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Ideas for Impact

Change Management

Change Must Come from Within

July 21, 2021 By Nagesh Belludi Leave a Comment

If you want to become the type of person who wants to change, you must become the type of person who embodies that change repeatedly. You must deliberately weave the change into your sense of identity. Seth Godin notes in The Practice (2020,)

If you want to get in shape, it’s not difficult. Spend an hour a day running or at the gym. Do that for six months or a year. Done.

That’s not the difficult part.

The difficult part is becoming the kind of person who goes to the gym every day.

When you use your actions to drive your identity, you’ll naturally become confident in your ability to make fundamental decisions that sustain—and enhance—who you are.

Idea for Impact: Habits stick when they respond to your sense of identity. Change your identity, change how you want to be seen, and you’ll change your life.

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Filed Under: Mental Models, Sharpening Your Skills Tagged With: Assertiveness, Change Management, Coaching, Discipline, Life Plan, Motivation, Procrastination

The Reason Why Weight Watchers Works whereas ‘DIY Dieting’ Fails

July 1, 2021 By Nagesh Belludi Leave a Comment

Weight Watchers (WW) was born from an unmet personal need, as is true with many businesses. Founder Jean Nidetch had struggled with her weight all her life. In her late 30s, she went to a city-run obesity clinic in New York and finally lost the weight she wanted.

Then, when her resolve to maintain a healthy weight wavered, Nidetch recognized that losing weight is easier if she weren’t doing it by herself. Dieting is more than “calories in, calories out.” Eating the right number of calories and exercising doesn’t always work. It isn’t the occasional overindulgence that creates obesity; it’s the steady over-eating—often in surprisingly small amounts.

Helping People Change Their Behavior through Support and Motivation

According to Memoir of a Successful Loser: The Story of Weight Watchers (1970,) Nidetch realized that what people struggling to keep a diet program needed was one another. Dieters needed a space to talk openly about their diet struggles and became answerable to one another.

Determined to stay on track, Nidetch started with the diet that the obesity clinic had given her. She mimeographed it and handed it out to a group of six overweight but determined friends that she invited to her apartment in the Queens. At the first meeting, Nidetch confessed to an addiction to cookies. Her friends sympathized and shared their own calorific woes. Everyone had a good time, and the group agreed to meet the following week again.

Nidetch’s pattern of programming and social support spread quickly. Meetings grew in size. When Nidetch ran out of chairs, she shifted the sessions to a formal assembly room. Weight Watchers was thus born.

Group Cheerleaders Can Go a Long Way toward Keeping Motivation Alive

Weight Watchers has outlasted many fad diets, and it continues to be a popular program. People go to Weight Watchers because it works. The program makes its members think of the regimen not as a diet but as a different way of living.

Collectively, members feel positively about their desire to lose weight. They offer support and grant forgiveness for failures to lose weight. Members aren’t thinking of restrictions; they’re thinking of flexibility and abundance. If they tend to be foodies, they don’t need to stop enjoying food.

Weight Watchers groups meet weekly. (7,000 coaches run the meetings.) Each member contributes. Everyone feels invested in accomplishments. The group celebrates as one.

The robust process of celebrating and retelling success stories reinforces the shared goal of pushing limits. In addition, the interaction helps with accountability and encourages participants to stick with their goals.

Idea for Impact: Purpose is good. Shared purpose is better.

Shared interests get us, humans, to show up and be present. We need structure, tools, and support to be successful. We need a community because the fellowship of others with a shared empowering purpose gives us the accountability and inspiration that motivates us to lose weight—or bring about any lasting change.

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Filed Under: Health and Well-being Tagged With: Change Management, Coaching, Discipline, Goals, Mindfulness, Motivation, Persuasion

Why You Should Celebrate Small Wins

May 18, 2021 By Nagesh Belludi Leave a Comment

Small steps are more manageable than big, daunting ones. Small wins aren’t just a great way to make progress. They’re good for your emotional well-being too.

Peter Sims writes in Little Bets: How Breakthrough Ideas Emerge from Small Discoveries (2013,)

Small wins are like footholds or building blocks amid the inevitable uncertainty of moving forward, or as the case may be, laterally. They serve as what Saras Sarasvathy calls landmarks, and they can either confirm that we’re heading in the right direction or they can act as pivot points, telling us how to change course.

In the acclaimed paper in which [University of Michigan psychologist Karl] Weick described small wins, published in the January 1984 issue of American Psychologist, he used the example of how helpful it is for alcoholics to focus on remaining sober one day at a time, or even one hour at a time. Stringing together successive days of sobriety helps them to see the rewards of abstinence and makes it more achievable in their minds. Elaborating on the benefits of small wins, Weick writes, “Once a small win has been accomplished, forces are set in motion that favor another small win.”

Each time you accomplish a small step, have a little voice whisper in your ear, “You accomplished more than you had ten minutes ago!” This affirmation can help you recognize the momentum you’ve created and stimulate you to get absorbed in more of the task. By the end of the hour or the day, you’ll feel like you’ve had multiple wins on your way towards the larger goal.

A big hurdle to change is the resistance from believing that the pain of attempting major change is too rarely worth it. But researchers believe that any accomplishment, no matter how small, activates your brain’s reward circuitry, releasing dopamine, the pleasure hormone. That can evoke the motivational appeal of an outcome, which in turn can hook you toward achieving even more.

Keep sight of the small victories. Those are the ones that keep you going. If you’re a manager, celebrate even ordinary, incremental progress—that’ll improve your team’s engagement.

Idea for Impact: Celebrate your small wins—it’ll make you feel good about yourself. Attention to small wins can help people lift themselves out of fear and hopelessness—this is the crux of cognitive-behavioral therapy (CBT.)

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  5. Everything in Life Has an Opportunity Cost

Filed Under: Managing People, Sharpening Your Skills Tagged With: Change Management, Discipline, Goals, Motivation, Perfectionism, Persuasion, Procrastination, Time Management

Ask for Forgiveness, Not Permission

April 20, 2021 By Nagesh Belludi Leave a Comment

A long time ago, I heard the managerial maxim, “you will move as fast as you can make decisions.” Amen to that.

That complements the mantra “’tis better to seek forgiveness than to ask permission”—that’s the oft-repeated rallying cry of entrepreneurial thinking.

You need to know when you shouldn’t—and can’t—wait for someone else’s approval to do the things you need to do to succeed. Every time you ask for buy-in, approval, or agreement, you’ll slow yourself down.

Depending on what’s at stake, you’ve got to know when moving forward does need consent. As with everything, you want to know your manager, team, partner, or spouse, how they operate, and their expectations for the group effort. If something’s an important-enough decision with high stakes, they’ll want to be in the loop.

Idea for Impact: Live speed. Where possible, don’t let dilly-dallying for permission endanger your decision-making success. It’s not about taking advantage of situations but about knowing when to push the boundaries. Where possible, aggressively move forward on your own and “get it done.”

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Filed Under: Effective Communication, Managing People, Mental Models Tagged With: Change Management, Conflict, Conversations, Decision-Making, Getting Along, Procrastination, Social Skills, Teams, Thought Process

Don’t Cheat. Just Eat.

December 12, 2020 By Nagesh Belludi Leave a Comment

If you’re someone who likes to “cheat” over the holidays and indulge in calorie-rich festive treats, why think of food as yet another serving of shame?

Being out of shape isn’t a failure of character.

Guilt around food is not just pointless—it actually can be harmful. Distress can sabotage digestion. Research suggests that anxiety kicks your autonomic nervous system into high gear. The capacities of your digestive organs are subdued, and instead of metabolizing and assimilating your food, it’s processed less effectively. In other words, guilt—or any sort of negative self-judgment—can initiate stress signals and neurotransmitters. These hinder a healthy digestive response.

Eat whatever it is you want mindfully and let it make you happy. Indulging is part of what sets a holiday apart. As the Roman dramatist Terence counseled, “Everything in moderation” (to which the Irish playwright Oscar Wilde added, “… including moderation.”)

Also, stop “food policing” others.

Idea for Impact: Give Your Guilt a Holiday

Eat, drink, and be merry this holiday season. Yes, slackening up on your diet plan doesn’t feel great, but it doesn’t have to be a bad thing, either. However, labeling it “cheating” probably is. Your language matters!

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Filed Under: Health and Well-being Tagged With: Change Management, Discipline, Emotions, Mindfulness, Persuasion, Pursuits, Social Life, Stress

Fail Cheaply

November 19, 2020 By Nagesh Belludi 1 Comment

One way to accelerate innovation is to undertake low-risk experiments.

Failures in the innovation process can be costly and time-consuming. It’s often wiser to try low-risk, low-cost, high-payoff experiments than ruminating endlessly.

Make your experiments cheaper. You don’t need to create a full-scale concept to test it. Find low-cost ways to test your assumptions. It may take time and iteration to find what works for you.

  • Engineers often use surrogate modeling techniques that use simple prototypes and mock-ups that are as representative as possible.
  • Counter to the phrase “it takes money to make money,” shrewd entrepreneurs know how to experiment multiple ways for minimal cost. Next, they scale up one or two experiments that have given them favorable results. The losses are small, and the potential gains much larger.

Idea for Impact: The worst way to fail is slow and big. Don’t eliminate failure. Only reduce the cost of failure.

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Filed Under: MBA in a Nutshell, Mental Models, Sharpening Your Skills Tagged With: Change Management, Creativity, Decision-Making, Entrepreneurs, Innovation, Risk, Strategy

When Growth Stalls: A Case Study of the iPhone

November 13, 2020 By Nagesh Belludi Leave a Comment

If you got an iPhone in the last few years, you don’t really need to rush to replace it with the new iPhone 12.

In a sense, Apple is relying on other businesses to make this new lineup a success. Despite Apple’s assertions that the new iPhone 12 supports fast 5G cellular networks, the prevailing 5G networks in America just aren’t fast enough yet.

Feature Stagnation

Arguably, there’s not much further for the iPhone to go. It’s been improved through numerous versions since 2007, and there simply isn’t much left to do. The entire experience is probably as good as it ever needs to be.

Beyond better power, speed, design, battery, cameras, and display, Apple faces the horizon of what’s expectable from a smartphone. After a decade of relentless growth and absolute dominance, innovation has exhausted. Progress will become increasingly inconsequential. Through it all, Apple has successfully sustained premium-position captivity and thrived even as new, low-cost competitors are emerging worldwide.

When Growth Stalls

Apple’s growth trajectory is likely to look different in the future. The bulk of Apple’s future growth prospects will come from existing customers and not new smartphone adopters. Apple has been focusing on newer software and services to expand the user experience and retain customers.

Apple’s core product is ex-growth. In that sense, Apple is now like Microsoft and Alphabet. Faced with product stagnation, both Microsoft and Alphabet responded by pushing into entirely new areas to spawn growth, but with patchy successes. When it’s dominant Windows and Office franchises were stalling, Microsoft pivoted and had big hits with the Xbox and enterprise software but failed with MSN, Bing, and mobile. Google diversified with Android and Apps but repeatedly missed on social.

Idea for Impact: No one, no matter how historically innovative and powerful, is guaranteed immortality

Successful companies—and people—must evolve their competence or risk becoming marginalized. The roots of sustained success lie in being aware, innovative, and adaptable. Don’t become too focused on taking care of today and forget preparing for tomorrow. Your business model could be fragile.

Wondering what to read next?

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  4. Heartfelt Leadership at United Airlines and a Journey Through Adversity: Summary of Oscar Munoz’s Memoir, ‘Turnaround Time’
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Filed Under: Business Stories, Leadership Tagged With: Apple, Change Management, Google, Microsoft, Strategy

Making It Happen: Book Summary of Bossidy’s ‘Execution’

November 5, 2020 By Nagesh Belludi Leave a Comment

It’s back-to-basics in Larry Bossidy and Ram Charan’s Execution: The Discipline of Getting Things Done (2002.) Bossidy is a retired business executive (General Electric, AlliedSignal/Honeywell,) and Charan is a distinguished business consultant.

Execution was the best-seller that defined the corporate zeitgeist in America after the dot-com meltdown and the Enron and WorldCom scandals. Catchphrases such as “execution,” “shaping the broad picture,” “straight talk,” and “robust action” became caricatures of how American companies got things done.

Here’s a distillation of the main ideas in Execution.

  • Ideas are well and good, but how thoroughly you implement them is what “determines success in today’s business world.” Companies are hindered by the gap between what the company’s leaders want to achieve and their ability to achieve it. “The real problem is that execution just doesn’t sound very sexy. It’s the stuff a leader delegates.”
  • There’s no room for fluffiness if you want to get things done. Straight talk is “live ammo.” “You need robust dialogue to surface the realities of business the kind that can leave people feeling bruised if they take it personally.”
  • The leader sets the tone and leads the change. A good motto to follow is, “Truth over harmony.” Focus on “raising the right questions, debating them, and finding realistic solutions.” Avoid discourses that are “stilted, politicized, fragmented, and butt-covering.” “Candor helps wipe out the silent lies and pocket vetoes, and it prevents the stalled initiatives and rework that drain energy.”
  • Informality is critical to candor. Formal and ceremonial conversations and presentations leave little room for debate. Too often, communication is scripted and predetermined. Informality encourages questions and is more likely to promote intuitive and critical thinking.
  • Strategic, people, and operational processes are the building blocks for execution—and they’re interrelated. “The foundation of changing behavior is linking rewards to performance and making the linkages transparent.”

Recommendation: Skim Larry Bossidy and Ram Charan’s Execution: The Discipline of Getting Things Done (2002.) Most of the book is about setting expectations, holding people accountable, and following through. There’re no instructive case studies. There’re no new magic pills. The substance is genuinely elementary, and the tone self-righteous. You don’t need a book for exhortations like “put the right person in the right job,” “know your people and your business,” “test critical assumptions,” “follow-through,” “deal with non-performers,” and “expand people’s capabilities through coaching.”

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Filed Under: Leading Teams, Managing People Tagged With: Change Management, Delegation, Getting Ahead, Great Manager, Jack Welch, Performance Management

This Isn’t Really a Diet Book, But It’ll Teach You to Eat Better

August 27, 2020 By Nagesh Belludi Leave a Comment

British food writer and food historian Bee Wilson’s First Bite: How We Learn to Eat (2015) may just be the most important diet book of the past decade.

First Bite isn’t a diet book in the sense that it doesn’t offer you tidy little prescriptions about how to get slimmer. Rather, it’s about why you eat what you eat and how you can be persuaded—and persuade yourself—to eat better by changing your habits and removing barriers to change.

Eating Should Be a Pleasurable Activity

At its core, First Bite is an exhaustively researched discourse on how you’re taught to eat since your childhood and the various social and cultural forces that have shaped your individual—and society’s collective—appetites and tastes.

Many children habitually seek out precisely the foods that are least suitable for them. … Over the centuries, the grown-ups who have devised children’s food have seldom paid much attention to the fact that its composition matters not just in the short term but because it forms how the children will eat in adult life. … The kids’ foods in supermarkets, laced with sugar and adorned with happy cartoons, teach children that what they eat must be a form of entertainment, portable packages of fun.

Parents have an incredible power to shape their kids’ appetites for various foods

Many of us now have found ourselves in an adversarial relationship with food, which is tragic.

Wilson asserts that the real root of your eating problems is your very first childhood experiences with food. First Bite will help you look back at your upbringing and reflect upon what—and how—you learned to eat.

The foods parents give to babies provide them with powerful memories that trigger lasting responses to certain flavors.

Wilson summons an abundance of anthropological, psychological, sociological, and biological research in examining how food preferences come into play. She considers food in the context of family and culture, memory and self-identity, scarcity and convenience, and hunger and love.

The main influence on a child’s palate may no longer be a parent but a series of food manufacturers whose products—despite their illusion of infinite choice—deliver a monotonous flavor hit quite unlike the more varied flavors of traditional cuisine. … The danger of growing up surrounded by these endless sweet and salty industrial concoctions is not that we are innately incapable of resisting them, but that the more frequently we eat them, especially in childhood, the more they train us to expect all food to taste this way.

People are not physiologically inclined to dread certain foods

Especially appealing is Wilson’s exposé of modern Western-style food production, marketing, and accessibility:

Modern meals marketed at children send the message that if you are a kid, you cannot be expected to find enjoyment in anything so boring as real, whole food. The kids’ foods in supermarkets, laced with sugar and adorned with happy cartoons, teach children that what they eat must be a form of entertainment, portable packages of fun.

Whereas in the past, manufacturers aimed their messages at the parents who bought the groceries, they now found that there was money in aiming products directly at children. Somehow, a new generation of youngsters were able to manipulate their parents into buying them exactly the foods they desired, which were the ones they saw advertised on TV.

Since the 1950s, children’s food has gone from being something nourishing but pleasureless to something whose primary aim is to pander to childish tastes.

In China, which suffered the Great Famine not three generations ago, obesity is on the rise, partly because of affordability, convenience, and the overabundance of food choices now available.

To change your diet, you have to relearn the art of eating and how you approach food

Wilson makes a compelling case on how food preferences can change—for individuals and for entire societies. Some chapters discuss stubborn toddlers, overeaters, undereaters, fussy eaters, the obese, the anorexic, and people with various other eating disorders—and how they’re being taught to relish food and learn new tastes.

In modern Japan, Wilson notes that people mostly eat an ideal diet with adequate protein, modest amounts of fat, and enough fiber. Contrast this to the middle of the 20th century, where there was never enough food in Japan, and what little was available lacked flavor and variety. Then meals consisted mostly of rice and pickles; Miso, sushi, and ramen noodles became prevalent only later.

Learning how to eat better isn’t easy, but it’s possible

Wilson’s central premise is, for all intents and purposes, you have more control than you think over what you like and dislike. You can teach yourself to enjoy food if you do incorporate more of specific types of food.

First Bite is ultimately a very hopeful book. If you’ve learned what and how to eat as children, you can unlearn and relearn, and change your food habits—at any age:

Changing our food habits is one of the hardest things we can do, because the impulses governing our preferences are often hidden, even from ourselves. And yet adjusting what you eat is entirely possible. We do it all the time.

Wilson argues that your taste buds are very adaptable and malleable. You can alter your relationships with foods that you tend to desire unreasonably and those you inherently dislike. In other words, if you can persuade yourself to understand that food is a treat, eating well becomes a delight. Eating for nourishment need not be something you should grudgingly do half of the time.

Recommendation: ‘First Bite’ is a Must Read

Bee Wilson’s First Bite: How We Learn to Eat can be quite dense in some parts, but it’s incredibly engaging and fascinating. It’s filled with lots of food-related facts that will not only surprise you; e.g. many TV ads for chocolate are targeted at women, depicting them as powerless to refrain from chocolate’s “melting charms.” Moreover, there’s none of the moralizations you’d find in diet books.

This book will transform your perspective on the importance of healthy eating and developing your tastes for more nutritious choices. If, indeed, food habits are learned, they can also be relearned.

Wilson suggests three big changes you’d benefit from assimilating:

  1. Pivot to real, flavorsome food by trying new foods. Taste them willingly, without pressure or rewards. “We mostly eat what we like (give or take.) Before you can change what you eat, you need to change what you like. The main way we learn to like foods is simply by trying them. If you ask young children which foods they most detest, they tend to be the ones they have never actually tasted, often vegetables. You can’t know if you hate something until you have tasted it.”
  2. Learn how to identify hunger and satiety cues. “Being able to regulate the amount of food we eat according to our needs is perhaps the single most important skill when it comes to eating—and the one that we least often master. The first stage is learning to recognize whether the stomach is empty or not.”
  3. Eat mindfully and slowly. Trick your brain so you’ll eat less. “Smaller plates—and smaller lunchboxes and smaller wine glasses—really do work. Eat dinner on side plates or bowls and dessert on saucers. Rethink what counts as a main course. Instead of having a large pizza with a tiny salad garnish, have a huge salad with a small pizza on the side. It’s still a very comforting meal.”

If you’re a parent, First Bite offers great ideas on introducing food and developing a great palate in your children.

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  2. The Reason Why Weight Watchers Works whereas ‘DIY Dieting’ Fails
  3. Stop Dieting, Start Savoring
  4. Make a Habit of Stepping Back from Work
  5. Seek Whispers of Quiet to Find Clarity in Stillness

Filed Under: Health and Well-being Tagged With: Change Management, Discipline, Mindfulness, Persuasion, Pursuits, Stress

Two Leadership Lessons from United Airlines’ CEO, Oscar Munoz

December 12, 2019 By Nagesh Belludi 1 Comment

United Airlines announced last week that CEO Oscar Munoz and President Scott Kirby would transition to new roles as executive chairman and CEO respectively in May 2020.

Two Leadership Lessons from United Airlines' CEO, Oscar Munoz Munoz was very good for the airline. He deserves kudos for getting United back on track, for improving the company’s culture, employee morale, brand image, and customer experience, and for hiring Kirby.

  • Munoz, who came to United from the railroad company CSX, had hitherto gained considerable experience while serving for 15 years on United’s (and its predecessor Continental’s) board. But, when he became CEO in 2015, he stated that he hadn’t realized how bad things had got at United. That admission reflects poorly on his board tenure—board members are expected to be clued-up about the day-to-day specifics of the company and have more visibility into the pulse of the company’s culture beyond its senior management. Alas, board members not only owe their cushy jobs to the CEOs and the top leadership but also build long, cozy relationships with them.
  • Munoz will be remembered chiefly for the David Dao incident and the ensuing customer service debacle. The video of Dao being dragged out of his seat screaming was seen around the world. While the dragging was not Munoz’s fault (the underlying problem wasn’t unique to United,) the company’s horrendous response to the incident was. However, Munoz is worthy of praise for using the event as a learning exercise and an impetus for wholesale change in United’s operations and employee culture. In the aftermath of the incident, many customers vowed to boycott United flights, but that sentiment passed as the backlash over the incident waned. Even so, the David Dao incident need not have happened for United’s operational and cultural changes to materialize.

Scott Kirby is a hardnosed, “Wall Street-first, customer loyalty-last” kinda leader. Even though Kirby has made United an operationally reliable airline, his manic focus on cost-cutting has made him less popular with United’s staff and its frequent fliers. Let’s hope he’ll keep the momentum and preserve the good that Munoz has wrought.

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  3. Heartfelt Leadership at United Airlines and a Journey Through Adversity: Summary of Oscar Munoz’s Memoir, ‘Turnaround Time’
  4. Book Summary of Nicholas Carlson’s ‘Marissa Mayer and the Fight to Save Yahoo!’
  5. Book Summary of Donald Keough’s ‘Ten Commandments for Business Failure’

Filed Under: Effective Communication, Leadership, The Great Innovators Tagged With: Aviation, Change Management, Ethics, Governance, Leadership Lessons, Learning, Problem Solving, Transitions, Winning on the Job

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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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