Nagesh Belludi

Could Limiting Social Media Reduce Your Anxiety About Work?

July 15, 2019 by Nagesh Belludi Leave a Comment

In a recent article on “Facebook envy,” I wrote about how looking at the carefully curated lives of others on social media can provoke insecurities about one’s own accomplishments—or lack thereof.

In response, a blog reader directed me to journalist Keith Breene’s writeup about a study on why millennials aren’t happy at work. Here’s a précis:

Much of the stress and anxiety reported by twenty-somethings is caused by ruthless comparison with peers. Emerson Csorba, director of the consultancy Gen Y, reported one millennial describing the challenge like this: “If we are not doing something exceptional or don’t feel important and fulfilled for what we are doing, we have a hard time.”

Where is the pressure coming from? With millennials more connected than any previous generation, opportunities to compare levels of success are ubiquitous, creating anxiety and insecurity. The accomplishments of peers, shown on social media, are a constant prompt to examine millennials’ own successes or failures. The problem is made much worse by the fact that only positive achievements are posted—you only ever see the good stuff.

Even though everyone knows that social media is a kind of PR feed of people’s lives, when you spend so much time online, these messages can easily become overpowering.

Idea for Impact: Resist the Envious Consequence of Social Media

Everyone’s lives are far from perfect, notwithstanding the dreamy pictures they’re posting on social media.

Protect yourself and your own internal goodness from self-sabotage. Rejoice in your real accomplishments without needing to show off to anyone else or seek external validation. Care less for what other people think.

Life isn’t a competition. There isn’t a race to the finish lines.

Furthermore, making others envious should never be a motivation for curating your social media posts. Nothing good comes from trying to be the envy of others.

Inspirational Quotations #797

July 14, 2019 by Nagesh Belludi

In fighting and in everyday life you should be determined though calm. Meet the situation without tenseness yet not recklessly, your spirit settled yet unbiased. An elevated spirit is weak and a low spirit is weak. Do not let the enemy see your spirit.
—Miyamoto Musashi (Japanese Samurai Warrior, Artist)

Those are the same stars, and that is the same moon, that look down upon your brothers and sisters, and which they see as they look up to them, though they are ever so far away from us, and each other.
—Sojourner Truth (African-American Abolitionist)

There is not a man of us who does not at times need a helping hand to be stretched out to him, and then shame upon him who will not stretch out the helping hand to his brother.
—Theodore Roosevelt (American Head of State)

There is always a heavy demand for fresh mediocrity. In every generation the least cultivated taste has the largest appetite.
—Paul Gauguin (French Painter)

Too humble is half proud.
—Yiddish Proverb

Race hate isn’t human nature; race hate is the abandonment of human nature.
—Orson Welles (American Film Director, Actor)

The historian must have some conception of how men who are not historians behave. Otherwise he will move in a world of the dead. He can only gain that conception through personal experience, and he can only use his personal experiences when he is a genius.
—E. M. Forster (English Novelist)

One man can be a crucial ingredient on a team, but one man cannot make a team.
—Kareem Abdul-Jabbar (American Basketball Player)

If you want to know the taste of a pear, you must change the pear by eating it yourself. If you want to know the theory and methods of revolution, you must take part in revolution. All genuine knowledge originates in direct experience.
—Mao Zedong (Chinese Statesman)

When under attack, no country is obligated to collect permission slips from allies to strike back.
—Charles Krauthammer (American Political Columnist)

What luck for the rulers that men do not think.
—Adolf Hitler (German Fascist Dictator)

Life is like an onion: You peel it off one layer at a time, and sometimes you weep.
—Carl Sandburg (American Poet, Historian)

Success, in a generally accepted sense of the term, means the opportunity to experience and to realize to the maximum the forces that are within us.
—David Sarnoff (American Broadcaster, Businessman )

Wise is the person at either end. Who can in due measure spare as well as spend.
—Lucian (Greek Satirical Writer)

Lasting peace is sought, it is essential to adopt international measures to improve the lot of the masses. The welfare of the entire human race must replace hunger and oppression. People of the world must be taught to give up envy, avarice and rancor.
—Mustafa Kemal Ataturk (Founder of the Turkish Republic)

Satya Nadella and the Microsoft Resurgence Story

July 10, 2019 by Nagesh Belludi Leave a Comment

Leader as Sense-Maker and Cultural Curator

Microsoft CEO Satya Nadella is an exemplar of a leader as sense-maker. He has revitalized how Microsoft’s strategy, mission, and culture connect people, products, and services—inside and outside his company.

Nadella has a success story to tell, and his Hit Refresh: The Quest to Rediscover Microsoft’s Soul and Imagine a Better Future for Everyone (2017, with two co-authors) highlights how he is a different kind of leader transforming Microsoft into a different kind of company.

Hit Refresh‘s broad objective is to lay out a vision for the future of the company. The book is aimed at people who work at or with Microsoft. Many employees were given a special imprint of book with Nadella’s faux-handwritten annotations in the margins and highlighted snippets.

The book’s narrative arc shifts from a personal memoir to a management how-to, and then to technological futurism. The latter—and perhaps the least interesting—portion features Nadella’s forethoughts on artificial intelligence, augmented reality, and quantum computing, as well as their socio-economic implications.

Satya Nadella Shook Things Up by De-Ballmering Microsoft

Nadella took Microsoft’s reins in February 2014 after long-time CEO Steve Ballmer resigned in August 2013. Under Nadella’s watch, Microsoft quickly became more open and more nimble as an organization. Its cloud computing, Office 365, and gaming platform franchises are all running remarkably well.

Microsoft pivoted its business model around subscription products that produce recurrent revenue. It acquired Mojang (creator of the popular Minecraft videogame title,) LinkedIn, and GitHub. It ditched Nokia and embraced open source software—it’s even including a Linux kernel in a future Windows release.

Today one of my top priorities is to make sure that our billion customers, no matter which phone or platform they choose to use, have their needs met so that we continue to grow. To do that, sometimes we have to bury the hatchet with old rivals, pursue surprising new partnerships, and revive longstanding relationships. Over the years we’ve developed the maturity to become more obsessed with customer needs, thereby learning to coexist and compete.

Satya Nadella and Microsoft's Transformation Story

A Renewed Sense of Purpose: The Leader’s Tone Steers the Organizational Culture

Hit Refresh‘s foremost take-away is how the tone at the top sets an organization’s guiding values. Properly contemplated, propagated, and nurtured, Nadella’s approach became the foundation upon which the culture of Microsoft has been remade.

With “the C in CEO is for curator of culture,” Nadella’s dominant mission has been to recreate Microsoft’s underlying beliefs, values, and expectations in the eyes of its employees, business partners, customers, investors, and the society. This culture is to be consistent within Microsoft and characterize all the discernable patterns of behavior across the organization.

When I was named Microsoft’s third CEO in February 2014, I told employees that renewing our company’s culture would be my highest priority. I told them I was committed to ruthlessly removing barriers to innovation so we could get back to what we all joined the company to do—to make a difference in the world.

Nadella’s playbook has consisted of challenging complacency, instituting a “growth mindset,” being open-minded enough to welcome new technology and collaborate with Microsoft’s traditional competitors (“frenemies,”) and shifting from a “know it all” to a “learn it all” mindset.

I had essentially asked employees to identify their innermost passions and to connect them in some way to our new mission and culture. In so doing, we would transform our company and change the world.

“Driven by a Sense of Empathy and a Desire to Empower Others”

Satya Nadella Says wife Anu and their children's challenges taught him empathy Core to Nadella’s framework is his conviction that individuals are wired to have empathy. “The alchemy of purpose, innovation, and empathy” is indispensible “not only for creating harmony within organizations but also for creating products that resonate.”

Nadella describes how caring for a special-needs child and his wife Anu’s sacrifices for the family made him become conscious of the significance of empathy. Specifically, Anu helped him recast these setbacks as opportunities to expand his worldview.

Being a husband and a father has taken me on an emotional journey. It has helped me develop a deeper understanding of people of all abilities and of what love and human ingenuity can accomplish. … It’s just that life’s experience has helped me build a growing sense of empathy for an ever-widening circle of people. … My passion is to put empathy at the center of everything I pursue—from the products we launch, to the new markets we enter, to the employees, customers, and partners we work with.

The most interesting section of Hit Refresh is Nadella’s personal journey growing up in India, migrating to America, and working his way up the career ladder at Microsoft. The only child of a Sanskrit scholar and a civil servant, Nadella was hooked on cricket (it taught him how to compete vigorously, the virtue of working in teams, and the importance of leadership direction.)

Recommendation: Satya Nadella’s Hit Refresh is a satisfactory first take on his remarkable revamp of the culture of a company that had become set in its ways. Microsoft’s transformation has been nothing short of dramatic—there’s a lot more to be done and written about.

Inspirational Quotations #796

July 7, 2019 by Nagesh Belludi

My destiny is solitude, and my life is work.
—Richard Wagner (German Composer)

A discovery is said to be an accident meeting a prepared mind.
—Albert Szent-Gyorgyi (Hungarian-American Biochemist)

It is better to discuss things, to argue and engage in polemics than make perfidious plans of mutual destruction.
—Mikhail Gorbachev (Soviet Head of State)

The old prose writers wrote as if they were speaking to an audience; among us, prose is invariably written for the eye alone.
—Barthold G. Niebuhr (German Historian)

In modern times, it is only by the power of association that men of any calling exercise their due influence in the community.
—Elihu Root (American Statesman)

Ambition leads me not only farther than any other man has been before me, but as far as I think it possible for man to go.
—James Cook (English Explorer, Cartographer)

Never lose sight of the fact that the most important yardstick of your success will be how you treat other people—your family, friends, and coworkers, and even strangers you meet along the way.
—Barbara Bush (American First Lady)

As long as there is suffering in the world, as long as there is the great curiosity to unravel truth, as long as men and women have some intense desire to be fulfilled, as long as there is wisdom in this world, the future of religion is assured.
—Chakravarthi Rajagopalachari (Indian Statesman, Author)

Most people are good at a handful of things and utterly miserable at most.
—Tim Ferriss (American Self-help Author)

Glory is not a conceit. It is not a decoration for valor. Glory belongs to the act of being constant to something greater than yourself, to a cause, to your principles, to the people on whom you rely and who rely on you in rerun.
—John McCain (American Politician)

History does not repeat itself in the same way each time, but certain trends and consequences are constants. If you do not know history, you think short term. If you know history, you think medium and long term.
—Lee Kuan Yew (Singaporean Statesman)

Doing no injury to any one, dwell in the world full of love and kindness.
—Nagasena (Buddhist Intellectual)

I am writing biography, not history, and the truth is that the most brilliant exploits often tell us nothing of the virtues or vices of the men who performed them, while on the other hand a chance remark or a joke may reveal far more of a man’s character than the mere feat of winning battles in which thousands fall, or of marshalling great armies, or laying siege to cities.
—Plutarch (Greek Biographer)

Purity of mind and purity of conduct—these two depend upon the purity of a man’s companions.
—The Thirukkural (Indian Tamil Literary Classic)

If you can’t change your fate, change your attitude.
—Amy Tan (Chinese-American Novelist)

Use this Technique to Praise At Least Three People Every Day

July 2, 2019 by Nagesh Belludi Leave a Comment

Scott Adams, the American cartoonist who created Dilbert, writes in How to Fail at Almost Everything and Still Win Big (2013),

Children are accustomed to a continual stream of criticisms and praise, but adults can go weeks without a compliment while enduring criticism both at work and at home. Adults are starved for a kind word. When you understand the power of honest praise (as opposed to bullshitting, flattery, and sucking up), you realize that withholding it borders on immoral. If you see something that impresses you, a decent respect to humanity insists you voice your praise.

Lavish Praise on People and They’ll Flourish

In his masterful self-help manual, How to Win Friends and Influence People (1936), Dale Carnegie quotes the American steel magnate Charles M Schwab who was renowned for his people skills,

I consider my ability to arouse enthusiasm among my people, the greatest asset I possess, and the way to develop the best that is in a person is by appreciation and encouragement. …

I am anxious to praise but loath to find fault. If I like anything, I am hearty in my approbation and lavish in my praise. …

I have yet to find the person, however great or exalted his station, who did not do better work and put forth greater effort under a spirit of approval than he would ever do under a spirit of criticism.

Carnegie suggests, “Be lavish with praise, but only in a genuine way … remember, we all crave appreciation and recognition, and will do almost anything to get it. But nobody wants insincerity. Nobody wants flattery.”

How to Praise No Less Than Three People Every Day

Here’s a simple, effective technique to unleash the power of praise and honest appreciation:

Start each day with three coins in your left pocket.
Transfer one coin to your right pocket each time you praise someone or remark about something favorably. See my previous article on how to recognize people in six easy steps.
Make sure that you have all the three coins in your right pocket by the end of the day, but don’t give compliments willy-nilly.

Avoid flattery and pretentiousness, especially when someone thinks that they truly don’t deserve the praise. As well, don’t undercut praise with criticism (as in a sandwich feedback.)

Idea for Impact: If you can’t be bothered with opportunities to elevate others’ day with a few simple words of appreciation, perhaps you’re just too insecure or emotional stingy. Even if praise is directed on others, it emphasizes your own good character—it shows you’re can go beyond self-absorption in the self-consumed society that we live in.

Inspirational Quotations #795

June 30, 2019 by Nagesh Belludi

Nothing is less important than which fork you use. Etiquette is the science of living. It embraces everything. It is ethics. It is honor.
—Emily Post (American Writer, Socialite)

A spoonful of honey will catch more flies than a gallon of vinegar.
—Benjamin Franklin (American Founding Father, Inventor)

Those who will not reason, are bigots, those who cannot, are fools, and those who dare not, are slaves.
—Lord Byron (George Gordon Byron) (English Romantic Poet)

All of life and human relations have become so incomprehensibly complex that, when you think about it, it becomes terrifying and your heart stands still.
—Anton Chekhov (Russian Short Story Writer)

A boy carries out suggestions more wholeheartedly when he understands their aim.
—Robert Baden-Powell, 1st Baron Baden-Powell (Founder of the Boy Scouts)

Without a Sabbath, no worship; without worship, no religion; and without religion, no permanent freedom.
—Charles Forbes Rene de Montalembert (French Historian, Politician)

Having one child makes you a parent; having two makes you a referee.
—David Frost (English Broadcaster, Writer)

Beware of heartless knowledge, of artificial piety, and of dogmatic religiosity… Beware of it all!
—Adel Bestavros (Egyptian Lawyer, Preacher)

All works are being done by the energy and power of nature, but due to delusion of ego people assume themselves to be the doer.
—The Bhagavad Gita (Hindu Scripture)

To be happy is not the purpose of our being, but to deserve happiness.
—Immanuel Hermann Fichte (German Philosopher)

How often people speak of art and science as though they were two entirely different things, with no interconnection… That is all wrong. The true artist is quite rational as well as imaginative and knows what he is doing; if he does not, his art suffers. The true scientist is quite imaginative as well as rational, and sometimes leaps to solutions where reason can follow only slowly; if he does not, his science suffers.
—Isaac Asimov (American Novelist, Critic, Popular Scientist)

In an age of speed, nothing could be more invigorating than going slow. In an age of distraction, nothing could feel more luxurious than paying attention. And in an age of constant movement, nothing is more urgent than sitting still.
—Pico Iyer (British-born Essayist, Novelist of Indian Origin)

The birth of thought in the depths of the spirit, the shaping and ordering of it into periods, the translation into signs, and above all the transference of it from one spirit to another, the communication that is, if only for an instant, the meeting of two beings, with the unforeseeable consequences that such a meeting always causes, is in fact a miracle; except that the moment one stops to think about it one can’t even write a letter.
—Salvatore Satta (Italian Jurist, Novelist)

How to Hire People Who Are Smarter Than You Are

June 27, 2019 by Nagesh Belludi Leave a Comment

Apple’s Steve Jobs frequently pointed to the risk of a “bozo explosion,” which is what happens within a company that makes the mistake of hiring B-grade managers early on. As the company expands, these bozos—Jobs’s label for well-meaning, but less-competent managers—tend to emerge through the ranks and run important divisions of the company.

When bozos hire other people, they prefer to hire bozos. As entrepreneur (and bonafide Steve Jobs’s coattail-rider) Guy Kawasaki explains, “B players hire C players so they can feel superior to them, and C players hire D players.” Lo and behold, entire divisions are soon swarming with hordes of bozos.

How to Prevent a Bozo Explosion

The heuristic “hire people smarter than you” is obvious enough, but, every so often, smart people can be a terrible fit within your team.

In this Startup School 2013 interview with venture capitalist Paul Graham, Facebook’s Mark Zuckerberg offers a better heuristic to hiring and keeping smart people who aren’t jerks and can get things done:

What’s the right heuristic for determining if someone is really good? Over time, what I figured out was that the only actual way to let someone analyze whether someone was really good was if they would work for that person. I don’t think that needs to recurse too many levels down in the organization but I basically think that’s a really good heuristic. I believe that. If you look at my management team today if we were in an alternate universe and I hadn’t started the company it would be an honor to work for any of these people. I think if you build a company that has those kind of values, rather than just saying ‘oh I want to hire the best person I can find’ or whatever, if you hold yourself to that standard then I think you’ll build a pretty strong company.

Idea for Impact: Mediocre managers often feel threatened by employees who seem more intelligent than they are, and could potentially pinch their jobs. In contrast, a wise manager knows that she reveals well on her own ability to discover and nurture talent.

As with advertising tycoon David Ogilvy‘s Russian nesting dolls metaphor for building “a company of giants,” insist that managers hire folks who are better than themselves. For example, a product manager should hire a designer who is better at design than the manager is, not worse.
Insist that each interviewer ask themselves of job candidates, “Would I want to work for this person?”
Remember, the best don’t come cheap.

Leadership Lessons from Lee Kuan Yew, Singapore’s Founding Father

June 24, 2019 by Nagesh Belludi 1 Comment

Almost all leaders take office with an ambitious vision for their country or their organization, but only a few ever succeed in transforming that vision into reality. Lee Kuan Yew (1923–2015,) the architect of modern Singapore, was one of them.

Leadership Lessons from Lee Kuan Yew, Singapore's Founding Father

Lee was one of the most competent leaders the world has ever seen. An incorruptible Cambridge-educated lawyer, he was an autocratic pragmatist—a strong-willed, visionary leader who “got it done.” Under his leadership, Singapore metamorphosed itself from a tropical backwater with few natural resources to a first-world metropolis in just one generation. Today, Singapore’s per-capita GDP in terms of Purchasing Power Parity is the third highest in the world.

There is also a darker side to the Singapore story, however. The island-nation’s prosperity came at the cost of a rather authoritarian style of government that sometimes infringed on civil liberties. In a 1986 National Day Rally, Lee defended,

I am often accused of interfering in the private lives of citizens. Yes, if I did not, had I not done that, we wouldn’t be here today. And I say without the slightest remorse, that we wouldn’t be here, we would not have made economic progress, if we had not intervened on very personal matters—who your neighbour is, how you live, the noise you make, how you spit, or what language you use. We decide what is right. Never mind what the people think.

Singapore is not quite a dictatorship, but neither is it a full democracy. Its political system is skewed to let Lee’s party dominate the country’s polity. In an interview with CNN’s Fareed Zakaria, Lee asserted, “It is not the business of the government to enable the opposition party to overturn us.”

A vast majority of Singaporeans today will overlook these civil-liberty concerns in the context of the country’s socio-political stability, public security, world-leading and affordable healthcare, free education, good housing for all, and high employment.

Singapore’s spectacular success is accepted as evidence, sometimes lamentably as justification, as with Rwanda’s Paul Kagame, that a vibrant economy and sustained prosperity could blossom only under a totalitarian government. Singapore’s achievement is not likely replicable in its entirety elsewhere.

Over the last several months, I’ve read a few biographies and evaluations of Lee and his political leadership, including the memoirs The Singapore Story: From Third World to First (1998) and One Man’s View of the World (2013.) Here are a few key leadership lessons that Lee had to teach.

Vision, structure, and determination are paramount to efficacious leadership. Lee was a brilliant, clear-eyed, far-sighted statesman. Singapore’s political stability, rapid economic growth, and its raising affluence between 1959 and 1990 were not accidental, but the result of his dynamic leadership and disciplined social engineering. In The Singapore Story (1998,) he writes, “The task of the leaders must be to provide or create for them a strong framework within which they can learn, work hard, be productive and be rewarded accordingly. And this is not easy to achieve.”

Leadership entails tough, unpopular decisions. Lee was not afraid of being out of favor. “I have never been overconcerned or obsessed with opinion polls or popularity polls. I think a leader who is, is a weak leader. If you are concerned with whether your rating will go up or down, then you are not a leader. You are just catching the wind … you will go where the wind is blowing. And that’s not what I am in this for.” He famously forbade the sale of chewing gum to keep Singapore’s streets clean. He maintained capital punishment and caning. Singapore’s vandalism rules drew worldwide attention in 1994 when American teenager Michael Fay was caned for damaging cars and public property, in spite of appeals for clemency from the US media and government, including then-President Bill Clinton.

The litmus test of great leadership is results that matter. Many take issue with Lee’s methods, but few dispute the results he achieved. He was a pragmatist with devotion to no particular ideology. He once contemplated, “I was never a prisoner of any [socio-political] theory. What guided me were reason and reality. The acid test I applied to every theory or scheme was: Would it work?” and “The acid test is in performance, not promises.”

Nurture a meritocracy. Lee’s commitment to meritocracy is a hallmark of Singapore’s national identity—social mobility is rooted in hard work and contribution regardless of ethnic differences. He devoted resources to cultivate an excellent education and health system, and developed a high-quality teacher workforce—all to maximize people’s potential. According to Lee Kuan Yew: The Man and His Ideas (1998,) he wrote, “It is possible to create a society in which everybody is given not equal rewards, but equal opportunities, and where rewards vary not in accordance with the ownership of property, but with the worth of a person’s contribution to that society. In other words, society should make it worth people’s while to give their best to the country. This is the way to progress.” In recent years, though, the debate over rising social inequality has led to some reproach of Singapore’s meritocracy.

Attract and retain superior talent; pay them well. A key contributor to the wealth, stability, efficiency, and cleanliness of Singapore is its civil service—it’s one of the most proficient and least corrupt bureaucracies in the world. The government’s transparent policies have been a powerful enticement for people, businesses, and investments. Singapore has some of the highest paid civil servants in the world. The country is not content to let its top graduates all go straight to the private sector, so it pays what it takes to get them. Prime Minister Goh Chok Tong, Lee’s immediate successor, told Singapore’s parliament on 3-Dec-1993, “If we do not pay ministers adequately, we will get inadequate ministers. If you pay peanuts, you will get monkeys for your ministers. The people will suffer, not the monkeys.”

One’s accomplishments become one’s legacy. Having a broad picture of the effect you want to have on the world will help you pinpoint the actions necessary to achieve it. Explaining his legacy, Lee wrote in Hard Truths to Keep Singapore Going (2011,) “I have spent my life, so much of it, building up this country. There’s nothing more that I need to do. At the end of the day, what have I got? A successful Singapore. What have I given up? My life.”

To judge leaders by their methods alone is to underrate their successes. While considering Lee’s legacy, one needs to acknowledge his achievements while refusing to close one’s eyes to certain lapses. Lee’s many critics considered him authoritarian—he imposed media restrictions and used detention without trial and defamation suits to quash critics of his government. Discussing a political opponent in Lee Kuan Yew: The Man and His Ideas (1998,) Lee justified, “If you are a troublemaker, it’s our job to politically destroy you. … Everybody knows that in my bag I have a hatchet, and a very sharp one. You take me on, I take my hatchet, we meet in the cul-de-sac. That’s the way I had to survive in the past.” Lee was unapologetic about his heavy-handed style of governing, seeing it as necessitous to get Singapore to where it got.

Inspirational Quotations #794

June 23, 2019 by Nagesh Belludi

Nothing would be done at all if one waited until one could do it so well that no one could find fault with it.
—John Henry Newman (British Theologian, Poet)

Knowledge of what is does not open the door directly to what should be.
—Albert Einstein (German-born Theoretical Physicist)

Good leaders can make a small positive difference; bad leaders can make a huge negative difference.
—Jeffrey Pfeffer (American Management Teacher, Author)

One of the first rules of business is ‘Complaining is not a strategy.’ You have to work with the world as you find it, not as you would have it be.
—Jeff Bezos (American Businessman)

Self-preservation, nature’s first great law, all the creatures, except man, doth awe.
—Andrew Marvell (English Metaphysical Poet)

Mystery creates wonder and wonder is the basis of man’s desire to understand.
—Neil Armstrong (American Astronaut )

The thoughts are not the problem. Thoughts are the nature of the mind. The problem is that we identify with them.
—Jetsunma Tenzin Palmo (British Buddhist Teacher, Nun)

Searching all directions with one’s awareness, one finds no one dearer than oneself. In the same way, others are fiercely dear to themselves. So one should not hurt others if one loves oneself.
—Thanissaro Bhikkhu (American Buddhist Monk)

Now is the time for all good men to come to.
—Walt Kelly (American Cartoonist)

Think of your own faults the first part of the night when you are awake, and of the faults of others the latter part of the night when you are asleep.
—Chinese Proverb

You may develop a thousand virtues and be reckoned as the greatest in the land. But the lotus of your heart will not blossom until you receive the grace of the Guru, the grace of God.
—Dada J. P. Vaswani (Indian Hindu Philosopher)

If the man who paints only the tree, or flower, or other surface he sees before him were an artist, the king of artists would be the photographer. It is for the artist to do something beyond this.
—James Abbott McNeill Whistler (American Painter, Etcher)

It is a great imperfection to complain unceasingly of little things.
—Francis de Sales (French Catholic Saint)

The first lesson a revolutionary must learn is that he is a doomed man. Unless he understands this, he does not grasp the essential meaning of his life.
—Huey P. Newton (American Political Activist)

If you think that you are bound, you remain bound; you make your own bondage. If you know that you are free, you are free this moment. This is knowledge, knowledge of freedom. Freedom is the goal of all nature.
—Swami Vivekananda (Indian Hindu Mystic)

There’s nothing quite as powerful as people feeling they can have impact and make a difference. When you’ve got that going for you, I think it’s a very powerful way to implement change.
—Anne M. Mulcahy (American Businessperson)

Small Steps, Big Revolutions // Summary of Robert Maurer’s One Small Step Can Change Your Life: The Kaizen Way

June 18, 2019 by Nagesh Belludi Leave a Comment

Most intentions for change seek a transformative change—something significant to be achieved once and for all, in a short period. “Big, bold steps” is the mantra of many a self-help book or motivational guru du jour.

Real change, however, takes time and is difficult. You become overwhelmed with the magnitude of the effort and persistence required to lose twenty pounds, save up for retirement, change jobs, or stabilize a sinking relationship.

As with most New Year resolutions, you’ll meet with success temporarily, only to find yourself slipping back into our old ways as soon as the initial burst of enthusiasm fades out.

Gradual Improvement, Not Radical Change

UCLA clinical psychologist Dr. Robert Maurer’s One Small Step Can Change Your Life: The Kaizen Way conceives transformative change as an endless, continuous process of gradual improvements.

By breaking daunting tasks into absurdly little steps, you feel little resistance to change.

To initiate a worthwhile exercise regimen, for example, Maurer suggests that you start exercising by marching in front of the television for one minute for a day or two. Then, little by little, ask, “How could I incorporate a few more minutes of exercise into my daily routine?” Such modest questions help you seek the next proverbial baby step and “allow the brain to focus on problem-solving and action.”

To tidy up your home, pick an area of your home, set a timer for five minutes, and tidy up. Stop when the timer goes off. [This is similar to my ’10-Minute Dash’ technique to overcome procrastination.]

One small step leads to the next, which leads to one more, and so on—finally leading you to your goal of transformative change.

“Little Steps Add Up to Brilliant Acceleration”

Maurer relates this approach to Kaizen, the famed Japanese system of obsessive tinkering and continuous, incremental improvement. This idea is actually American in origin—it was brought over by American efficiency and quality experts such as W. Edwards Deming who were helping Japan rebuild its industrial strength after World War II.

Kaizen, the famed Japanese system of obsessive tinkering and continuous, incremental improvement Kaizen involves making continual, small adjustments to production techniques to not only improve speed and quality, but also save resources. That is to say, it is a relentless pursuit of perfection by breaking it down into incremental improvements.

At companies that have embraced Kaizen and other Total Quality Management (TQM) approaches, employees come to work every day determined to become a little better at whatever it is they are doing than they were the day before. Katsuaki Watanabe of Toyota, the poster-boy of TQM, has acknowledged,

There is no genius in our company. We just do whatever we believe is right, trying every day to improve every little bit and piece. But when 70 years of very small improvements accumulate, they become a revolution.

Small Kaizen questions help you determine the next baby step and allow the brain to focus on problem-solving and action

“Little and often” empowers you to “tiptoe past fear”—your brain stops putting up resistance because it is tricked into thinking that you’re embarking only on something minuscule.

All changes are scary, even positive ones. Attempts to reach goals through radical or revolutionary means often fail because they heighten fear. But the small steps of Kaizen disarm the brain’s fear response, stimulating rational thought and creative play.

You can thus triumph over fear and the subsequent inaction that fear causes.

Small steps rewire your nervous system, create new connections between neurons so that the brain enthusiastically takes over the process of change and you progress rapidly toward your goal.

Small Steps: Big Revolutions - Robert Maurer's One Small Step Can Change Your Life: The Kaizen Way

Minimalist, steady, incremental change helps your brain overcome the fear that impedes success and creativity

To avoid failure at keeping your resolutions despite your best intentions, don’t push yourself to somehow become different rapidly. Instead, pledge to achieve positive, enduring life changes one powerful baby step at a time.

Other prominent insights in Maurer’s One Small Step Can Change Your Life:

“Small actions satisfy your brain’s need to do something and soothe its distress.”
“If you are trying to reach a specific goal, ask yourself every day: What is one small step I could take toward reaching my goal?”
“Small actions are at the heart of Kaizen. By taking steps so tiny that they seem trivial or even laughable, you’ll sail calmly past obstacles that have defeated you before. Slowly—but painlessly!—you’ll cultivate an appetite for continued success and lay down a permanent new route to change.”
If you hit a wall of resistance, “don’t give up! Instead, try scaling back the size of your steps. Remember that your goal is to bypass fear—and to make the steps so small that you can barely notice an effort.”
When we face crises, “the only concrete steps available are small ones. When our lives are in great distress, even while we are feeling out of control or in emotional pain we can try to locate the smaller problems within the larger disaster … to help move us slowly in the direction of a solution. But if we are blind to the small, manageable problems, we are more likely to slip into despair.”

Recommendation: Speed-read One Small Step Can Change Your Life: The Kaizen Way. It will help if you or a loved one is stuck in the rut of goal failure.

Take really small steps towards every significant change you want to make. The cumulative benefits of small improvements do have the power to produce large, transformative change. Let Kaizen be a routine that is never done.

Nagesh Belludi

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Small Kaizen questions help you determine the next baby step and allow the brain to focus on problem-solving and action

Minimalist, steady, incremental change helps your brain overcome the fear that impedes success and creativity

Wondering what to read next?