they felt anxious?
Page 105

3. How would you talk to yourself differently if you had more acceptance of this? What would you say to yourself?
Page 107

More Useful Pattern Anxiety/ frustration “I need to work harder” thinking error Spot the thinking trap Take a break Resume and maintain the behavioral goal I know works for me
Page 109

Thoughts are just thoughts; the problem is that we accept thoughts as true, and confuse feelings with facts. Part of the reason this happens is memory bias: Your brain will tend to remember events from the past that match your current mood.
Page 111

Therefore, regaining confidence is often just a matter of being patient and waiting for a negative or anxious mood to pass.
Page 112

Excessive expectations plus anxiety get in the way of generating ideas.
Page 112

Instead, try asking yourself: What do I know that’s relevant to solving my problem or helping me answer my question? How could I replicate something I’ve already done successfully, but with a twist? How could I combine two concepts that could be combined but aren’t usually? (Like croissants + donuts = cronuts) How could I take a successful method and replicate it with different ingredients? (Such as you notice the title of a viral blog post and copy the form of the title for a blog post you’re writing about a different topic.) Experiment: Try thinking of a successful method and how the method could be replicated but with different ingredients.
Page 113

The following are some ways of making more willpower available to you: Reduce the number of tasks you attempt to get done each day to a very small number. Always identify what your most important task is, and make sure you get that single task done. You can group together your trivial tasks, like replying to emails or paying bills online, and count those as just one item. Refresh your available willpower by doing tasks slowly.
Page 114

Slowing down in this way is considered a form of mindfulness practice.
Page 115

Another way to refresh your willpower is by taking some slow breaths or doing any of the mindfulness practices
Page 115

Know Your Warning Signs That You’ve Persisted Too Long
Page 116

Define your overpersistence warning signs in objective and specific ways. This will make it harder to ignore them than if your definitions were fuzzy.
Page 116

We all have recency bias, meaning recent memories tend to be the most salient.
Page 117

Experiment with what it’s like to stop working while you’re in the zone and still enjoying a task rather than when you’re exhausted and frustrated.
Page 117

A behavioral experiment you can try is delegating or outsourcing tasks you feel overwhelmed by.
Page 118

To help you be less tempted to jump around, reduce your exposure to excessive information and alternatives.
Page 119

questions. Write down one specific example of each.
Page 126

Have you avoided seeking feedback early on only to later realize that earlier feedback would’ve saved you from continuing down the wrong track for so long? When? Have you avoided feedback only to later realize your fears of negative feedback were unjustified? How long did you worry unnecessarily? What was that like for you? Have you had times when your predictions of negative feedback came true, but it was a much milder experience than you’d anticipated? Have you had an experience where you realized that making the required changes was much easier than you thought, and you had endured extra worry for no reason? What cool opportunities have you opted out of because you didn’t want to expose yourself to even the possibility of negative feedback?
Page 127

One of the reasons anxious people fear feedback is that they tend to judge their performance more harshly than others judge them.
Page 127

Just like everyone has a vision blind spot, everyone has cognitive blind spots that can lead to making less than stellar choices.
Page 128

Think about a specific scenario in which you fear negative feedback. If your fears came true: How would you go about making the required changes? How could you be self-accepting of your sensitivity to criticism? How could you talk to yourself gently about the emotions you’re feeling instead of criticizing yourself for feeling upset? How could you be patient with yourself while you’re having those feelings? What self-care would you do while you wait for your hurt and upset feelings to pass? (Yes, rewatching episodes of ’90s TV is a totally acceptable answer. 3) What personal support would you access to cope with your emotions? For example, you’d talk to a friend.
Page 129

Anxiety can cause people to sometimes misinterpret feedback once they’ve received it. When people feel anxious, they tend to interpret ambiguous information (and lack of feedback) as negative.
Page 130

You need to train yourself to consider the possibility that whatever has happened might not be personal. The second is recognizing that negative feedback does not necessarily mean the person doesn’t like you, doesn’t respect your capabilities, or doesn’t recognize your potential.
Page 131

Anxiety (and stress) can make people more vulnerable to the hostility bias, a type of personalizing where you jump to the conclusion that other people have hostile intent.
Page 132

The hostility bias often crops up in the workplace and in other group settings. For example, others offer you suggestions. You experience those suggestions as being attacked or nitpicked.
Page 132

the best way to tackle the hostility bias in the moment is to slow your breathing to calm yourself physiologically, then use a behavioral strategy such as “canned responses” (see the next section).
Page 133

You can prepare some verbal canned responses for times when you need to stall, without appearing defensive while you’re mentally processing feedback. Some examples: I think you’ve got a good point about ____. I’ll think about everything you’ve said. I need to process your feedback and mull it over. That’s an interesting way to look at it. Let me think about how I can incorporate your feedback. Let me think about how best to proceed from here. I’ll email you with some thoughts.
Page 133

You can also have canned responses for when you feel embarrassed that a blind spot has been revealed. For example: I hadn’t thought of it like that. That’s really useful. Thanks for alerting me to that way of looking at it. That’s a great idea. I often come away from our conversations with a new perspective.
Page 134

Acting as if you feel relaxed is one of the fastest ways to actually feel more calm. If you get an anxiety spike when you receive feedback or tend to feel defensive, try making your body language more open.
Page 134

Drop your shoulders, lift your head, make gentle eye contact, and relax your hands. When you do this, your
Page 135

When you ask people to give you feedback, ask for it in the form of a “poop sandwich.” The poop sandwich is feedback given in the following order—something you did well, a problem or learning edge, something else you did well. Try to give and receive feedback using this technique.
Page 136

Sometimes anxious people need time to process a little bit of feedback before they’re open to receiving more.
Page 137

Avoidance will eat you alive psychologically if you don’t work on it.
Page 142

How avoidance coping manifests for you will depend on what your dominant response type is when you’re facing something you’d rather avoid. There are three possible responses: freezing, fleeing, or fighting.
Page 142

By recognizing the gap between your values and your behavior, you can find the motivation to overcome your avoidance.
Page 145

Guilt is psychologically healthy. Shame is not. The difference between guilt and shame is that guilt is about feeling bad about a behavior; shame is about feeling bad about who you are.
Page 145

If you up your belief in your ability to cope with facing an upsetting reality, you’ll experience less desire to avoid.
Page 146

Examples That’s Me (indicate with a ) All or nothing thinking / Rigid thinking / Unrelenting standards / Perfectionism You need to clean a whole room but don’t have the energy. You do nothing rather than clean one or two things in the room. You believe that everything needs to be done to an excellent level. If you can’t do something to an excellent level, you tend to avoid it completely. You set unrealistic productivity goals for how much you can get done. This causes you to avoid everything completely because you feel overwhelmed. Negative predictions You expect that if you try something you’ll fail. You put off asking for things because you think other people won’t be interested or expect they’ll say no (mind reading). You put off getting user feedback because you expect it will be negative / You avoid testing products with real customers. You overestimate how difficult or unpleasant a task will be. Underestimating your ability to cope You underestimate your ability to cope with boring, stressful, or anxiety-provoking tasks. Personalizing: personalizing your difficulty with a task rather than seeing the task itself as difficult, which gives you an excuse to avoid You think the reason you struggle with something is because you’re too stupid to figure it out rather than thinking it’s inherently challenging and has a learning curve. You think you’re the only one who has problems with something.
Page 149

You make a list of all the situations and behaviors you avoid due to anxiety. You then assign a number to each item on your list based on how anxiety provoking you expect doing the avoided behavior would be. Use numbers from 0 (= not anxiety provoking at all) to 100 (= you would fear having an instant panic attack).
Page 150

Aim to construct a list that has several avoided actions in each 10-point range.
Page 150

Make a plan for how you can work through your hierarchy, starting at the bottom of the list. Where possible, repeat an avoided behavior several times before you move up to the next level.
Page 150

During the 30 days, take as many opportunities as you can to be less avoidant than you usually would be.
Page 151

As situations come up, focus on taking some action, even if you’re not certain what the absolute right action is.
Page 151

Don’t be too all-or-nothing about overcoming avoidance coping. We all have only so much willpower available for dealing with things we’d prefer not to do.
Page 152

When you’re avoiding something, try identifying the next action you need to take to move forward. Do that action.
Page 152

After you’ve worked on a task you’ve been avoiding, allow yourself to enjoy the fruits of your labor by taking some time to relax.
Page 155

assume that if you don’t plan when and where you’re going to do something, you’re probably not going to do it. If you avoid choosing when and where you’ll do a task, take that as a clue that you’re not committed to doing it.
Page 157

Pick a smaller action for which you are willing to plan when and where you’ll do it.
Page 157

Antiprocrastination strategies that can work well for a while can stop working. Accept that you’ll need to switch strategies in and out.
Page 158

Some areas in which you can set up your life to fit your temperament are: Have the right level of busyness in your life.
Page 169

Pick the physical activity level that’s right for you.
Page 169

Having pleasurable activities to look forward to and enough physical activity will help protect you against depression. Have the right level of social contact in your life, and have routines that put this on autopilot.
Page 169

Allow yourself the right amount of mental space to work up to doing something—enough time that you can do some mulling over the prospect of getting started but not so much time that it starts to feel like avoidance of getting started.
Page 170

Have self-knowledge of what types of stress you find most difficult to process. Don’t voluntarily expose yourself to those types without considering alternatives.
Page 170

It’s sometimes easy to forget other people’s emotional needs when you’re putting so much hard work into your own.
Page 171

Also make sure that the first thing you say to your loved one when you reunite at the end of the day is something positive rather than complaining, whining, or handing out honey do’s
Page 171

use feeling anxious, stuck, or overwhelmed as your cue to ask yourself whether any of your most common behavioral traps are the culprit.
Page 174

Make sure you have a plan for an alternative action you can take when you notice yourself sucked into your most frequent behavioral traps.
Page 174

Many of the anxious people I’ve met are prone to excessive responsibility taking. They really don’t like to let anyone down and typically work hard to avoid conflict or other people being potentially unhappy with them. And they usually have high standards for self-performance.
Page 181

problem solving should generally involve concretely defining what the problem is, generating a short list of your best options for moving forward, picking something, and deciding when and where you’re going to implement that solution.
Page 184

Being in thinking-only mode for long periods is comforting in the same way that overeating junk food for long periods is. It feels comfortable in the moment, but in the long term, you end up far from where you wanted to be.
Page 184

Anxious people sometimes spend too much time and energy trying to change other people. Be aware if you’re doing this as a way of avoiding focusing on yourself and your own goals. Of course it’s easier to shift focus to what others could change rather than deal with the psychological work that’s sitting on your own plate.
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It’s really important that you like who you are. Provided you’re not a serial killer, no one deserves the emotional pain of going through life not liking themselves
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List your top five strengths as a person. Since you’re free to revise your list at any point (it’s yours after all), don’t get too perfectionistic about it. Once you have your list, identify a task you currently need to do. How could you apply one of your top five strengths to approach that task in a new way?
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