Over the past few years I’ve talked to a lot of business owners who are struggling with how much they have to get done, and let’s face it, us business owners have a lot of ‘stuff’ to do. So much stuff and all of it urgent. A bulging inbox controlling our day, forcing us to react, impossible to prioritise.
Of course, everyone has days like this, where you can’t see the wood for the trees, where your to-do list for the day is so long it will take you to the middle of next week just to get through half of it. Those days when you don’t feel like your life is your own; when you’re working to other people’s priorities and everyone wants a piece of you; when you feel completely chaotic and out of control.
As one-offs, these days are manageable, there are simple tools and techniques to get you through them, to deal with them, and still get stuff done. But it’s when these days start to merge, when as a new client said to me, ‘Overwhelm becomes the norm’, when you forget where the hell you’re going, let alone how you’re going to get there.
That’s when overwhelm has become a real issue. That’s when you lose focus on your vision; when what’s really important to you seems a million miles away. So what do you do? You go chasing off down rabbit holes looking for the answers, in time-management programmes and apps.
You start subscribing to lots of ‘successful people’ – you know, those people who seem to have it all, looking for the magic pill that’s going to bring you their success. And of course, that’s exactly what it is – their success. You start to believe that success only comes through long hours and even harder work. You lose sight of what’s really important to you; what success means to you; what your ideal future looks like.
So, what can you do about it?
Well, you can start by asking yourself this one killer question:
What am I trying to achieve, and why?
I’m a pretty organised person these days, and this one question (ok, technically two) still has a massive impact on how focused I am, and how much I get done on a day-to-day and month-to-month basis.
It’s a powerful question, whether you’re thinking about the next year, or the next hour.
To find your answer, go back to what I’ve talked about in previous blogs when I asked you to look at your personal ‘why’ you’re in business, what you really want for yourself, your Big Vision.
Are you really clear about what you’re trying to achieve, and why? Because when you are, you’re ready for the simple exercise that will get rid of overwhelm every time it raises its ugly head.
And here it is:
Step 1: Decide on the timeframe that’s overwhelming you. Is it what you have on today, tomorrow, the coming week, the coming month?
Step 2: Next, get yourself a big sheet of paper and a pen.
Step 3: Write down everything — and I mean everything you believe you have to get done in the coming week: personal, business, everything...
Step 4: Once you’ve done that–once you’ve exhausted everything – and you’re sure you have it all on that sheet of paper, grab a big, black marker pen.
Step 5: Go through your list and cross off everything that doesn’t move you towards what you’re trying to achieve; everything that doesn’t move you towards your big vision.
Be ruthless here, look for other people’s priorities on this list and get them crossed off. Look for things that are easy to do, or that feed your inner procrastinator, like setting up a to-do list app, or reading through all those emails you’ve subscribed to, and get those crossed off too.
Cross off anything that doesn’t move you to where you now know that you want to be. Ruthless is the key word.
Step 6: There will be things on your list that do have to be done, but most of them should not be done by you; things like book-keeping, expenses, managing your database.
These things can stay, but they get moved onto a second list, called ‘Delegate’. Add all the things that need to be done, but not by you, to this list.
Recognise those things that you may be busying yourself with because they’re maybe in your comfort zone or you’re good at them but are really a waste of your time and could be done much cheaper elsewhere. This will free up your time to prioritise what only you can and should be doing.
What you are left with after this exercise are three lists:
Your Do list – the things you’re going to do because they move you towards your vision
Your Ditch list – full of other people’s stuff, and things that you’ve just got into the bad habit of adding to your list every day
Your Delegate list – things that you’re going to get other people to do
Give this a go and see what it does for your overwhelm. I promise you, it works like magic.
You have to be ruthless though, and you have to get over your guilt about ditching other people’s priorities. Just remember that’s exactly what they are – other people’s priorities, not yours! You have plenty of your own to be getting on with.
Do One thing: Your DO, DITCH OR DELEGATE exercise!
Thanks for reading.
"If you want to be wealthy and happy, learn to work harder on yourself than you do on your job.” - Earl Shoaff
You’ve prepared your business plan and now you’re identifying skills you’ll need to deliver it. You’re deciding whether to hire, outsource or give opportunities to your existing team members.
But sometimes the question you don’t ask is “What do I need to be able to deliver it?” For some people personal development is a never-ending journey, they can’t get enough business books, podcasts - you name it they’re doing it. Others have to accrue credits for ‘Continuing professional development,' to show that they’re keeping up with the times and committed to personal growth. Many have a coach or mentor to give them that helicopter vision of what’s missing.
I read an interesting article the other day where the writer posed themselves the question
"What am I becoming?" rather than just, "What am I getting out of this?"
That really got me thinking.
As business owners our development and personal growth is like a pebble in the pond. It’s not just about us. We impact the lives of our team members and their families, our outsourcers, suppliers, etc. The more we can improve and grow the more we have to offer to others; the more we can enable our team to grow and encourage them in their journey of personal improvement, to be their own pebbles in their ponds and so on.
Do one thing: think about the person you’re becoming - is it the best version of you? How will your pebble impact the wider pond?
Thanks for reading. :)
Photo by Fabio Comparelli on Unsplash
One of my favourite films is ‘A Few Good Men’ set in the US military. Tom Cruise, a lawyer, asks a soldier, “How do you know where to go for meals; it’s not in the manual?” “Well," the soldier replies, “I guess I just follow the crowd at chow time.”
When you start out in business and recognise the need for a mentor it is so easy to just follow the crowd at chow time. With so much noise out there on social media it’s easy to be dazzled by someone’s success or lifestyle. This person’s really successful, they have loads of followers they must be the one. They also charge alot of money and you pay for what you get, right? Well, not always.
It took me a while to find the right mentor. Some of the people I came across I would describe as Peacocks, they seemed bright and shiny but over time there wasn’t a whole lot of substance or rapport. I soaked up everything they said, feeling inadequate at times and starting to judge myself in ways I wouldn’t have done normally. I realised I was judging myself by what was important to them, not me, so no wonder I never felt comfortable. I was trying to be someone I wasn’t, if that makes sense.
In time I realised that before I looked for a mentor I had to first understand myself:
So the gurus extolling the virtues of a 60 hour week, of putting relationships on hold or making me feel guilty that I wasn’t posting live at 4am and doing webinars at 8pm, that I hadn’t run a marathon before breakfast, were not for me. And that’s not to knock them; these things worked for them, their values, their lifestyle and aspirations. They just weren’t for me.
I knew I wanted a life supported by my business and a business I was passionate about. I wanted an enriched life but which didn’t entail a luxury yacht! I defined my values and my aspirations and the way I wanted to do business. Then I took a good look at my business; where I was and where I wanted to be and honed in on aspects of the business where I could do with another pair of eyes.
I decided I needed to look past the Peacocks and look for the Owls for their wisdom and the Eagles to inspire me to soar. People who had credibility and influence. People who’d had triumphs and disasters. People who would inspire me and challenge me, help me see things differently and give me a boot up the backside if needed. People who believed in me and wanted me to succeed and who weren’t on some ego trip or selling mission. Most importantly, people whose values aligned with mine.
And now having worked with some great mentors over the years I have learned it’s still important to process what’s said. To have a filter, not to follow blindly. To ask regularly, ‘Is this what I need right now. Does this fit with my values and aspirations?’ Know yourself and be true to yourself whilst seeking the wisdom of others.
Do one thing: If you have a mentor ask yourself these questions:
If you’re in business and haven’t yet got a mentor I would definitely recommend it. I hope this blog proves useful in your search.
Thanks for reading.
‘Do this and your people will fly!’
Feedback! The key to improving performance. And yet so many people feel awkward about giving it or shy away from it altogether. So why do people find it so difficult? Perhaps you’re one of them. You may be the person who makes a joke of everything or someone who says, ‘Well, they know what I think from my body language.’
We all approach feedback differently. To those of us who have a British upbringing, feedback can often be seen as awkward, negative & confrontational. We see giving feedback as daunting. For me, the only reason to give feedback is to inspire improved performance. ‘Inspire’ is the key word. You want people to be walking away thinking, ‘I know how I’m going to do it better next time now,’ and wanting to do just that.
So how do we deliver that? Let’s take a look at ways of giving feedback which will remove the angst. There are two methods. There’s informal feedback – the ongoing, day to day feedback, and then there is the formal performance management to back that up.
Find someone doing something good everyday!
Ongoing, day to day, when someone in your team is doing really well, you want to showcase and highlight that to the rest of the team. Have a philosophy of ‘trying to acknowledge someone doing something good, each day.’ Publicly acknowledge the event and explain why you’re pleased – perhaps it positively impacts a customer or the rest of the team and so forth. It’s all about positive reinforcement – you want more of this.
Spot learning opportunities everyday!
Don’t just walk past the bad stuff. Don’t allow it to happen without addressing it – nip it in the bud. Inaction does nothing to sort the problem and worse still, erodes the trust and respect of the other team members if they think you’ve let it slide. This, if you like, is ‘just in time’ coaching where you again, on a daily basis, seek out learning opportunities. In these circumstances just have a quiet word, there is no need for public humiliation. This time ask the person ‘why’,‘Why is this not acceptable?’ Give them the opportunity to work it out for themselves and see the effects of their behaviour. ‘When you said that to John, how do you think it made him feel?’ If they can work it out for themselves they will take it onboard more than if you simply lecture them. Make it a genuine learning experience.
The EEC Model
Here at MPL we talk about the EEC model:
What’s caused me to comment on the way you’re working? Maybe the way you answer the phone, maybe the way you spoke to a client, maybe the way you completed a piece of work. What is the reason I’m talking to you?
What effect has it had on me, on the client, on the business, the team? Is it a good effect or not so good? Did you forget to smile when you answered the phone, making your voice sound sombre and moody? Did you complete this piece of work, but it wasn’t absolutely spot on in terms of accuracy? Did you get a great customer review?
and then either Continue
‘Thanks so much. You did a great job. Loved the way you’ve got absolutely every detail correct, keep going with that. Customer x was thrilled with that.’ Do more; continue.
When it’s something that you want to correct, then you’re talking about how you want somebody to change their performance. What can they do differently? What do they need to do to be up to standard? Give people the chance to get things right next time.
When it comes to formal feedback, remember that nothing should ever be a surprise. All of the informal feedback that you’ve given feeds into your formal, sit down performance review. We recommend that you do formal performance reviews at the end of each quarter. That you make it routine. It’s a chance to sit down with your team member to talk to them about the great things they’re doing, and to inspire them to do even better.
Many people shy away from that whole idea of sitting down with each team member. Either that, or they only sit down with them when something bad has happened and they want to tell them off. No wonder their team members dread the call, it’s like when I was little, our dogs hated the car because the only time they got in it was to go to the vets! When you make delivering feedback routine, it becomes a more positive interaction between you and your team. It becomes a conversation, a discussion. ‘How can I do this better? How can I improve? I really want to improve, how can I do it?’
Encourage your people to keep their own development journals
This will become a useful tool for development because it will help to highlight where each team member would like to go, how they want to improve, and what they need from you in order to achieve this.
Encourage them to jot down the things they did really well, their ‘Proud Page’.
To note when things didn’t go to plan; what were their learning points. If they had some training or coaching, what three things would they do differently next time as a result, their ‘Learning Page’.
Their ‘Aspirations Page’; what challenges would they like, what training/development would help them get there.
The formal appraisal should be their story; you just need to listen. Then ask these question:
That is how to build trust.
People are more likely to ask for support if you’ve made this whole performance management system part of ‘the way we do things around here’. The way we do things round here is we give honest and open feedback, whether something is good, or needs to be improved. We are always honest and open; though honest doesn’t mean brutal! Make that part of your culture, and you have a real picture of continuous improvement. Everybody always looking to do that little bit better to make that marginal gain.
Do this and your people will fly. Do this and your business will fly.
Do two things:
Thanks for reading
Photography credit: Owen Kemp on Unsplash
A while ago, we mapped out a customer journey for one of our clients. (We map it out on a roll of brown paper, looking at all of the touch-points that the customer has with the team, and who is involved at each point.) Their journey was about twenty-five feet of brown paper long, and so confusing that my head hurt when we’d finished.
The sales team were involved from start to finish of this journey; I’m surprised they ever had time to sell! The customer had to speak to four different people in order to do business with the team. Supporting the journey there were four teams, all over-lapping in terms of the roles they were performing, and all doing things in a very different way.
What had happened was what happens a lot in successful small businesses. Maybe it’s happening to you. They had started small; the owner and three trusted team members all of whom were very clear about their role and very focused on it. Communication was tight, everyone knew what everyone else was doing and the larger business picture. They quickly became successful and with the success came a bigger team, and an even bigger team, until very soon they were a team of thirty.
With such rapid growth ‘the way we do things around here’ had become confused, as each of the four original team members gave new people their version of what the operating processes were. Then those people trained others their way and so on until chaos reigned. As a consequence, their service and delivery times were poor, they’d lost consistency and they were losing staff almost as quickly as they could hire them.
Our job was to work with the team to unravel the Customer Journey (always easier when you’re not in the thick of it), to look for the simplest route for the customer, and the most logical way to support their journey. And then with them, to develop the ‘one right way’ to do everything. To regain consistency from the chaos and to restore the company as ‘easy to do business with’ and a great place to work.
It’s easy over time particularly when you’re growing quickly to lose the one right way and that tight system of communication. Having those things in place at the beginning of your business, having the one right way, the ‘How To’ for each task and solid lines of communication embedded in your business gives you reliable foundations for growth. And the one right way isn’t stagnant. If someone comes up with a better way of doing things or technology allows an improvement then that becomes the new one right way and gets trained in using a new How To.
Regularly reviewing your Customer Journey will ensure you’ve not added hoops for your customer to jump through as your business has evolved.
Do two things:
1. Think about your Customer Journey; view it through your Customers’ eyes through each tiny step right from:
- How many feet of brown paper will you need?
2. Take your daily routines and start to develop ‘the one right way’ (your How Tos) with your team. Start laying those solid foundations for consistency and growth.
Thanks for reading :)
One of the questions I always ask my clients is ‘How many of your current team would you re-hire tomorrow if you were given the chance?’ So…how many would you re-hire?
If you say all of them I’ll be delighted for you; that’s only happened to me once since I started asking the question! Most people have at least one person in their business who was never right. You've put up with them for years rather than removing them from the team; knowing that they should never have been hired in the first place - they were never a good fit for you, your team or the business.
So how to avoid this?
I have two golden rules for hiring:
Golden rule No. 1 - Never, hire in a hurry.
Why? Because anything you do in a hurry tends to be botched. You’re rushing to plug a gap; hiring somebody to make up the numbers.
You hire in a hurry, you make mistakes.
Golden rule No. 2 - Always hire to your values; this is key to successful hiring.
Think about why you’re hiring. You're not just hiring a body. You're not looking for someone who's going to clock on, park their brain at the door, and then clock off at the end of the day. You want somebody who is engaged. You want somebody who cares about what you care about - who buys into that goose bump-giving inspiring vision of yours; who has the same values as you.
Which brings me to the main purpose of this week’s blog. If you recognise how important it is to hire to your values but you’ve never really considered what they are….
’Keeping in touch with your values is a lifelong exercise.’
If your vision is your goose-bump-giving, inspiring picture of your future, and your plans are the route map to take you there, then what are your values?
The Dictionary defines values as… ‘principles or standards of behaviour; one's judgement of what is important in life’.
For me, they are the compass that guides every decision, every action, and the way you behave every single day.
We all have values whether we recognise them as such, or not, and our life is much easier when we understand what they are and align our plans, decisions and behaviours with them.
For example, if you value family, but you work 70-hour weeks, you’ll feel internal stress and conflict. If you don't value financial risk, you’re unlikely to start your own business.
Being clear about your values, helps you to make decisions and take actions that are fully aligned with them. When you’re in tune with your values, your gut will reflect them. Go against your gut and you might well be going against your values.
When thinking about what your values are, ask yourself:
Decide what’s important to you and how you’ll demonstrate it in your business, because what you do is a megaphone for what you believe in. You may genuinely believe and therefore say, one thing, but your actions and behaviours may well be saying another.
When writing your values don’t go for catchy slogans, cliches or phrases you got from a book. Think meaningfully about what really matters to you, your core values and then write them as you’d speak them. Surround yourself with people whose values match your own whether recruiting, outsourcing or choosing a supplier.
To grow a successful team, first hire to your core values. I'm not saying hire clones; look for people with diverse perspectives who will add value and have the courage to challenge you. But they must share your fundamental values at heart.
Do one thing: if you haven’t already, establish what your values are (if you have already, re-visit them) and then stand back and look at your business. Does it reflect those values?
Thanks for reading.
‘It was the best of times, it was the worst of times!’
Geoff had been with Martin from the start, and had worked hard to help him grow the business. As a result, he’d been promoted to manager, reward for all his efforts. Well, financially he was so much better off, great! But the day-to-day reality felt more like a punishment.
Plucked from a job that he excelled in, and where he felt completely comfortable, even when the pressure was on, he now found himself managing a team of fifteen, actually no, not even a team, a group of people who came together every day to work under the same roof. Their work standards certainly didn’t match his; ‘sloppy’ and ‘slow’ were the two words that summed them up for him.
When I met him he was exhausted, frustrated and disbelieving that this group of people would ever do their job right without him watching over them, let alone take ownership. He was checking every piece of work that went out to clients, working longer and longer hours to do so, and the team, knowing their work would always be checked by him, didn’t bother to check it themselves. Why bother if he didn’t trust them?
Together we set to work on reviewing the customer journey with the team, I introduced them to the concept of simple, logical, repeatable, and we streamlined their flow of work, removing all of the hoops that they and their clients had been jumping through. We developed How-To guides for the most routine tasks, to achieve consistency and raise the basic standards, and we introduced regular meetings to improve communication, daily fifteen-minute huddles to set the expectations for the day, weekly meetings to review what had been achieved and set priorities for the coming week. Once a month I got them to meet as a full team, and to have one of the team do a twenty-minute presentation on something that would be of interest and/or benefit to the whole team. After that meeting, I encouraged them to go out for a team drink, or maybe even a meal, to build team spirit.
With Geoff, I focused first on his mindset, and the notion he had that everyone but him was lazy, useless and not to be trusted. I asked him to focus on training and feedback; to show individuals exactly what he wanted, by using How-Tos, and then to let them get on and do their job, without his interference. I encouraged him to trust that if he trained his people properly, and gave them feedback that encouraged them to improve, then they would, and that mistakes were not the end of the world, but a learning opportunity.
Geoff wasn’t convinced at first, but to his credit, he did listen, and he did change both his mindset and his actions. The daily, weekly and monthly meetings became the norm, and as the team began to blossom, I watched Geoff relax into his role as their manager. Twelve months later, with three further managers grown from the team, Geoff was promoted to Director within the business! Proud or what?
When I started working with Amit, it was clear that he had a problem with the team. For a start they didn’t work as a team, and they were all way too focused on the clock; never a good sign. Turnover was high too; for a business that was five years old, 90% of the people that I met had been there for less than twelve months.
There was one employee though who was driving Amit mad; always turning up late, questioning every decision, doing sloppy work; Amit was at his wits’ end and wanted to know what I would do about it, in his place.
‘Well, tell me one thing first’, I said, ‘Do her values match yours?’
‘Good god, no!’ was the reply, ‘But she had an excellent CV’.
That is so often the problem, and one that you’ll have difficulty overcoming. Hiring to a CV, focusing on the experience that an individual has had, rather than their values, their attitude, their fit for you, and your team, is a big, and a very common mistake.
So, Amit sat her down and had a conversation about his vision and his values, and what he was looking for in the people he worked with. He inspired the woman in question with his passion and drive, and she is now a real advocate of the business and a highly valued member of his team.
Focus on values; find those whose values match yours, you can always train for skill.
Do one thing: have you shared your vision and values with your team? If not, it’s never too late to start or reinforce.
Thanks for reading.
‘Recent research found that a huge 71% of businesses don’t train their new managers effectively, if at all…’
One of the biggest challenges you face as a successful small business owner is managing your growing team.
So, to make your life easier, what do you do? You pluck your very best person from the comfort of a job they excel at, and promote them to the lofty heights of management.
Fabulous! Reward for their great performance, and a signal to the rest of the team that there is potential for progression within your business.
But then what happens?
Reality sinks in, and without any training or coaching your highly-motivated new manager begins to flounder. The team begin to lose confidence and the mutterings start around the coffee jar. Your new manager goes from loving their job to dreading coming to work.
It’s a sad truth that managers are less likely to receive training than any other type of employee.
Recent research found that a huge 71% of businesses don’t train their new managers effectively, if at all; managers who have responsibility for developing team members, measuring performance, maybe controlling a budget and other resources to deliver results for the business. Scarily that means that a hefty percentage of businesses are being run by managers simply flying by the seat of their pants.
I’m sure the natural leaders and gifted organisers will thrive on the challenge, but what about the rest?
Those who are ‘consciously incompetent’ have a chance of improving – they’ll recognise their shortcomings and do what they need to, to develop the skills they lack.
The dangerous ones are the ‘unconsciously incompetent’ – those who think they know what they’re doing and plough on regardless: a downward spiral of the ignorant leading the ignorant. The damage they can do to your team, and your business is immeasurable.
Give your managers a chance to be the second line you need them to be. Focus on their training and continuous development, and they will do the same for your team.
(If you want help with this, check out our Manager’s Development Programme – created to develop the second line managers of people just like you).
One final word on management training. Some highly productive and talented people are not suited to management, or simply don’t want to be managers, so be prepared to build a development plan for them that isn’t a management ladder.
Training is an investment, and a big one at that, no question. But the return it delivers both to your bottom line and to your time freedom, makes it worth every penny and every minute it takes.
Do one thing: have a look at your training plan; how much of it involves management development?
Good luck and thanks for reading :)
"We judge ourselves by our intentions and others by their actions.” - Stephen Covey
I was attacked by a wasp the other day. My lovely walk in the country was suddenly interrupted by a severe burning pain in my arm - the little beggar having sunk his stinger into me with no provocation whatsoever.
On my way home, accompanied by what felt like a hundred pixies stabbing my arm with tiny sharp daggers, I pondered on the purpose of a wasp. Wondering if their role in life was simply to cause pain, annoyance and allergic reactions. Why do they exist?
So next day, faced with some serious work to do… I googled, ‘What purpose do wasps serve?’ and was amazed to discover that they actually do serve some purpose as pollinators, though not as efficient as their bee cousins.
To be honest, it kind of ruined the blog I was going to write about the wasps in your business that serve no purpose:
But now I know that the pesky wasp actually does some good, it got me thinking that perhaps we shouldn’t rush to judgement, or take things, particularly people, at face value.
Maybe that person serving at the till had the headache from hell and wasn’t up to smiling.
Maybe that colleague who didn’t return your good morning was too preoccupied with her bulging to do list that she didn’t even hear you. So often we can take things personally when more often than not, people's behaviour is nothing at all to do with us.
Maybe that person you think has struggled since day one, just hasn’t been trained properly, or maybe they would blossom in a different role, or maybe they’ve been doing something quietly, behind the scenes, adding value to your business and just not making a song and dance about it.
Perhaps this person will never be a bee but they make a very effective wasp!
Have you ever employed or worked with anyone like this; someone who you doubted initially who turned out to be a revelation for all the right reasons? (Think of Richard Branson at school and where he is now).
Do one thing: Think about your people and for each of them write down what you believe their main strength to be, then ask them what they think. Finally ask yourself, “Am I playing to and challenging their strengths?” (Okay, that's three things!)
Good luck and thanks for reading :)
P.S. Did you see both the old and young woman in the picture?
Photo Credit: NY Public Library
Did you know that around 95% of everything you think, feel, do and achieve is the result of habit?
So the habits that are making you productive or unproductive, keeping you stuck or making you successful, right now, have almost certainly been with you since your youth.
Unsuccessful people have a number of common habits, habits that revolve around the words ‘should’, ‘must’ and ‘have to’; habits that feed their inner procrastinator; habits that keep them stuck. Successful people have habits in common too, habits that keep them focused, keep them prosperous, keep them making great decisions and enjoying life.
And the great news? New habits can be learned. You can develop new patterns of behaviour by modelling the habits of successful people and making them part of your personal management system. Success habits like:
Even better news – there’s a proven seven-step formula for embedding a new habit into your psyche:
Step 1: Decide what habit you want to install
Step 2: Tell people what you’re doing – make it public
Step 3: For at least twenty-one days, stick religiously to the habit – no exceptions, no excuses
Step 4: ‘Act as if’ - visualise yourself doing it - use the power of muscle memory
Step 5: Develop an affirmation you repeat over and over. ‘I get up and get going immediately at 6:00am’, ‘I arrive five minutes early for everything’
Step 6: Show resolve and commitment – persist until it’s second nature – a hard habit to break
Step 7: Reward yourself to reinforce and reaffirm.
The Henry Habit
Take Henry, for example. Henry was tasked by his school to read more, and challenged by his dad Peter, to read for thirty minutes every day. Both Henry and his dad told friends about the challenge (Step 2) and then for one month, every single day, Henry would announce both when his half hour started, when it had finished, and how many pages he’d read (Step 3).
With this habit, Henry had to act as if he was enjoying it, to talk about it as something he looked forward to every day (Steps 4 and 5). He stayed the course, completed his month, and was suitably rewarded for his perseverance (Steps 6 and 7).
Did the habit stick?
Of course not – he’s a thirteen-year-old boy! But, as a result of supporting Henry in his habit-forming activity, his dad has developed The Henry Habit, and now reads one business book a month, for thirty minutes every day!
This formula really does work. Give it a try!
Good luck and thanks for reading :)
Marianne is the author of three books, and is currently working on her fourth, whilst regularly writing her blog, we hope you enjoy it :-)