Five spectrums of behavior – Openness to experience: from curious and inventive on one end to cautious and consistent on the other. Conscientiousness: organized and efficient to easygoing and spontaneous. Extroversion: outgoing and energetic to solitary and reserved (you likely know them as extroverts vs. introverts). Agreeableness: friendly and compassionate to challenging and detached. Neuroticism: anxious and sensitive to confident, calm, and stable.
Everyone has a plan ’till they get punched in the mouth. – Mike Tyson
EVERYONE NEEDS a strategy. Leaders of armies, major corporations, and political parties have long been expected to have strategies, but now no serious organization could imagine being without one. Despite the problems of finding ways through the uncertainty and confusion of human affairs, a strategic approach is still considered to be preferable to one that is merely tactical, let alone random. Having a strategy suggests an ability to look up from the short term and the trivial to view the long term and the essential, to address causes rather than symptoms, to see woods rather than trees. Without a strategy, facing up to any problem or striving for any objective would be considered negligent. Certainly no military campaign, company investment, or government initiative is likely to receiving backing unless there is a strategy to evaluate. If a decision can be described as strategically significant, then it is obviously more important than decisions of a more routine nature. By extension, people making such decisions are more important than those who only offer advice or are tasked with implementation.
“I think as one grows older, one is appallingly exposed to wearing life instead of living it. Habit, physical deterioration and a slower digestion of our experiences, all tend to make one look on one’s dear life as a garment, a dressing gown, a raincoat, a uniform, buttoned on with recurrent daily (tasks)….for myself I found one remedy, and that is to undertake something difficult, something new, to re-root myself in my own true faculties….for in such moments, life is not just a thing one wears, it is a thing one does and is.”
WILLIAM MAXWELL’S “THE LETTERS OF SYLVIA TOWNSEND WARNER
when you’re too focused on your historical wardrobe—rather than the person inside those clothes—you lose track of the authentic and special gifts you have to offer..
My life is not guided by philosophy or theories. I get things done and leave others to extract the principles from my successful solutions. I do not work on a theory. Instead, I ask: what will make this work? If, after a series of solutions, I find that a certain approach worked, then I try to find out what was the principle behind the solution.
Unhappiness is to the mind as sickness is to the body. It is a state of disharmony and imbalance. It is a signal that something is amiss and requires attention. However, in the absence of any understanding as to the real cause of unhappiness, our culture can only offer consolations and distractions.
We all feel that health is the natural state of the body. Why do we not feel that happiness is the natural state of the mind?
“Jonah Berger is one of those rare thinkers who blends research-based insights with immensely practical guidance. I am grateful to be one of the many who have learned from this master teacher.”—Jim Collins, author Good to Great, coauthor Built to Last
Jonah Berger is a marketing professor at the Wharton School at the University of Pennsylvania and internationally bestselling author of Contagious, Invisible Influence, and The Catalyst. He’s a world-renowned expert on social influence, word of mouth, and why products, ideas, and behaviors catch on and has published over 50 papers in top-tier academic journals. He has consulted for a range of Fortune 500 companies, keynoted hundreds of events, and popular accounts of his work often appear in places like The New York Times, The Wall Street Journal, and Harvard Business Review. His research has also been featured in the New York Times Magazine’s “Year in Ideas.”Everyone has something they want to change. Marketers want to change their customers’ minds and leaders want to change organizations. Start-ups want to change industries and nonprofits want to change the world. But change is hard. Often, we persuade and pressure and push, but nothing moves. Could there be a better way?
This book takes a different approach. Successful change agents know it’s not about pushing harder, or providing more information, it’s about being a catalyst. Catalysts remove roadblocks and reduce the barriers to change. Instead of asking, “How could I change someone’s mind?” they ask a different question: “Why haven’t they changed already? What’s stopping them?”
The Catalyst identifies the key barriers to change and how to mitigate them. You’ll learn how catalysts change minds in the toughest of situations: how hostage negotiators get people to come out with their hands up and how marketers get new products to catch on, how leaders transform organizational culture and how activists ignite social movements, how substance abuse counselors get addicts to realize they have a problem, and how political canvassers change deeply rooted political beliefs.
This book is designed for anyone who wants to catalyze change. It provides a powerful way of thinking and a range of techniques that can lead to extraordinary results. Whether you’re trying to change one person, transform an organization, or shift the way an entire industry does business, this book will teach you how to become a catalyst.
Unless you are in your knowing, you will be supposing. And if you are supposing, you are entrenching yourself in the data that you assume you must need to act upon. As you go to knowing, it becomes like breathing. You know what you need to know, you know where you stand, you know what will make you happy, and the agreements are made. But you are still so busy listening to the small self’s voice that you ignore the True Self that is as available to you.