What\u2019s the key to transforming your life? How can little things add up to big achievements?<\/p>\n\n\n\n
In Think Big<\/em>, Grace Lordan explains how you can take small steps and build the future you<\/a> want. One key is to go slow and steady. Another is to overcome the cognitive biases<\/a> that often get in the way of your goals.<\/p>\n\n\n\n Continue reading for an overview of this practical and inspiring book that can propel you toward your ideal future.<\/p>\n\n\n\n\n\n\n\n In Think Big<\/em>, Grace Lordan argues that most of us fail to transform our lives because we try to change too much too quickly. Instead, we must set a big goal, acknowledge that achieving it will take a few years, and then take the regular, small steps necessary to achieve it. Moreover, we must understand how to overcome the cognitive biases\u2014the mental shortcuts that all humans take\u2014that hinder us from achieving our goals.<\/p>\n\n\n\n Lordan works as an Associate Professor of Behavioral Science at the London School of Economics and advises the UK government on productivity. Think Big<\/em><\/a>, which was published in 2021, is her first book.<\/p>\n\n\n\n We\u2019ll first define what cognitive biases are and how your own (and others\u2019) affect your life. Then, we\u2019ll share Lordan\u2019s advice on changing your life by identifying who you want to become, and how to recognize and work around both your cognitive biases and external obstacles.<\/p>\n\n\n\n To understand the necessity of overcoming cognitive biases, we must first understand what they are. Lordan explains that, despite popular opinion, humans are not<\/em> rational beings. Rather, we\u2019re all subject to cognitive biases<\/strong>\u2014systematic errors in thinking that occur when we process and interpret information in a way that differs from objective reality. These biases often lead us to make decisions that aren\u2019t in our best interests long-term. (We\u2019ll discuss how specific biases harm us later on.)<\/p>\n\n\n\n Cognitive biases affect the decision-making<\/a> processes of all humans, so these biases necessarily affect your life. Lordan contends that most of the cognitive biases you\u2019ll encounter are your own; so if you want to achieve your goals<\/a>, you need to know what they are so that you can better work around them. You\u2019ll also encounter others\u2019 biases\u2014and while you can\u2019t control how they<\/em> deal with those biases, you can<\/em> learn how to work around the biases of any gatekeepers you encounter on your way to achieving your goal. (We\u2019ll discuss how to do this in a later section.)<\/p>\n\n\n\n Now that you understand how your cognitive biases are holding you back, how can you overcome them so you can transform your life? In this section, we\u2019ll describe the first steps you must take: Know who you want to be, then create a plan<\/a> for becoming that person. We\u2019ll also discuss how to handle the specific biases that may arise as you start your journey.<\/p>\n\n\n\n The first step to changing your life, Lordan argues, is to identify your ideal future self<\/strong>\u2014which Lordan calls your \u201cME+\u201d and which we\u2019ll call your ideal self. Imagine a typical workday in the life of your ideal self\u2014anywhere between two and 10 years from now. What is their job title and the field in which they work? What kinds of tasks fill up their day? If you\u2019re uncertain about the former, focus on the latter, imagining what work tasks you\u2019d love to do all day. Ideally, these tasks will feel<\/em> significant\u2014both in your own life and with regard to the impact you have on others\u2014as we tend to try harder to achieve goals that we deem significant.<\/p>\n\n\n\n Make sure that the future self you envision reflects your true<\/em> desires. Lordan cautions against falling victim to the cognitive bias<\/a> called the ambiguity effect<\/strong>: a tendency to choose the option (goal) where you know<\/em> the probability of a favorable outcome\u2014even if you\u2019re not as excited about that goal. Additionally, avoid the bandwagon effect<\/strong>\u2014the tendency to do whatever the people around you are doing\u2014and reactance bias<\/strong>\u2014the rebellious instinct to stick with something specifically because others don\u2019t like it.<\/p>\n\n\n\n Once you\u2019ve identified your ideal self, Lordan contends that you must figure out what skills your ideal self has that you need to develop. <\/strong>Ask yourself: Why am I not currently able to be this ideal self? If you\u2019re unsure, find some people whose jobs are similar to those of your ideal self, and determine what skills they use regularly that you lack. Pick three to five skills that you can reasonably develop: You should be able to develop them by working on them a little bit every week, and developing them shouldn\u2019t cost prohibitive amounts of money.<\/p>\n\n\n\n Lordan explains that once you know what skills you need to develop to become your ideal self, you need to regularly practice them.<\/strong> This is because becoming your ideal self requires that you master the skills you identified\u2014and to master them, you must practice them until they become so ingrained that they\u2019re habitual. Start by writing the skills down somewhere you\u2019ll regularly encounter them: Our saliency bias<\/strong> dictates that we pay more attention to information that\u2019s conspicuous. Then, Lordan recommends that you plan how you\u2019ll regularly practice these skills<\/strong>. First, look at your current job: How could you adjust your responsibilities so that you spend more time developing the skills you desire? Second, decide how you\u2019ll improve upon these skills in your personal time.<\/p>\n\n\n\n Lordan asserts that you must also plan how you\u2019ll develop the relationships<\/em> that will help you become your ideal self<\/strong>. Start with the people you already know: Every month, ask someone you know for help on your journey to becoming your ideal self. Lordan recommends starting with people you know at work, as they\u2019ll likely have the relevant expertise.<\/p>\n\n\n\n Additionally, every month, reach out to people you don\u2019t<\/em> know who could help you\u2014like a leader in an industry you want to break into\u2014and ask them to meet. Maximize the chances they\u2019ll say yes by explicitly stating how your request can add to their lives; this takes advantage of the framing effect<\/a><\/strong>, which dictates that how you communicate information influences how someone interprets it.<\/p>\n\n\n\n When deciding who you\u2019ll reach out to, Lordan recommends actively seeking out diverse perspectives<\/strong>. Thanks to your similarity bias<\/strong>\u2014your preference for people who are like you\u2014you may try to speak with people who are all like you (and therefore like each other). You may also have a stereotype bias<\/strong>\u2014an assumption about all the individuals in a group\u2014that affects your list. Both tendencies are counterproductive. In reality, diverse perspectives are more likely to help you on your journey, as the more diverse the people you speak with, the wider the range of experiences you\u2019ll encounter\u2014and the more varied the advice they\u2019ll give.<\/p>\n\n\n\n Finally, Lordan recommends that you plan out when<\/em> you\u2019ll do the activities that help you become your ideal self<\/strong>. At the very least, devote 90 minutes in your weekly schedule to these activities\u2014whether that\u2019s developing skills or developing relationships. This is enough time to ensure progress but not so<\/em> much that it overwhelms you.<\/p>\n\n\n\n Lordan adds that you should devote one hour weekly to reviewing your progress and planning next week\u2019s tasks. Specifically, review how these activities relate to your ultimate goal; the more clear you are on why<\/em> you\u2019re doing them, the more likely you are to stick with them. Additionally, reflect on how much you enjoyed<\/em> each activity; this will help you realize if you\u2019re spending time doing something you think<\/em> you like and not something you actually<\/em> like.<\/p>\n\n\n\n Once you have a plan, you must implement it. In this section, we\u2019ll discuss how to recognize and address internal obstacles by getting confident, managing your time<\/a> well, staying on track, and learning to bounce back.<\/p>\n\n\n\n Lordan suggests that in order to confidently pursue the actions necessary to become your ideal self, you must overcome the personal stories that are hindering your progress<\/strong>. We all have stories that we tell ourselves about who we are\u2014and thanks to confirmation bias<\/a><\/strong>, we pay attention to any evidence that confirms<\/em> these stories and ignore anything that contradicts<\/em> them. But some of these stories might prevent you from pursuing your goal. Identify these limiting stories by examining the anxieties that arise when you refuse a potentially advantageous situation. Then, identify any actions you might take to disprove<\/em> this story and create a new one.<\/p>\n\n\n\n Confidently pursuing your goals also requires that you put yourself out there<\/strong>. Lordan explains that we often don\u2019t take potentially risky actions (like chasing our goals) due to anticipatory loss aversion<\/strong>: We expect any potential failures to feel worse than any potential success. We may also refuse to act due to how badly we expect others<\/em> to react to our failure\u2014a cognitive bias known as the saving face effect<\/strong>. But in reality, we tend not<\/em> to feel as badly as we expect to when we do fail. Moreover, since we suffer from a spotlight effect<\/strong> that makes us think people are paying more attention to us than they actually are, people tend not to judge us as badly as we expect them to. Reminding yourself of these realities can help you put yourself out there.<\/p>\n\n\n\n No matter how confident you are, you won\u2019t successfully implement your plan unless you manage your time<\/a> well. To do so, Lordan recommends that you plan for more time than you think you need<\/strong>. This is because we\u2019re subject to the planning fallacy<\/a><\/strong>: a chronic tendency to underestimate how long it will take to do something. To reduce its effect on your schedule, start by multiplying how much time you think something will take by 1.5, and schedule your tasks accordingly. Then, keep a record that compares how much time you thought<\/em> you\u2019d spend on a task with how much time you actually<\/em> spent. Eventually, you\u2019ll notice patterns that will indicate just how much you underestimate the time certain tasks will take and so be able to plan better.<\/p>\n\n\n\n That said, Lordan recommends that, if you\u2019re planning to focus on a single task<\/a>, you should generally plan to work on it for about 90 minutes at a time<\/strong>. You\u2019re most productive and learn best when you achieve flow<\/em>, which is when you\u2019re so absorbed in a task that you stop paying attention to anything else and even forget about the passage of time. While you may struggle to reach flow at first, eventually, you\u2019ll be able to work with flow for 90 minutes. That 90-minute limit also ensures that you remain productive; flow exhausts you, so even if you schedule<\/em> more than 90 minutes, you probably won\u2019t be able to work<\/em> for more than 90 minutes.<\/p>\n\n\n\n Managing your time well doesn\u2019t just involve scheduling<\/em> time to work on your goals; it also requires that you actually<\/em> work on your goals when you say you will<\/strong>. Lordan recommends two strategies for doing so. First, implement short-term rewards for performing your desired behavior and short-term negative consequences for not doing so. Humans tend to avoid doing things that are beneficial long-term if they\u2019re immediately unpleasant; making the beneficial behavior pleasant in the short term circumvents this tendency.<\/p>\n\n\n\n Second, instead of judging your output by how well you complete one task\u2014like \u201ccreate a presentation\u201d\u2014decide in advance how much you\u2019d get done on a very productive, moderately productive, or slightly productive day. Then, when the day comes, tailor how much work you\u2019ll do based on your energy levels. Even if you’re low in energy on a particular day, you\u2019ll likely often choose the moderately productive option due to the compromise effect<\/strong>\u2014our propensity to shy away from extremes. Scientists have seen this propensity when evaluating people\u2019s purchasing decisions, but Lordan speculates that we may also prefer the middle-of-the-road option in other areas\u2014like when choosing how much work to do.<\/p>\n\n\n\n Another key element of successfully implementing your plan is to regularly reflect on your progress. Lordan suggests two methods of doing so.<\/p>\n\n\n\n First, Lordan suggests that you regularly reflect on your ideal self<\/strong>. As we learned earlier, the more salient something is, the more we pay attention to it. So the more often you envision your ideal self, the more motivated you\u2019ll be to continue working to become that person\u2014despite any boredom you may feel.<\/p>\n\n\n\n Second, Lordan suggests that you regularly reflect on your successes and failures<\/strong>. After each major success or failure, reflect on the most impactful decisions you made that led to that outcome. If this success or failure involved another person\u2019s evaluation, try to see if you can learn why they made that evaluation. Then, decide how much of the outcome depended on things that you<\/em> did and how much depended on factors outside of your control\u2014like others\u2019 budgets or unforeseeable emergencies. By doing so, you\u2019ll gain a better understanding of what you\u2019re doing well and what you might need to change. This reflection will also help you avoid self-serving bias<\/a><\/strong>: the tendency to attribute wins to your internal qualities and losses to external factors.<\/p>\n\n\n\n Regularly reflecting on your failures may help you decide what you need to do differently<\/em>, but whether you persist through setbacks depends on your resilience\u2014your ability to withstand, adapt to, and recover from adversity.<\/p>\n\n\n\n Lordan suggests several strategies you can use to bounce back better from adverse events. First, create a list of things to distract you<\/strong> when you\u2019ve had a bad day. Then, do something from this list\u2014whether that\u2019s taking a bubble bath or partaking in a favorite hobby\u2014whenever you face a setback. Distracting yourself from the initial pain of the failure will help diminish that pain so you\u2019re better able to deal with it. Calming yourself down will also prevent you from making rash decisions in the heat of the moment\u2014a tendency caused by the affect heuristic<\/strong>, our tendency to make decisions based on how we\u2019re feeling instead of logical reasoning.<\/p>\n\n\n\n Second, Lordan recommends that you regularly practice gratitude<\/strong>. Humans pay more attention to losses than we do to gains, which can make us feel worse about our lives and reduce our ability to bounce back. By regularly practicing gratitude<\/a>, you remind yourself of all the good things in your life. As a result, you\u2019re better able to handle failures because you\u2019re able to counterweight their impact with the acknowledgment of the positive.<\/p>\n\n\n\n You can also bounce back better from potentially adverse events by redefining what counts as an adverse event<\/strong>. To do so, Lordan suggests that you stop comparing yourself to others<\/a><\/strong>. No matter how well you do, you won\u2019t achieve satisfaction if you compare your own success to that of others\u2014because someone else will always<\/em> be doing better than you. Instead, compare yourself to yourself: In other words, judge your growth by comparing your current<\/em> self to your past <\/em>self. If you stop using others\u2019 accomplishments to evaluate your own success, you\u2019ll stop being upset by their accomplishments.<\/p>\n\n\n\n Now, we\u2019ll discuss how to work around external obstacles to achieving your big goals. In this section, we\u2019ll first describe how you can best set up your environment for maximum productivity. Then, we\u2019ll share how to work around others\u2019 cognitive biases, which impact your path to becoming your ideal self. Finally, we\u2019ll discuss how to solicit and respond productively to feedback. <\/p>\n\n\n\n Lordan suggests that the most important thing you can do to adjust your environment to maximize your productivity is to minimize digital distractions<\/strong>. As we discussed previously, we all do our best work in flow. But if you\u2019re distracted by a digital disruption (like an Instagram notification), you\u2019re knocked out of flow and have to get back into it\u2014which takes up a lot of time. To minimize these disruptions, figure out what distracts you the most when you\u2019re trying to work. Then, eliminate that distraction by only<\/em> ever accessing it on one gadget and hiding that gadget when you\u2019re working.<\/p>\n\n\n\n Lordan names several other changes you can make to your environment that studies suggest will improve your work. Dedicate a particular space for work that you want to get into flow with; by doing so, you\u2019ll habituate your brain to reaching flow in that environment and so get into flow more quickly. Airflow and natural light are both linked to increased performance, so adjust the ventilation and light in this workspace or regularly go outside. Improve productivity by keeping your workspace quiet, adding greenery to your office, and keeping the temperature between 16 and 24 degrees C (60 to 75 degrees F). Finally, adjust your artificial lighting based on what you want to do; brighter lights improve your focus<\/a> while less intense lights increase creativity.<\/p>\n\n\n\n Lordan points out that as you work toward your ideal self, you\u2019ll meet several people you\u2019ll need to impress. To handle them well, start by making clear that you fit their expectations. <\/strong>Lordan explains that we all use a representativeness heuristic<\/a><\/strong> when making decisions: If A is like the members of Group B, we assume that A is a member of Group B. This heuristic is problematic when used to limit others.<\/p>\n\n\n\n However, Lordan explains that you can take advantage of this heuristic. To do so, find out how you might indicate that you\u2019re a member of the group you want to join. Then, figure out how to obtain those indications.<\/p>\n\n\n\n The second key to handling other people is to get in with the popular kids<\/strong>. If there\u2019s some social group that could help you on your way to becoming your ideal self, Lordan urges you to become part of it. By doing so, you\u2019ll benefit from intergroup bias<\/strong>\u2014our tendency to prefer people who are in our \u201cin-group,\u201d or circle\u2014and so may receive. You\u2019ll also benefit from the halo effect<\/a><\/strong>: the tendency to form an overall positive impression of a person based on a single positive trait or characteristic (in this case, being a member of the group).<\/p>\n\n\n\n Third, Lordan suggests that you learn how to redirect meetings<\/strong> so that they\u2019re more likely to provide you with an outcome that could help you on your path to becoming your ideal self. Meetings often devolve into informational cascades: One person says something, then everybody else repeats variations on that thing without proposing anything new. This happens because, in a group, we want the others to like us\u2014and so we tend to go with what the group says instead of risking controversy. <\/p>\n\n\n\n If you want to say something new in a meeting where everybody is repeating the same thing, Lordan recommends a three-step process. Begin by reiterating something the group has already said, in accordance with the group\u2019s proven tendency to echo the previous participant. Then, share your distinct viewpoint concisely<\/em>. Finally, name someone else in the room whom you want to speak next; having more than one person speak on the same point will cause others in the room to pay more attention to it.<\/p>\n\n\n\n Implementing your plan well requires that you solicit useful feedback and respond to it. Lordan recommends that you start by deciding what you won\u2019t<\/em> accept feedback on. This will ensure that you don\u2019t change anything that\u2019s central to your identity.<\/p>\n\n\n\n Once you\u2019ve decided what you won\u2019t<\/em> accept feedback on, you can solicit feedback on other areas. Lordan suggests that you identify a few people in your life who will truthfully but supportively provide you with feedback. Then, ask them for their advice, focusing mostly on what areas you can improve. Writing down what they say will help you avoid attentional bias<\/strong>: This is the tendency to selectively remember information that\u2019s relevant to what you\u2019re thinking about when you initially hear it, and it can lead you to pay more attention to feedback that confirms your own perception of how well you\u2019re doing in any given area.<\/p>\n\n\n\n What should you do if you receive negative feedback? If the feedback seems reasonable, Lordan urges you to respond to it. You have two cognitive biases that may tempt you to ignore it: the ostrich effect<\/a><\/strong>, a tendency to pretend that unpleasant information doesn\u2019t exist, and the sunk cost fallacy<\/a><\/strong>, the tendency to make decisions based on the number of resources you\u2019ve already<\/em> and irrecoverably<\/em> invested in an endeavor rather than considering the current and future costs and benefits objectively. But ignoring negative feedback won\u2019t help you. Instead, take this feedback to heart and modify your actions accordingly.<\/p>\n\n\n\n But what if this negative feedback doesn\u2019t<\/em> seem reasonable? In that case, Lordan recommends that you ask others whether the feedback rings true. Ideally, select three people who are all strangers to one another so that they can\u2019t influence each other. If all three agree, the feedback is likely accurate, so you should pay attention to it. But, if not, ignore it; it\u2019s likely that the initial feedback-giver wasn\u2019t objective and rather influenced by their own cognitive biases. If the same issue occurs repeatedly with the same feedback giver, stop asking them for advice. Their feedback may be a symptom of tall poppy syndrome<\/strong>: a phenomenon in which high-achieving people are resented or criticized.<\/p>\n","protected":false},"excerpt":{"rendered":" What\u2019s the key to transforming your life? How can little things add up to big achievements? In Think Big, Grace Lordan explains how you can take small steps and build the future you want. One key is to go slow and steady. Another is to overcome the cognitive biases that often get in the way of your goals. Continue reading for an overview of this practical and inspiring book that can propel you toward your ideal future.<\/p>\n","protected":false},"author":9,"featured_media":81943,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[40,29,43],"tags":[1021],"class_list":["post-102243","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-books","category-career","category-self-improvement","tag-think-big","","tg-column-two"],"yoast_head":"\nOverview of Think Big<\/em> (Grace Lordan)<\/h2>\n\n\n\n
What Are Cognitive Biases?<\/h3>\n\n\n\n
Plan for Who You Want to Be<\/h3>\n\n\n\n
Know Who You Want to Be<\/h4>\n\n\n\n
Practice New Skills<\/h4>\n\n\n\n
Build Relationships<\/h4>\n\n\n\n
Make a Plan<\/h4>\n\n\n\n
Recognize and Work Around Your Cognitive Biases<\/h3>\n\n\n\n
Get Confident <\/h4>\n\n\n\n
Manage Your Time Well <\/h4>\n\n\n\n
Reflect on Your Progress<\/h4>\n\n\n\n
Bounce Back<\/h4>\n\n\n\n
Recognize and Address External Obstacles<\/h3>\n\n\n\n
Adjust Your Environment<\/h4>\n\n\n\n
Handle Other People<\/h4>\n\n\n\n
Solicit and Respond Well to Feedback<\/h4>\n\n\n\n