James Clear

You start by asking yourself, who do I wish to become? And by focusing on the type of identity that you want to build and the type of person that you're hoping to become, you can see how your habits are reinforcing a particular action.

You start by asking yourself, who do I wish to become? And by focusing on the type of identity that you want to build and the type of person that you're hoping to become, you can see how your habits are reinforcing a particular action.

You start by asking yourself, who do I wish to become? And by focusing on the type of identity that you want to build and the type of person that you're hoping to become, you can see how your habits are reinforcing a particular action.

So, for example, rather than worrying about like, oh, I want to lose 30 pounds in the next six months, you focus on building the identity of I'm the type of person who doesn't miss workouts. Now, in the team context, this becomes a little broader because often when we talk about identity in a business, we're talking about like, what is the culture? And so.

So, for example, rather than worrying about like, oh, I want to lose 30 pounds in the next six months, you focus on building the identity of I'm the type of person who doesn't miss workouts. Now, in the team context, this becomes a little broader because often when we talk about identity in a business, we're talking about like, what is the culture? And so.

So, for example, rather than worrying about like, oh, I want to lose 30 pounds in the next six months, you focus on building the identity of I'm the type of person who doesn't miss workouts. Now, in the team context, this becomes a little broader because often when we talk about identity in a business, we're talking about like, what is the culture? And so.

You need to be really clear about who are we and what are we trying to achieve. And if you can get people to buy into that vision or that shared identity, then it becomes a little easier if you can connect the goal to that. And you can say, hey, listen, we all said that we're in on this. We all said we want to become this. Here's how these goals kind of feed in to that bigger picture.

You need to be really clear about who are we and what are we trying to achieve. And if you can get people to buy into that vision or that shared identity, then it becomes a little easier if you can connect the goal to that. And you can say, hey, listen, we all said that we're in on this. We all said we want to become this. Here's how these goals kind of feed in to that bigger picture.

You need to be really clear about who are we and what are we trying to achieve. And if you can get people to buy into that vision or that shared identity, then it becomes a little easier if you can connect the goal to that. And you can say, hey, listen, we all said that we're in on this. We all said we want to become this. Here's how these goals kind of feed in to that bigger picture.

So I think that helps with some alignment. There's one more thing that I want to mention that I think is particularly important with business goals and just driving results in business, which is getting incentives aligned. And this is one of the trickiest things with companies because incentives are hard. But there's this story that illustrates, I think, this well.

So I think that helps with some alignment. There's one more thing that I want to mention that I think is particularly important with business goals and just driving results in business, which is getting incentives aligned. And this is one of the trickiest things with companies because incentives are hard. But there's this story that illustrates, I think, this well.

So I think that helps with some alignment. There's one more thing that I want to mention that I think is particularly important with business goals and just driving results in business, which is getting incentives aligned. And this is one of the trickiest things with companies because incentives are hard. But there's this story that illustrates, I think, this well.

So in the early 90s, somewhere around that time frame, Boeing, the airplane manufacturer, the story is that they – We're switching from manually driven planes, manually driven wings by the pilots to software driven. And on the first test flight where they were going to test this software, they required that the engineers who designed the software be on the flight.

So in the early 90s, somewhere around that time frame, Boeing, the airplane manufacturer, the story is that they – We're switching from manually driven planes, manually driven wings by the pilots to software driven. And on the first test flight where they were going to test this software, they required that the engineers who designed the software be on the flight.

So in the early 90s, somewhere around that time frame, Boeing, the airplane manufacturer, the story is that they – We're switching from manually driven planes, manually driven wings by the pilots to software driven. And on the first test flight where they were going to test this software, they required that the engineers who designed the software be on the flight.

And partially there was a reason for that. Like, you know, they're going to test things out. They may adjust some things on the fly and so on. We wanted to see how the system responded. But also, I always think like, man, better get it right. You know, like what a beautiful alignment of incentives. The person who designs the thing, their neck is on the line, too.

And partially there was a reason for that. Like, you know, they're going to test things out. They may adjust some things on the fly and so on. We wanted to see how the system responded. But also, I always think like, man, better get it right. You know, like what a beautiful alignment of incentives. The person who designs the thing, their neck is on the line, too.

And partially there was a reason for that. Like, you know, they're going to test things out. They may adjust some things on the fly and so on. We wanted to see how the system responded. But also, I always think like, man, better get it right. You know, like what a beautiful alignment of incentives. The person who designs the thing, their neck is on the line, too.

And I think if we ask ourselves, honestly, are the incentives that cleanly aligned in most of our businesses or institutions? A lot of the time, the answer is no. And I always think you should ask yourself, like, first, who is doing the work? Who reaps the rewards? Who bears the consequences? And when the incentives are aligned, it's often the same person for all three.

And I think if we ask ourselves, honestly, are the incentives that cleanly aligned in most of our businesses or institutions? A lot of the time, the answer is no. And I always think you should ask yourself, like, first, who is doing the work? Who reaps the rewards? Who bears the consequences? And when the incentives are aligned, it's often the same person for all three.