Discipline

Make a Difficult Decision Like Benjamin Franklin

October 30, 2015 By Nagesh Belludi Leave a Comment

Benjamin Franklin, American inventor, journalist, printer, diplomat, author, and founding father Benjamin Franklin (1706–1790) was renowned for his lifelong quest for self-improvement, as he thoroughly documented in his “Autobiography” (1791.)

In my previous article on Benjamin Franklin’s “Plan for Conduct,” I noted that Franklin had a methodical mindset.

As a young adult, Franklin developed a method for making complex decisions. At age 66, in a letter to his close friend Joseph Priestley (a London chemist who, in 1774, isolated the element oxygen,) Franklin described this method.

In this letter written on September 19, 1772, Franklin mentions one of the key challenges of fact-collecting and decision-making:

In the affair of so much importance to you, wherein you ask my advice, I cannot for want of sufficient premises, advise you what to determine, but if you please I will tell you how. When these difficult cases occur, they are difficult chiefly because while we have them under consideration all the reasons pro and con are not present to the mind at the same time; but sometimes one set present themselves, and at other times another, the first being out of sight. Hence the various purposes or inclinations that alternately prevail, and the uncertainty that perplexes us.

Make a Difficult Decision Like Benjamin Franklin - T-charts

Then, Franklin describes how to weigh the “pro et contra” (Latin for “for and against”) in any situation:

To get over this, my way is, to divide, half a sheet of paper by a line into two columns, writing over the one pro, and over the other con. Then during three or four day’s consideration I put down under the different heads short hints of the different motives that at different times occur to me for or against the measure. When I have thus got them all together in one view, I endeavor to estimate their respective weights; and where I find two, one on each side, that seem equal, I strike them both out: if I find a reason pro equal to some two reasons con, I strike out the three. If l judge some two reasons con equal to some three reasons pro, I strike out the five; and thus proceeding I find at length where the balance lies; and if after a day or two of farther consideration nothing new that is of importance occurs on either side, I come to a determination accordingly. And though the weight of reasons cannot be taken with the precision of algebraic quantities, yet when each is thus considered separately and comparatively, and the whole lies before me, I think I can judge better, and am less likely to make a rash step; and in fact I have found great advantage from this kind of equation, in what may be called moral or prudential algebra.

Ben Franklin’s humble tool for decision-making is now known as the T-Chart. It is widely used to examine two opposing facets of a topic, object, situation, circumstance, or event under consideration. T-Charts are particularly helpful for analyzing advantages and disadvantages, as well as strengths and weaknesses.

Recommended Reading: For a great collection of the writings of Benjamin Franklin, including his “Autobiography”, see Walter Isaacson’s “A Benjamin Franklin Reader”.

Recharge Your Self-Growth through a “Plan of Conduct” à la Benjamin Franklin

October 16, 2015 By Nagesh Belludi 1 Comment

In Boston at age 12, Young Benjamin Franklin became a printer's apprentice with his brother James Franklin Young Benjamin Franklin’s formal schooling was incomplete. He pursued education through voracious reading. In Boston at age 12, he became a printer’s apprentice with his brother James. At age 17, Franklin ran away to Philadelphia seeking a fresh start and initially worked in several printer shops around town.

At age 18, Franklin traveled to London to acquire some equipment for establishing a new newspaper in Philadelphia. However, the sponsor soon withdrew from the project; so a disappointed Franklin remained in London working as a typesetter. In 1726, at age 20, he decided to return to Philadelphia to strike out on his own.

Benjamin Franklin’s Organized Action Plan for Efficiency and Success

At the threshold of adulthood, Franklin ruminated on the kind of man he wanted to be. During his time in London, he was deeply unhappy that his life had so far been disorderly because he had never outlined a design for how to conduct himself. During his 11-week voyage from London to Philadelphia, he applied his methodical mindset to develop some rules for self-improvement and called them his “Plan of Conduct.”

Those who write of the art of poetry teach us that if we would write what may be worth the reading, we ought always, before we begin, to form a regular plan and design of our piece: otherwise, we shall be in danger of incongruity. I am apt to think it is the same as to life. I have never fixed a regular design in life; by which means it has been a confused variety of different scenes. I am now entering upon a new one: let me, therefore, make some resolutions, and form some scheme of action, that, henceforth, I may live in all respects like a rational creature.

It is necessary for me to be extremely frugal for some time, till I have paid what I owe.

To endeavor to speak truth in every instance; to give nobody expectations that are not likely to be answered, but aim at sincerity in every word and action—the most amiable excellence in a rational being.

To apply myself industriously to whatever business I take in hand, and not divert my mind from my business by any foolish project of growing suddenly rich; for industry and patience are the surest means of plenty.

I resolve to speak ill of no man whatever, not even in a matter of truth; but rather by some means excuse the faults I hear charged upon others, and upon proper occasions speak all the good I know of every body.

Franklin’s “Plan of Conduct” was a precursor to his constant quest in self-improvement, as documented in his “Autobiography” (1791.) A few years later, he supplemented his plan with a “Moral Perfection Project,” 13 guidelines to motivate himself to be more virtuous and strive for moral perfection.

These first few pursuits of self-improvement and reflection weren’t a passing fad for Franklin—he adhered to these rules for the rest of his life. He was proud that he had the wisdom to develop and commit to them so early in life. He reflected in his “Autobiography” (1791,) “It is the more remarkable, as being formed when I was so young, and yet being pretty faithfully adhered to quite through to old age.”

Idea for Impact: Create Your ‘Plan of Conduct’

Create your own rules for living and commit to them for a life of success and wisdom. The values you establish for yourself will align your actions with your goals and dreams and so reduce regrets of overlooked opportunities.

Recommended Reading: For a great collection of the writings of Benjamin Franklin, including his “Autobiography”, see Walter Isaacson’s “A Benjamin Franklin Reader”.

The Truth Can Be Bitterer than a Sweet Illusion

October 6, 2015 By Nagesh Belludi Leave a Comment

Bitter Pill - The truth can be bitterer than a sweet illusion

In 1998, as CEO of 1-800-Flowers.com, Jim McCann could not bring himself to let one of his senior executives go. McCann and the rest of his leadership team understood that this senior executive was neither right for the job nor performing well.

For McCann, the biggest hindrance was that he was friends with this executive and had spent time with his family. McCann agonized over being heartless to a friend and couldn’t bring himself to dismiss the executive.

Unexpectedly, McCann met General Electric’s CEO Jack Welch at a dinner party and discussed this dilemma. Welch advised, “When was the last time anyone said, ‘I wish I had waited six months longer to fire that guy?’ Always err on the side of speed.”

Urged by Welch’s counsel, McCann deftly dealt with the situation. Initially, McCann felt that being tough was unjustifiable and was pained by the loss of a friendship. He was hurt but relieved because firing the executive was the right decision for everyone.

On a happier note, the former executive soon got a new job that better suited his background. Their friendship stood the test of time and they eventually made up.

Firing is awful—indeed, it’s the most difficult thing managers have to do, especially for those who encourage camaraderie and treasure loyalty. As in McCann’s case, if you think an employee isn’t up to par and you may fire him/her within the next year, it’s always better for management, the employee in question, and other employees to take the right actions promptly.

Idea for Impact: Don’t Be Conflict-Avoidant

Confront the Bitter Truth The truth is that the truth hurts sometimes. Even if the truth can be bitterer than a sweet illusion, delaying action will only make things harder.

Making the right decision and taking the action may involve unpleasant confrontations. Though conflict can be emotionally distressing, being decisive and doing what’s best eventually works out well for everyone.

Instead of being hyperconscious of other’s possible judgments and avoiding conflict, do difficult things as soon as practically possible.

When dealing with difficulties involving others, there is nothing more insidious than unresolved conflict and inaction. Read “Five Dysfunctions of a Team” (by Patrick Lencioni) to understand how to engage in conflict in a way that nurtures (rather than harms) relationships. Also, read “Crucial Conversations” (by Kerry Patterson, et al.) on how to conduct effective discussions by stating the facts, speculating possible remedies, and then skillfully leading the other person to a course of action. Stick with facts to reduce defensiveness. Have the other person develop and commit to a course of action on his/her own.

Fear of Failure is an Obstacle to Growth

September 11, 2015 By Nagesh Belludi Leave a Comment

The fear of failure—atychiphobia—is such a significant psychological threat to motivation that it can instinctively cause you to sabotage your likelihood of success. If you fear failure and limit your activities, you are acutely impeding the knowledge and wisdom that comes from opening yourselves up to the new and the unfamiliar.

In “Self-Renewal: The Individual and the Innovative Society”, John Gardner (1912–2002,) an activist and a member of Lyndon Johnson’s cabinet, reminds us that openness to new experience is vital to learning and self-renewal:

One of the reasons why mature people are apt to learn less than young people is that they are willing to risk less. Learning is a risky business, and they do not like failure. … By middle age, most of us carry in our heads a tremendous catalogue of things we have no intention of trying again because we tried them once and failed. … We pay a heavy price for our fear of failure. It is a powerful obstacle to growth. It assures the progressive narrowing of the personality and prevents exploration and experimentation. There is no learning without some difficulty and fumbling. If you want to keep on learning, you must keep on risking failure—all your life.

Seven Ways to Motivate Yourself

April 7, 2015 By Nagesh Belludi Leave a Comment

Most people often know what they should do, but can’t seem to make themselves follow through. Here are seven quick and easy ways that might help you get motivated.

Be decisive. Avoid analysis paralysis. The best way to get unstuck is to start somewhere. Don’t wait for the right answer and the golden path to present themselves. Focus on action, which will get you started and build momentum. You can adjust your course of action later. See my previous article: “When in Doubt, Do.”
Avoid the desire to prove yourself. The need to prove yourself to others can be off-putting because you may foresee them disapproving of your work. Let go of the need to prove yourself to everyone else, and free yourself to accomplish what matters most to you. Overcome the fear of failure. Consider low-risk actions.
Develop a Plan B. The most successful people are those who acknowledge when their current plans aren’t working and switch to Plan B.
Accelerate. If things seem under control, you are probably not approaching your goal quickly enough.
If you have made mistakes, don’t be shackled by regret. Things will eventually work out. If you are chained up by a worrisome activity and can’t seem to make progress, switch to another productive activity. Try my ’10-minute Dash’ technique to beat procrastination.
Play favorite scenes in your mind. Envisioning triumph, moments with a loved one or images of playing with a pet have an incredible ability to inspire you.
Try something new and befriend the unfamiliar. Break away from your comfort zone. You will only grow when you let go of discomfort, explore a different path, and try something new.

Seek Discipline, Not Motivation: Focus on the WHY

March 3, 2015 By Nagesh Belludi 7 Comments

Motivation is glorified as a personal trait. While it is beneficial to be motivated, folks who actually manage to get things done are those who find a way to work at whatever they are interested in even when they do not really feel like doing it.

Discipline is Fixating on What You Want

“More than those who hate you, more than all your enemies, an undisciplined mind does greater harm,” the Buddha taught as per the Dhammapada.

Seek Discipline, Not Motivation Whatever form of personal character it takes—self-control, dedication, endurance, persistence, resolve, willpower, or self-regulation,—discipline is one of the biggest differentiators between successful and unsuccessful people.

The British philosopher and mathematician Bertrand Russell wrote in “On Education” (1926,) “Right discipline consists, not in external compulsion, but in habits of mind which lead spontaneously to desirable rather than undesirable activities.” Discipline is the conscious ability to prevail over distractions, avoid opportunities for gratification, regulate your emotions and actions, overrule impulses, and exert mindful self-control to fulfill your immediate goals and aspirations.

A Simple Hack to Develop Discipline: Focus on the WHY

Many of the goals you strive for—like losing weight—require you to choose between a smaller but immediate reward and a larger but remote reward. For instance, if you are dieting and are presented with a cake, you face a choice between the immediate indulgence of eating the cake and the more distant incentive of losing weight. Renouncing immediate pleasure in order to reap future benefits can pose an enormous challenge.

Research by Dr. Kentaro Fujita of Ohio State University shows that participants who considered why they had to do something were better able to inhibit their impulses when presented with immediate temptations. They also exerted greater self-control and stuck with a task longer than those who thought just about how they could do something. For example, Fujita’s research suggests that if you focus on your ultimate goal of losing weight, you are more likely to reinforce your dieting discipline. You are more likely, then, to indulge in a slice or two of pizza and avoid eating the entire pizza than if you would just try to fill up on salad and avoid eating the pizza altogether. This complements my “cut back, do not cut out” tip for dieting success based on how abrupt deprivation from pleasures often results in guilt and over-indulgence.

Idea for Impact: Focus on the ends rather than the means. To build up discipline and self-regulation, keep your goal itself at the front and center of your concentration instead of focusing on how to reach it.

Lord Chesterfield on Multitasking: Singular Focus on a Task is not only Practical but also a Mark of Intelligence

January 7, 2015 By Nagesh Belludi Leave a Comment

Our modern technological environment is largely to blame for our scattered attention. This age is saturated with information overload and electronic gadgets, accompanied by a societal expectation that people will respond immediately. As a result, the phenomenon of multitasking has grown dominant.

Philip Dormer Stanhope, 4th Earl of Chesterfield The meaning of multitasking has evolved over time. Three centuries ago, perhaps it meant dividing one’s immediate attention between various intellectual pursuits or recreational activities, such as socializing and dancing or eating and drinking. At that time, a father who cared deeply about his son’s education wrote to the boy persuading him to maintain singular focus on any task.

The British statesman Philip Dormer Stanhope, 4th Earl of Chesterfield (1694–1773,) was a renowned man of letters. From 1737 until his son’s death in 1768, the Earl of Chesterfield wrote instructive letters to his son on a wide range of subjects, including history, geography, literature, society, politics, and even conduct. Over 300 of Lord Chesterfield’s letters to his son, full of timeless wit and wisdom, were later published by the son’s widow as “Lord Chesterfield’s Letters” (free ebook at Project Gutenberg.)

Letters to His Son, by Philip Dormer Stanhope (4th Earl of Chesterfield)

On 25-Apr-1747 (the New Style date corresponding to the Old Style 14-Apr-1747,) the 4th Earl of Chesterfield delivered advice that remains especially applicable today: he encourages focus, engagement, being present, and staying in the moment.

I have always earnestly recommended to you, to do what you are about, be that what it will; and to do nothing else at the same time. Do not imagine that I mean by this, that you should attend to and plod at your book all day long; far from it; I mean that you should have your pleasures too; and that you should attend to them for the time; as much as to your studies; and, if you do not attend equally to both, you will neither have improvement nor satisfaction from either. A man is fit for neither business nor pleasure, who either cannot, or does not, command and direct his attention to the present object, and, in some degree, banish for that time all other objects from his thoughts. If at a ball, a supper, or a party of pleasure, a man were to be solving, in his own mind, a problem in Euclid, he would be a very bad companion, and make a very poor figure in that company; or if, in studying a problem in his closet, he were to think of a minuet, I am apt to believe that he would make a very poor mathematician. There is time enough for everything, in the course of the day, if you do but one thing at once; but there is not time enough in the year, if you will do two things at a time. The Pensionary de Witt, who was torn to pieces in the year 1672, did the whole business of the Republic, and yet had time left to go to assemblies in the evening, and sup in company. Being asked how he could possibly find time to go through so much business, and yet amuse himself in the evenings as he did, he answered, there was nothing so easy; for that it was only doing one thing at a time, and never putting off anything till to-morrow that could be done to-day. This steady and undissipated attention to one object is a sure mark of a superior genius; as hurry, bustle, and agitation are the never-failing symptoms of a weak and frivolous mind. When you read Horace, attend to the justness of his thoughts, the happiness of his diction, and the beauty of his poetry; and do not think of Puffendorf de Homine el Cive; and, when you are reading Puffendorf, do not think of Madame de St. Germain; nor of Puffendorf, when you are talking to Madame de St. Germain.

The only thing that matters: The Relevant Results

May 15, 2013 By Nagesh Belludi Leave a Comment

Consider the following parable.

In New York City, a taxi driver and a priest die on the same day and knock on Heaven’s door.

At the pearly gates, St. Peter receives them and shows the taxi driver and priest around. The taxi driver’s eternal home is a lavish new castle equipped with butlers and fancy stuff. The priest’s new home is a meager hut of a dwelling with neither electricity nor water.

The priest complains to St. Peter: “It’s I, not him, who dedicated my life to faith. I sacrificed much in life, worked hard, and delivered thousands of sermons to the faithful in New York. All I get is a mere hut when this taxi driver gets a castle?” St. Peter responds: “Yes, but when you did your work—when you preached—people slept. When the taxi driver worked—when he drove people around New York, people prayed hard.”

Idea for Impact: Your strategies, vision and mission statements, business plans, purposes, determination, ambitions, intents, ideas, resolutions, goals, hard work, sleepless nights—none of these matter if you don’t deliver the results that are relevant to your boss, your customers, and your stakeholders.

Why I Don’t Drink Alcohol

April 18, 2013 By Nagesh Belludi 1 Comment

Drunken Man During my travels, I am asked why I don’t drink alcohol more often than I am asked why I am lacto-vegetarian. I do not even consume food and desserts that use cooking wine or liqueur to enhance flavors.

Deep inside, my abstention from alcohol might perhaps be a subliminal sense of superiority that comes from always being in control of my senses.

Long ago, I determined that the most eloquent justification I could provide for why I am a teetotaler is by merely quoting an adaptation of the fifth precept from Pancasila, the Buddhist code of basic ethics. The fifth percept calls for practitioners to abstain from intoxicants, liquor, and drugs that confuse the mind and cause heedlessness and a lack of restraint. (To be precise, the original Buddhist texts in Pali call for abstention from three fermented drinks in vogue in ancient India.)

Health Benefits?

One assertion that I hear often is that red wine is supposed to have health benefits and that antioxidants in red wine may help prevent heart disease. Research has focused on an antioxidant called resveratrol. Studies done so far on animals—not on humans—propose that resveratrol might fight cholesterol, avoid damage to the blood vessels, and inhibit blood clots. The resveratrol in red wine comes from the skin of grapes. The higher content of resveratrol in red wine (vis-à-vis white wine) comes from a lengthier fermentation cycle involving the skin of red grapes. Therefore, my counter argument is that I gain all the associated health benefits by simply eating grapes and drinking grape juice.

Extra: “From The First Glass To The Grave”

Many people wonder, “Do I drink too much?” and consider the consequences of drinking too much alcohol. “The Drunkard’s Progress: From The First Glass To The Grave” by Nathaniel Currier is a well-known lithograph from the temperance movement of the 19th century. See more temperance posters from that era at the Pictorial Americana collection from the Library of Congress.

Overwhelmed with Things To Do? Accelerate, Maintain, or Terminate.

April 16, 2013 By Nagesh Belludi Leave a Comment

If you are overwhelmed by extensive demands on your time or by the number of projects that seem permanently stuck on your to-do list, here’s a technique to organize your projects more effectively.

Make a table with three columns: “Accelerate Mode,” “Maintain Mode,” and “Terminate Mode” and classify your projects.

“Accelerate mode” projects have the potential for significant benefits and therefore will need additional investment in time, effort, and resources.
Projects that you can sustain at the present pace and projects where additional investments may not necessarily translate to larger payoffs go in the “maintain mode.”
Choose the “terminate mode” whenever in doubt, especially for projects that have been lingering in the “someday I will get to” and “maybe” categories. Also, terminate those projects that are on your list because you feel that you should do but need not.

One of the key characteristics of successful people is to recognize and invest their resources in projects that really matter and to do everything else adequately enough.

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Discipline

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Benjamin Franklin’s Organized Action Plan for Efficiency and Success

Idea for Impact: Create Your ‘Plan of Conduct’

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Idea for Impact: Don’t Be Conflict-Avoidant

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Discipline is Fixating on What You Want

A Simple Hack to Develop Discipline: Focus on the WHY

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Health Benefits?

Extra: “From The First Glass To The Grave”

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