Just finished up Triggers. This is what I got from the book
Marshall Goldsmith explains in Triggers the kinds of things in our environment that derail us from becoming the kind of leader, co-worker, parent, or spouse that we want to be. He illuminates an aspect of self-awareness that is so vital to a leader’s success.
We can’t control our environment, but we can control our responses. We always have a choice.
When it comes to interpersonal behavior we can’t rely on habits to help us. “We must be adaptable, not habitual—because the stakes are so much higher.” We need something more to help us deal with the uncertainty of our day.
When it comes to triggers, it’s not the big triggers that usually do us in, it is the little moments in life that trigger our most outsized and unproductive responses. They trigger some of our basest impulses. Especially with the people we know and love the most. “We can say and do anything with these folks. They know us. They’ll forgive us. We don’t have to edit ourselves. We can be true to our impulses. That’s how our closes relationships often become trigger festivals with consequences that we rarely see in any other part of our lives—the fuming and shouting, the fights and slammed doors, the angry departures and refusals to talk to each other for months, years, decades.”
So where the problem is most vivid is in the small, minor moments of the day, when we are not thinking about our environment or our behavior. That’s when we need to be most vigilant.
Sometimes the best strategy is to avoid the trigger altogether. Stop flirting with those things that tempt you. Goldsmith says that one of the most common behavioral issues among leaders is “succumbing to the temptation to exercise power when they would be better off showing restraint.” And that behavior is very hard to eliminate because those who engage in it because they no doubt enjoy doing it.
But we can’t always walk away.
What is the solution?
The solution then isn’t trying to fix the environment or the behavior of others, the solution is to change our behavior. When we are triggered we need to adjust.
Goldsmith has found that asking yourself some active questions works magic. Active questions get to personal responsibility—something you have control over. Goldsmith suggests six engaging questions anyone should be asking themselves each day to build engagement:
Did I do my best to set clear goals today?
Did I do my best to make progress toward my goals today?
Did I do my best to find meaning today?
Did I do my best to be happy today?
Did I do my best to build positive relationships today?
Did I do my best to be fully engaged today?
In addition, Goldsmith has a number of other Daily Questions he asks himself to gauge whether he had taken responsibility for his own life. Our own questions would reflect those things that we want to work on—will success on these items help me become the person I want to be?
Did I do my best to have a healthy diet?
Did I do my best to be a good spouse?
Did I do my best to add value to ______?
Did I do my best to learn something new?
Did I do my best to get a good night’s sleep?
Did I do my best to not prove how right I am when it’s not really worth it?
You score yourself on a scale from 1 to 10 to track your progress or the lack of it. “One of the underappreciated benefits of the Daily Questions is that they force us to quantify an unfamiliar data point: Our level of trying. We rarely do that.”
Daily Questions remind us that success is the result of small efforts repeated consistently over time. Daily Questions can be a game changer because they reinforce our commitment, they ignite our motivation where we need it and not where we don’t, and they shrink our goals into manageable increments.
OUR NEED FOR STRUCTURE
The Daily Questions provide structure in our lives. Simply put, Goldsmith says: “We do not get better without structure.” Like rules, structure pushes us in the right direction when our first impulse is to go the other way.
Goldsmith has worked with Alan Mulally and finds that “no idea looms bigger in Alan’s mind than the importance of structure in turning around and organization and its people.” Goldsmith explains how Mulally integrated the Daily Questions process in his weekly Business Plan Review meetings with his sixteen top executives. And repetition was key. “In the same way that Daily Questions drive us to measure our effort every day and then face the reality of our own behavior, the executives would be announcing how they graded themselves every Thursday—without deviation.” And in the group setting the idea was: How can we help one another more?
Structure “limits our options so that we’re not thrown off course by externalities….Imposing structure on parts of our day is how we seize control of our otherwise unruly environment.”
Goldsmith points out that after a hard, decision-filled day we become depleted. Our discipline and decisiveness fade at the end of the day to the point where we want to do nothing or fill our time with mindless activities.
Deletion isn’t something that we are always aware of but we should anticipate it and create structure where we can. “If we provide ourselves with enough structure, we don’t need discipline. The structure provides it for us. We can’t structure everything obviously—no environment is thatcooperative.” But the more structure we have the less we have to worry about.
When you know you are headed into a pointless meeting, imagine that you are going to be tested on your behavior:
Did I do my best to be happy?
Did I do my best to find meaning?
Did I do my best to build positive relationships?
Did I do my best to be fully engaged?
Sometimes we think we have to show everyone how we feel but that’s ego talking. “Why waste that hour being disengaged and cynical?” asks Goldsmith.
It’s in the moment that we shape ourselves into a better person. Sometimes hourly questions might help. When we face an event were not up for or a person that usually throws us off our game, why not try setting our Smartphone to ask us a question like, “Am I doing my best to…?”
THE FAVORITE PART
What I like best about Triggers is that by creating an awareness of our environment and identifying our own triggers we can be a force for adding value in other people’s lives by triggering something good in others. It requires our imagination and clarity about what we want to become.
When we dive all the way into adult behavioral change—with 100 percent focus and energy—we become an irresistible force rather than the proverbial immovable object. We begin to change our environment rather than be hanged by it. The people around us sense this. We have become the trigger.