Atomic habits tiny chang.., p.17
Atomic Habits: Tiny Changes, Remarkable Results, page 17
In general, the more local, tangible, concrete, and immediate the consequence, the more likely it is to influence individual behavior. The more global, intangible, vague, and delayed the consequence, the less likely it is to influence individual behavior.
Thankfully, there is a straightforward way to add an immediate cost to any bad habit: create a habit contract.
THE HABIT CONTRACT
The first seat belt law was passed in New York on December 1, 1984. At the time, just 14 percent of people in the United States regularly wore a seat belt—but that was all about to change.
Within five years, over half of the nation had seat belt laws. Today, wearing a seat belt is enforceable by law in forty-nine of the fifty states. And it’s not just the legislation, the number of people wearing seat belts has changed dramatically as well. In 2016, over 88 percent of Americans buckled up each time they got in a car. In just over thirty years, there was a complete reversal in the habits of millions of people.
Laws and regulations are an example of how government can change our habits by creating a social contract. As a society, we collectively agree to abide by certain rules and then enforce them as a group. Whenever a new piece of legislation impacts behavior—seat belt laws, banning smoking inside restaurants, mandatory recycling—it is an example of a social contract shaping our habits. The group agrees to act in a certain way, and if you don’t follow along, you’ll be punished.
Just as governments use laws to hold citizens accountable, you can create a habit contract to hold yourself accountable. A habit contract is a verbal or written agreement in which you state your commitment to a particular habit and the punishment that will occur if you don’t follow through. Then you find one or two people to act as your accountability partners and sign off on the contract with you.
Bryan Harris, an entrepreneur from Nashville, Tennessee, was the first person I saw put this strategy into action. Shortly after the birth of his son, Harris realized he wanted to shed a few pounds. He wrote up a habit contract between himself, his wife, and his personal trainer. The first version read, “Bryan’s #1 objective for Q1 of 2017 is to start eating correctly again so he feels better, looks better, and is able to hit his long-term goal of 200 pounds at 10% body fat.”
Below that statement, Harris laid out a road map for achieving his ideal outcome:
Phase #1: Get back to a strict “slow-carb” diet in Q1.
Phase #2: Start a strict macronutrient tracking program in Q2.
Phase #3: Refine and maintain the details of his diet and workout program in Q3.
Finally, he wrote out each of the daily habits that would get him to his goal. For example, “Write down all food that he consumes each day and weigh himself each day.”
And then he listed the punishment if he failed: “If Bryan doesn’t do these two items then the following consequence will be enforced: He will have to dress up each workday and each Sunday morning for the rest of the quarter. Dress up is defined as not wearing jeans, t-shirts, hoodies, or shorts. He will also give Joey (his trainer) $200 to use as he sees fit if he misses one day of logging food.”
At the bottom of the page, Harris, his wife, and his trainer all signed the contract.
My initial reaction was that a contract like this seemed overly formal and unnecessary, especially the signatures. But Harris convinced me that signing the contract was an indication of seriousness. “Anytime I skip this part,” he said, “I start slacking almost immediately.”
Three months later, after hitting his targets for Q1, Harris upgraded his goals. The consequences escalated, too. If he missed his carbohydrate and protein targets, he had to pay his trainer $100. And if he failed to weigh himself, he had to give his wife $500 to use as she saw fit. Perhaps most painfully, if he forgot to run sprints, he had to dress up for work every day and wear an Alabama hat the rest of the quarter—the bitter rival of his beloved Auburn team.
The strategy worked. With his wife and trainer acting as accountability partners and with the habit contract clarifying exactly what to do each day, Harris lost the weight.*
To make bad habits unsatisfying, your best option is to make them painful in the moment. Creating a habit contract is a straightforward way to do exactly that.
Even if you don’t want to create a full-blown habit contract, simply having an accountability partner is useful. The comedian Margaret Cho writes a joke or song every day. She does the “song a day” challenge with a friend, which helps them both stay accountable. Knowing that someone is watching can be a powerful motivator. You are less likely to procrastinate or give up because there is an immediate cost. If you don’t follow through, perhaps they’ll see you as untrustworthy or lazy. Suddenly, you are not only failing to uphold your promises to yourself, but also failing to uphold your promises to others.
You can even automate this process. Thomas Frank, an entrepreneur in Boulder, Colorado, wakes up at 5:55 each morning. And if he doesn’t, he has a tweet automatically scheduled that says, “It’s 6:10 and I’m not up because I’m lazy! Reply to this for $5 via PayPal (limit 5), assuming my alarm didn’t malfunction.”
We are always trying to present our best selves to the world. We comb our hair and brush our teeth and dress ourselves carefully because we know these habits are likely to get a positive reaction. We want to get good grades and graduate from top schools to impress potential employers and mates and our friends and family. We care about the opinions of those around us because it helps if others like us. This is precisely why getting an accountability partner or signing a habit contract can work so well.
Chapter Summary
The inversion of the 4th Law of Behavior Change is make it unsatisfying.
We are less likely to repeat a bad habit if it is painful or unsatisfying.
An accountability partner can create an immediate cost to inaction. We care deeply about what others think of us, and we do not want others to have a lesser opinion of us.
A habit contract can be used to add a social cost to any behavior. It makes the costs of violating your promises public and painful.
Knowing that someone else is watching you can be a powerful motivator.
HOW TO CREATE A GOOD HABIT
The 1st Law: Make It Obvious
1.1: Fill out the Habits Scorecard. Write down your current habits to become aware of them.
1.2: Use implementation intentions: “I will [BEHAVIOR] at [TIME] in [LOCATION].”
1.3: Use habit stacking: “After [CURRENT HABIT], I will [NEW HABIT].”
1.4: Design your environment. Make the cues of good habits obvious and visible.
The 2nd Law:Make It Attractive
2.1: Use temptation bundling. Pair an action you want to do with an action you need to do.
2.2: Join a culture where your desired behavior is the normal behavior.
2.3: Create a motivation ritual. Do something you enjoy immediately before a difficult habit.
The 3rd Law: Make It Easy
3.1: Reduce friction. Decrease the number of steps between you and your good habits.
3.2: Prime the environment. Prepare your environment to make future actions easier.
3.3: Master the decisive moment. Optimize the small choices that deliver outsized impact.
3.4: Use the Two-Minute Rule. Downscale your habits until they can be done in two minutes or less.
3.5: Automate your habits. Invest in technology and onetime purchases that lock in future behavior.
The 4th Law: Make It Satisfying
4.1: Use reinforcement. Give yourself an immediate reward when you complete your habit.
4.2: Make “doing nothing” enjoyable. When avoiding a bad habit, design a way to see the benefits.
4.3: Use a habit tracker. Keep track of your habit streak and “don’t break the chain.”
4.4: Never miss twice. When you forget to do a habit, make sure you get back on track immediately.
HOW TO BREAK A BAD HABIT
Inversion of the 1st Law: Make It Invisible
1.5: Reduce exposure. Remove the cues of your bad habits from your environment.
Inversion of the 2nd Law: Make It Unattractive
2.4: Reframe your mind-set. Highlight the benefits of avoiding your bad habits.
Inversion of the 3rd Law: Make It Difficult
3.6: Increase friction. Increase the number of steps between you and your bad habits.
3.7: Use a commitment device. Restrict your future choices to the ones that benefit you.
Inversion of the 4th Law: Make It Unsatisfying
4.5: Get an accountability partner. Ask someone to watch your behavior.
4.6: Create a habit contract. Make the costs of your bad habits public and painful.
You can download a printable version of this habits cheat sheet at: atomichabits.com/cheatsheet
ADVANCED TACTICS
How to Go from Being Merely Good to Being Truly Great
18
The Truth About Talent (When Genes Matter and When They Don’t)
MANY PEOPLE ARE familiar with Michael Phelps, who is widely considered to be one of the greatest athletes in history. Phelps has won more Olympic medals not only than any swimmer but also more than any Olympian in any sport.
Fewer people know the name Hicham El Guerrouj, but he was a fantastic athlete in his own right. El Guerrouj is a Moroccan runner who holds two Olympic gold medals and is one of the greatest middle-distance runners of all time. For many years, he held the world record in the mile, 1,500-meter, and 2,000-meter races. At the Olympic Games in Athens, Greece, in 2004, he won gold in the 1,500-meter and 5,000-meter races.
These two athletes are wildly different in many ways. (For starters, one competed on land and the other in water.) But most notably, they differ significantly in height. El Guerrouj is five feet, nine inches tall. Phelps is six feet, four inches tall. Despite this seven-inch difference in height, the two men are identical in one respect: Michael Phelps and Hicham El Guerrouj wear the same length inseam on their pants.
How is this possible? Phelps has relatively short legs for his height and a very long torso, the perfect build for swimming. El Guerrouj has incredibly long legs and a short upper body, an ideal frame for distance running.
Now, imagine if these world-class athletes were to switch sports. Given his remarkable athleticism, could Michael Phelps become an Olympic-caliber distance runner with enough training? It’s unlikely. At peak fitness, Phelps weighed 194 pounds, which is 40 percent heavier than El Guerrouj, who competed at an ultralight 138 pounds. Taller runners are heavier runners, and every extra pound is a curse when it comes to distance running. Against elite competition, Phelps would be doomed from the start.
Similarly, El Guerrouj might be one of the best runners in history, but it’s doubtful he would ever qualify for the Olympics as a swimmer. Since 1976, the average height of Olympic gold medalists in the men’s 1,500-meter run is five feet, ten inches. In comparison, the average height of Olympic gold medalists in the men’s 100-meter freestyle swim is six feet, four inches. Swimmers tend to be tall and have long backs and arms, which are ideal for pulling through the water. El Guerrouj would be at a severe disadvantage before he ever touched the pool.
The secret to maximizing your odds of success is to choose the right field of competition. This is just as true with habit change as it is with sports and business. Habits are easier to perform, and more satisfying to stick with, when they align with your natural inclinations and abilities. Like Michael Phelps in the pool or Hicham El Guerrouj on the track, you want to play a game where the odds are in your favor.
Embracing this strategy requires the acceptance of the simple truth that people are born with different abilities. Some people don’t like to discuss this fact. On the surface, your genes seem to be fixed, and it’s no fun to talk about things you cannot control. Plus, phrases like biological determinism makes it sound like certain individuals are destined for success and others doomed to failure. But this is a shortsighted view of the influence of genes on behavior.
The strength of genetics is also their weakness. Genes cannot be easily changed, which means they provide a powerful advantage in favorable circumstances and a serious disadvantage in unfavorable circumstances. If you want to dunk a basketball, being seven feet tall is very useful. If you want to perform a gymnastics routine, being seven feet tall is a great hindrance. Our environment determines the suitability of our genes and the utility of our natural talents. When our environment changes, so do the qualities that determine success.
This is true not just for physical characteristics but for mental ones as well. I’m smart if you ask me about habits and human behavior; not so much when it comes to knitting, rocket propulsion, or guitar chords. Competence is highly dependent on context.
The people at the top of any competitive field are not only well trained, they are also well suited to the task. And this is why, if you want to be truly great, selecting the right place to focus is crucial.
In short: genes do not determine your destiny. They determine your areas of opportunity. As physician Gabor Mate notes, “Genes can predispose, but they don’t predetermine.” The areas where you are genetically predisposed to success are the areas where habits are more likely to be satisfying. The key is to direct your effort toward areas that both excite you and match your natural skills, to align your ambition with your ability.
The obvious question is, “How do I figure out where the odds are in my favor? How do I identify the opportunities and habits that are right for me?” The first place we will look for an answer is by understanding your personality.
HOW YOUR PERSONALITY INFLUENCES YOUR HABITS
Your genes are operating beneath the surface of every habit. Indeed, beneath the surface of every behavior. Genes have been shown to influence everything from the number of hours you spend watching television to your likelihood to marry or divorce to your tendency to get addicted to drugs, alcohol, or nicotine. There’s a strong genetic component to how obedient or rebellious you are when facing authority, how vulnerable or resistant you are to stressful events, how proactive or reactive you tend to be, and even how captivated or bored you feel during sensory experiences like attending a concert. As Robert Plomin, a behavioral geneticist at King’s College in London, told me, “It is now at the point where we have stopped testing to see if traits have a genetic component because we literally can’t find a single one that isn’t influenced by our genes.”
Bundled together, your unique cluster of genetic traits predispose you to a particular personality. Your personality is the set of characteristics that is consistent from situation to situation. The most proven scientific analysis of personality traits is known as the “Big Five,” which breaks them down into 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.
All five characteristics have biological underpinnings. Extroversion, for instance, can be tracked from birth. If scientists play a loud noise in the nursing ward, some babies turn toward it while others turn away. When the researchers tracked these children through life, they found that the babies who turned toward the noise were more likely to grow up to be extroverts. Those who turned away were more likely to become introverts.
People who are high in agreeableness are kind, considerate, and warm. They also tend to have higher natural oxytocin levels, a hormone that plays an important role in social bonding, increases feelings of trust, and can act as a natural antidepressant. You can easily imagine how someone with more oxytocin might be inclined to build habits like writing thank-you notes or organizing social events.
As a third example, consider neuroticism, which is a personality trait all people possess to various degrees. People who are high in neuroticism tend to be anxious and worry more than others. This trait has been linked to hypersensitivity of the amygdala, the portion of the brain responsible for noticing threats. In other words, people who are more sensitive to negative cues in their environment are more likely to score high in neuroticism.
Our habits are not solely determined by our personalities, but there is no doubt that our genes nudge us in a certain direction. Our deeply rooted preferences make certain behaviors easier for some people than for others. You don’t have to apologize for these differences or feel guilty about them, but you do have to work with them. A person who scores lower on conscientiousness, for example, will be less likely to be orderly by nature and may need to rely more heavily on environment design to stick with good habits. (As a reminder for the less conscientious readers among us, environment design is a strategy we discussed in Chapters 6 and 12.)
The takeaway is that you should build habits that work for your personality.* People can get ripped working out like a bodybuilder, but if you prefer rock climbing or cycling or rowing, then shape your exercise habit around your interests. If your friend follows a low-carb diet but you find that low-fat works for you, then more power to you. If you want to read more, don’t be embarrassed if you prefer steamy romance novels over nonfiction. Read whatever fascinates you.* You don’t have to build the habits everyone tells you to build. Choose the habit that best suits you, not the one that is most popular.
