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Sharpening Your Skills

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

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.

Wondering what to read next?

  1. Fire Fast—It’s Heartless to Hang on to Bad Employees
  2. Never Hire a Warm Body
  3. General Electric’s Jack Welch Identifies Four Types of Managers
  4. How to Manage Overqualified Employees
  5. The Jerk Dilemma: The Double-Edged Sword of a ‘No Jerks Here’ Policy

Filed Under: Leading Teams, Managing People, Sharpening Your Skills Tagged With: Coaching, Feedback, Getting Ahead, Great Manager, Hiring, Hiring & Firing, Interviewing, Teams

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

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 (2004) conceives transformative change as an endless, continuous process of gradual improvements.

'One Small Step Can Change Your Life: The Kaizen Way' by Robert Maurer (ISBN 0761129235) 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 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.

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.

Wondering what to read next?

  1. The #1 Hack to Build Healthy Habits in the New Year
  2. The “Adjacent Possible” Mental Model
  3. Kickstart Big Initiatives: Hackathons Aren’t Just for Tech Companies
  4. How to Banish Your Inner Perfectionist
  5. Big Shifts Start Small—One Change at a Time

Filed Under: Living the Good Life, Mental Models, Sharpening Your Skills Tagged With: Change Management, Coaching, Discipline, Getting Things Done, Goals, Life Plan, Lifehacks, Mental Models, Perfectionism, Problem Solving, Procrastination, Toyota

Stop Searching for the Best Productivity System

May 29, 2019 By Nagesh Belludi 1 Comment

One of the reasons many people are not as productive as they want to be is not because they haven’t found the right ideas that can help them take charge of their lives.

They can’t be productive because they keep looking for “better” ideas instead of settling on a “good enough” idea and then putting it into rigorous practice.

Looking for the Best Can Be Counterproductive

This is comparable to weight-loss programs. People buy more and more books on dieting, but don’t lose weight by merely buying diet books. It’s easier to buy books than it is to go on a diet. Recognizing that most diet plans boil down to basic strategies—eat more fruits and veggies, keep portions under control, and stay physically active—and implementing these simple ideas purposely could be as effective a diet program as any out there.

Look, no productivity tool can fit all your requirements. The inadequacies of any productivity system you try out will drive you towards looking for a different tool. But this quest to define the best never ends.

Idea for Impact: Never underestimate the power of a simple idea that is well executed.

If you can identify a simple system and implement its key principles with discipline, you may not need the “best” system.

As Charlie Munger has stated in describing the simplicity of Warren Buffett’s philosophy at Berkshire Hathaway, “Our ideas are so simple that people keep asking us for mysteries when all we have are the most elementary ideas.”

Wondering what to read next?

  1. The Simple Life, The Good Life // Book Summary of Greg McKeown’s ‘Essentialism’
  2. Did School Turn You Into a Procrastinator?
  3. Don’t Ruminate Endlessly
  4. Everything in Life Has an Opportunity Cost
  5. Ask This One Question Every Morning to Find Your Focus

Filed Under: Mental Models, Sharpening Your Skills Tagged With: Decision-Making, Discipline, Perfectionism, Productivity, Time Management

Charlie Munger’s Iron Prescription

May 22, 2019 By Nagesh Belludi Leave a Comment

Intellectual inquiry is effortful, and you need a durable internal push to engage in it.

An inflexible approach impedes critical-thinking. I’ve discussed previously (here, here, here, and here) that a sophisticated critical-thinker considers alternative world-views that may cause him/her to philosophize differently.

For example, if you cling rigidly to a “raise taxes on the wealthiest people” position, you are possibly unwilling to contemplate that, among other problems, higher taxes disincentivize productivity, promote economic behaviors to dodge taxes, and contribute to class warfare. Examining all sensible inferences and considering a variety of possible viewpoints or perspectives may help you to arrive at more moderate, practical positions that are conceivably within acceptable limits.

Charlie Munger’s Iron Prescription: Avoid Intense Ideology

One of the central wisdoms of Charlie Munger, Berkshire Hathaway’s Vice-Chairman and the distinguished beacon of multi-disciplinary thinking, is to keep an eye open for dangers that accompany in submitting to a particular ideology.

At his celebrated commencement address to the graduates of the University of Southern California Law School on May 13, 2007, Munger affirmed,

In my mind, I got a little example I use whenever I think about ideology and it’s these Scandinavian canoeists who succeeded in taming all the rapids of Scandinavia and they thought they would tackle the whirlpools in the Aaron Rapids here in the United States. The death rate was 100 percent. A big whirlpool is not something you want to go into and I think the same is true about a really deep ideology.

I have what I call an “iron prescription” that helps me keep sane when I naturally drift toward preferring one ideology over another. And that is I say, “I’m not entitled to have an opinion on this subject unless I can state the arguments against my position better than the people do who are supporting it.” I think only when I reach that stage am I qualified to speak.

…

This business of not drifting into extreme ideology is a very very important thing in life if you want to have more correct knowledge and be wiser than other people. A heavy ideology is very likely to do you in.

In the era of social media and group polarization, it’s easy to slip into confirmation bias by committing yourself to a self-imposed ideology.

As I’ve mentioned previously, studies have shown that associating with likeminded folks can make you even more disdainful of contradictory viewpoints. Nothing will ruin you faster than an ideology burrowing deeper in a closed mind.

Idea for Impact: Nothing deceives you as much as extreme passion

Stay away from intense ideologies until you’ve examined the opposing viewpoint. Don’t ignore the counterevidence. Consider the other side of any thought as carefully as your own.

Postscript: Munger’s other iron prescription concerns avoiding the victim mentality: “Whenever you think that some situation or some person is ruining your life, it is actually you who are ruining your life… Feeling like a victim is perfectly disastrous way to go through life. If you just take the attitude that however bad it is in any way, it’s always your fault and you just fix it as best you can—the so called iron prescription—I think that really works.” See my previous article on Charlie Munger and lessons on adversity.

Wondering what to read next?

  1. To Know Is to Contradict: The Power of Nuanced Thinking
  2. The Abilene Paradox: Just ‘Cause Everyone Agrees Doesn’t Mean They Do
  3. One of the Tests of Leadership is the Ability to Sniff out a Fire Quickly
  4. Rapoport’s Rules to Criticize Someone Constructively
  5. Don’t Ignore the Counterevidence

Filed Under: Mental Models, Sharpening Your Skills Tagged With: Attitudes, Conflict, Conversations, Critical Thinking, Mental Models, Persuasion, Social Dynamics, Thinking Tools, Thought Process

Books I Read in 2018 & Recommend

December 31, 2018 By Nagesh Belludi Leave a Comment

  • 'Mindful Work' by David Gelles (ISBN 0544705254) Self-Help: David Gelles’s Mindful Work: How Meditation is Changing Business from the Inside Out (2015) provides a remarkable account of the ever-increasing adoption of meditation-based mindfulness. It can promote stress-reduction and produce improvements in one’s overall emotional state and outlook on life. [Read my summary.]
  • Psychology & Self-Help: Daniel Pink’s When: The Scientific Secrets of Perfect Timing (2018) explores chronobiology—how the quality of the decisions we make are correlated with their timing. Our biological clocks influence our cognitive abilities, moods, and attentiveness. [Read my summary.]
  • Business & Finance: Based on a popular Harvard Business School class on “acquisition entrepreneurship,” Richard Ruback and Royce Yudkoff’s HBR Guide to Buying a Small Business (2017) is excellent manual for prospective entrepreneurs, employees of small businesses, financiers, and value-seeking investors. [Read my summary.]
  • 'Luxury Fever' by Robert Frank (ISBN 0691146934) Psychology & Economics: Cornell economist Robert Frank’s Luxury Fever: Why Money Fails to Satisfy in an Era of Excess (1999) argues that the extravagant consumption of the most affluent in our society has a ripple effect on everyone’s spending. The desire for many to indulge in luxury “possessions” is motivated less by the gratification they may bring than by what others are buying or want to buy. [Read my summary.]
  • Psychology & Self-Help: Richard Carlson’s bestselling Don’t Sweat The Small Stuff … And It’s All Small Stuff (1997) reminds that there’s always a vantage point from which even the biggest stressor can be effectively dealt with. To deal with angst or anger, what we need is not some upbeat self-help prescriptions for changing ourselves, but simply a measure of perspective. [Read my summary.]
  • Leadership: John Carreyrou’s Bad Blood: Secrets and Lies in a Silicon Valley Startup (2018) is a remarkable expose on Theranos, the former high-flying Silicon Valley tech startup founded by Elizabeth Holmes. How could the many smart people who funded, endorsed, defended, and wrote about this company never set aside their confidence in Holmes’s persuasions and looked beyond her claim of “30 tests from one drop of blood.” [Read my summary.]
  • 'How to Read a Book' by Mortimer Adler (ISBN 0671212095) Books & Reading: If you’re interested in sharpening up your ability to read, comprehend, and debate, Mortimer Adler and Charles Van Doren’s bestselling How to Read a Book: The Classic Guide to Intelligent Reading (1972) is a goldmine of invaluable insights into the art of reading and debate. [Read my summary.]

See my book recommendations from 2017, 2016, 2015, and 2014.

The four books I re-read every year are Benjamin Graham’s Security Analysis and The Intelligent Investor, Phil Fisher’s Common Stocks and Uncommon Profits, and Dale Carnegie’s How to Win Friends and Influence People.

You may be interested in my article on how to process that pile of books you can’t seem to finish and my article on why we read self-help books.

Wish you all very enlightening reads in 2019! Recall the words of the American philosopher Mortimer J. Adler, who said, “In the case of good books, the point is not to see how many of them you can get through, but rather how many can get through to you.”

Wondering what to read next?

  1. How to Read Faster and Better
  2. Books I Read in 2020 & Recommend
  3. Top Books I Read in 2021 & Recommend
  4. Learn from the Great Minds of the Past
  5. Thinking Straight in the Age of Overload // Book Summary of Daniel Levitin’s ‘The Organized Mind’

Filed Under: Leadership Reading, Sharpening Your Skills Tagged With: Books

Our 10 Most Popular Articles of 2018

December 30, 2018 By Nagesh Belludi Leave a Comment

Top Blog Articles of 2018 Here are our most popular exclusive features of 2018. Pass this on to your friends; if they like these, they can sign up to receive our RSS feeds or email updates.

  • Power corrupts, and power attracts the corruptible. Let’s subject our elites (and the sycophantic supporters who are disposed to collude in self-interest) to as many restrictions, supervisions, and checks and balances as possible.
  • When stress is good. According to the Yerkes-Dodson Law, too much anxiety and stress impairs performance, but so does too little. The right level of stress can be a positive force for driving people forward.
  • Beware of key-person dependency risk. There’s a risk posed by an organization or a team’s over-reliance on one or a few individuals. A well-managed company is never dependent upon the performance of one or a few individuals.
  • What your messy desk says about you. A messy office or a cluttered desk can not only impede your space and cramp your style, but also affect how your peers and superiors perceive you.
  • Ideas to use when delegating. A manager’s principal task is to get things done through other people. Delegate every task that can be performed just as well by someone who is paid less than you are.
  • No boss likes a surprise—good or bad. If there is only one thing worse than delivering bad news, it’s not delivering bad news as soon as you know that some trouble is brewing. The surest way to delight your boss is by setting and adjusting the right expectations.
  • Writing clearly and concisely. It is far more important to write well than most folks realize. Writing not only communicates ideas, it also generates them—in the minds of both the author and the reader.
  • How to organize your inbox & reduce email stress. The recipe for staying on top of your email is to be ruthless about what you send and receive, and to focus on how you process your inbox. Don’t let an overflowing inbox be a big distraction (see Zeigarnik Effect.)
  • Quit what you suck at. Don’t do—or continue to do—something just because it’s been a tradition, custom, or habit. Align your efforts with your mission, your values, and the results you want to achieve.
  • That burning “what if” question. Don’t lament the life not lived when you can dive into the life you’re actually in and do so much good now.

And here are articles of yesteryear that continue to be popular:

  • How smart companies get smarter
  • Be a survivor, not a victim
  • Rapoport’s rules to criticize someone constructively
  • Ten rules of management success from Sam Walton
  • Ten commandments of honest thought and discourse
  • A sense of urgency
  • How to focus on priorities
  • Care less for what other people think
  • Nothing deserves certainty
  • Persuade others to see things your way

Wondering what to read next?

  1. A Sense of Urgency
  2. Book Summary of Oprah Winfrey’s ‘The Path Made Clear’
  3. The Best Way to Achieve Success is to Visualize Success
  4. Transformational Leadership Lessons from Lee Kuan Yew, Singapore’s Founding Father
  5. Entitlement and Anger Go Together

Filed Under: Announcements, Sharpening Your Skills Tagged With: Attitudes, Skills for Success

How to Prevent Employee Exhaustion

November 8, 2018 By Nagesh Belludi Leave a Comment

Feeling exhausted, irritated, unhappy, and lacking in control are all signs of burnout—a temporary decline in an employee’s well-being.

If you notice a drop in energy, motivation, or productivity, try these simple ways to help combat employee exhaustion:

  • Clarify expectations
  • Where possible, lower the standards and relax the deadlines. Encourage less perfection.
  • Give employees the right tools and resources that they need to do their job effectively
  • Allocate some tasks to other employees
  • Appreciate, reward, recognize
  • Give employees some time off
  • Reduce travel and meetings
  • Offer counseling and mentoring

Employee stress and problems at work that are not dealt with effectively can quickly spill out into other parts of an employee’s life. In fact, many marriages go bad when stress at work is at its worst: people use up all their willpower on the job; their home lives suffer because they give much to their work.

Make employee welfare a key area of focus to promote better work environments and keep employees engaged.

Wondering what to read next?

  1. Managing the Overwhelmed: How to Coach Stressed Employees
  2. Four Telltale Signs of an Unhappy Employee
  3. How to Clear Your Mental Horizon
  4. Don’t Push Employees to Change
  5. Everything in Life Has an Opportunity Cost

Filed Under: Health and Well-being, Leading Teams, Managing People, Sharpening Your Skills Tagged With: Balance, Coaching, Emotions, Great Manager, Mentoring, Stress, Targets, Time Management

When Stress is Good

November 5, 2018 By Nagesh Belludi Leave a Comment

Stress and Anxiety Can Lead to Improved Performance

Why Some Stress Is Good for You Many people claim that they work best under pressure. There’s some truth to that. Stress is a natural response in highly competitive environments. Before an exam, important meeting, or contest, your heart rate rises and so does your blood pressure. You become more absorbed, alert, and efficient.

However, this favorable relationship applies only up to a certain level of stress. Past this level, stress impairs your performance—and eventually your heart.

In 1908, Harvard psychologists Robert Yerkes and John Dodson first described the beneficial and harmful effects of stress (“psychological arousal”) on performance in a graph the shape of an upside-down U. According to the Yerkes-Dodson Law, the ascendant curve reflects the energizing effect of arousal. The descendant curve reflects the negative effects of stress on thinking and learning, or performance in general.

Too Much Anxiety and Stress Impairs Performance, but so Does Too Little: The Yerkes-Dodson Law

Many physiological studies have demonstrated that stress enhances your performance by causing your brain to use more of its capabilities, improve memory and intelligence, and increase productivity. Without stress, athletes, performers, executives, and students are likely to underachieve.

There is an optimum level of arousal for every kind of task. So how do you find the right balance? How do you get yourself into the performance zone where stress is most helpful? How much stress is good? The answers depend on individual disposition, the types of stressors, the nature of the task itself, and perceptions of what is stressful to you.

When Stress is Good: The Yerkes-Dodson Law

Idea for Impact: Stress at Work May Be Inevitable but it Doesn’t Have to Be Detrimental

Stress can be a motivator. But don’t seek out stress—less of it is better. Make the stress you do have work for you. Becoming conscious of stress as a potential positive can reduce the harm it causes.

  • Develop an awareness of when you hit the limits beyond which working longer or harder is counter-productive (sportsmen tend to choke under intense pressure.) When you feel overwhelmed, look for ways to reduce or eliminate the stressors so you can become more productive again. Ask for help.
  • Performance deteriorates when your stress level is either too high or too low for a given task. Seek the optimal level of anxiety that can impel you forward without causing you to fight back or give up.

Idea for Impact: The Right Level of Anxiety Can Be a Positive Force for Driving Employees Forward

Anxiety and optimal performance is an individual affair. The Yerkes-Dodson Curve shifts as the performers become established and experienced with the undertaking.

Astute managers repeatedly assess and re-assess where their team members land on the Yerkes-Dodson Curve. Managers can identify over-stressed or under-motivated circumstances with employees and intervene quickly to tailor the level of stress.

Wondering what to read next?

  1. Get Everything Out of Your Head
  2. Some Worry is Useful
  3. “Fly the Aircraft First”
  4. What Airline Disasters Teach About Cognitive Impairment and Decision-Making Under Stress
  5. Ask This One Question Every Morning to Find Your Focus

Filed Under: Managing People, Sharpening Your Skills Tagged With: Anxiety, Decision-Making, Introspection, Mindfulness, Motivation, Procrastination, Stress, Targets, Worry

Four Ideas for Business Improvement Ideas

November 1, 2018 By Nagesh Belludi Leave a Comment

  1. Four Ideas for Business Improvement Ideas Seek fresh eyes. Ask new employees and interns to make a note of every question they have about how things get done in your organization. If anything—reports, approvals, meetings, reviews—doesn’t seem sensible, let them record those inefficiencies. After a few weeks, when they’ve become familiar with the organization and its workflow, have them reassess and report their observations. The best improvement ideas come from people who aren’t stuck in the established ways.
  2. Notice something? Fix it quickly or delegate. Never walk absentmindedly by something that could be improved. A cluttered instruments cabinet in a warehouse? A loose tile in a walkway? A broken link on your customer service website? Don’t take inconveniences and unpleasant situations for granted.
  3. Explore the outsider’s perspective. Notice how trivial stuff can really frustrate you when you’re standing in line at the Bureau of Motor Vehicles or dealing with a slow bureaucracy? While running errands, do others’ rules, regulations, and procedures annoy you? Bump into something that doesn’t have to be laborious, arduous, expensive, or annoying, but is? Examine if your business imposes any of those inconveniences on your customers.
  4. Make it easy for customers to complain. Seek customer feedback in such a way that it encourages people to share their negative experiences. As I’ve illuminated before, many innovative ideas have their roots in prudent attention to and empathy with customers’ experiences.

Idea for Impact: Problem-finding is one of the most significant—and overlooked—parts of innovation. Learn to pay attention to the subtle clues to opportunities all around.

Wondering what to read next?

  1. Howard Gardner’s Five Minds for the Future // Books in Brief
  2. You Can’t Develop Solutions Unless You Realize You Got Problems: Problem Finding is an Undervalued Skill
  3. This is Yoga for the Brain: Multidisciplinary Learning
  4. Wide Minds, Bright Ideas: Book Summary of ‘Range: Why Generalists Triumph’ by David Epstein
  5. Finding Potential Problems & Risk Analysis: A Case Study on ‘The Three Faces of Eve’

Filed Under: Mental Models, Sharpening Your Skills, The Great Innovators Tagged With: Creativity, Critical Thinking, Mental Models, Problem Solving, Skills for Success, Thinking Tools, Thought Process, Winning on the Job

A Guide to Intelligent Reading // Book Summary of Mortimer Adler’s ‘How to Read a Book’

October 29, 2018 By Nagesh Belludi Leave a Comment

'How to Read a Book' by Mortimer Adler (ISBN 0671212095) If you’re interested in sharpening up your ability to read, comprehend, and debate, Mortimer Adler and Charles Van Doren’s bestselling How to Read a Book: The Classic Guide to Intelligent Reading (1972; first published in 1940 under only Adler’s name) is the definitive guidebook.

The book stemmed from Adler’s belief that students of liberal education needed to be grounded in the “great ideas” of humankind, as represented in the canon of Western classic literature. To Adler, the art of reading well is deeply correlated to the art of thinking clearly, critically, and freely.

After the publication of How to Read a Book (1940,) Adler advanced his ideas on educational theory further by starting the Great Books of the Western World program and the Great Books Foundation. His later successes as a University of Chicago philosopher and an educator had an colossal influence on American education in the twentieth century.

Take-away Lesson #1: Active Reading is the Effort to Understand

How to Read a Book is divided into four parts:

  • Part one discusses the first two levels of reading: elementary reading (the level of reading taught in elementary schools and high schools) and inspectional reading (methodical skimming and cursory reading.)
  • Part two contains the third level of reading, analytical reading: classifying the author’s arguments and information, coming to terms with the book’s line of reasoning, establishing the author’s implications, criticizing the book, and critiquing the author.
  • Abraham Lincoln and son reading a book Part three covers the particular nuances of reading various types of literature: practical books, creative literature, stories, plays, poems, history, philosophy, science, mathematics, and social science.
  • Part four of the book is earmarked to the ultimate goals of reading—viz., expanding one’s mind for further understanding—a goal facilitated by “synoptical reading.” Since, per Carl Jung, “one book opens another,” a determined reader should peruse several works on the same subject with the intention of establishing a broader outlook of the subject matter. According to Adler, syntopical reading is the hallmark of scholarship: “Knowing that more than one book is relevant to a particular question is the first requirement in any project of syntopical reading. Knowing which books should be read, in a general way, is the second requirement.”

The essence of reading’s comprehension and appreciation lies in how best the reader can answer four questions during the course of reading a book:

  • During elementary reading: “What does the book say?”
  • During inspectional reading: “What is the book about?” How the author is trying to say it? What methodologies, narratives, substantiations, and examples does he use?
  • During analytical reading: “What does the book mean?” And, “Are the author’s arguments and claims valid—in whole or part? What is the significance of the author’s theses?”
  • During syntopical reading: “How does this book compare with other books?” And, “What other sources of knowledge could be pursued?”

How to Read a Book concludes with two appendices: (1) a list of titles in the “Great Books of the Western World” program, and (2) a number of exercises and tests on all four levels of reading.

Take-away Lesson #2: A Reader Must Suspend Judgment Until He Can Express the Author’s Positions

  • “You must be able to say, with reasonable certainty, ‘I understand,’ before you can say any one of the following things: ‘I agree,’ or ‘I disagree,’ or ‘I suspend judgment.'”
  • “Students who plainly do not know what the author is saying seem to have no hesitation in setting themselves up as his judges. They not only disagree with something they do not understand but, what is equally bad, they also often agree to a position they cannot express intelligibly in their own words.” As I’ve elaborated on this blog before (here, here, here, here, and here,) you must be able to accurately state—in your own words—the position of those you’re debating, before you can challenge them.
  • “When you disagree, do so reasonably, and not disputatiously or contentiously.” And, “Most people think that winning the argument is what matters, not learning the truth. He who regards conversation as a battle can win only by being an antagonist, only by disagreeing successfully, whether he is right or wrong.”

Take-away Lesson #3: Reading Well is Better Than Reading Widely

  • The objective of reading a book is to evolve to the level of the author: “In the case of good books, the point is not to see how many of them you can get through, but rather how many can get through to you.” Additionally, “Enlightenment is achieved only when, in addition to knowing what an author says, you know what he means and why he says it.”
  • Read a “difficult” book multiple times. Each time you read a specific book, you’ll discover more—new ideas, new concepts, and deeper truths.
    • “In tackling a difficult book for the first time, read it through without ever stopping to look up or ponder the things you do not understand right away.”
    • “It is generally desirable to skim even a book that you intend to read carefully, to get some idea of its form and structure.”
    • “Ask questions while you read—questions that you yourself must try to answer in the course of reading.”
  • Regarding the “ignorance of those who have misread many books”, Adler asserts that such people, “are, as Alexander Pope rightly calls them, bookful blockheads, ignorantly read. There have always been literate ignoramuses who have read too widely and not well.”

Recommendation: Mortimer Adler and Charles Van Doren’s How to Read a Book: The Classic Guide to Intelligent Reading is a smart reading that should be on everybody’s library. It is a goldmine of invaluable insights into the art of reading, debate, and persuasion.

Wondering what to read next?

  1. How to Read Faster and Better
  2. Curate Wisely: Navigating Book Overload
  3. How to Process that Pile of Books You Can’t Seem to Finish [+ 5 Other Reading Hacks]
  4. You Have a Pile of Reading Material at Your Desk?
  5. How to … Read More Books

Filed Under: Leadership Reading, Mental Models, Sharpening Your Skills Tagged With: Books, Critical Thinking, Reading

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About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

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