We all know what value is and we rarely follow the value. When it comes to the value of life, the value that will add value to our self, to our life. Why? Most of us fail at this because we never make a decision to create a core value list.

Top 10 core values for living Great life  

That way, you will too love others. A person who doesn't love herself or himself doesn't love others too.

Always love yourself

you can get back lost opportunity and money. But, the time you can't. And if you are facing time management problem, then you must check out Master your Time and Master your life (Book) by Brian Tracy.

Be Stingy of wasting time

As Award, remember them and also use it as a motivation to be better each day.

Always see failure, rejection, criticism 

Best way to grow in life is to improve yourself - each day. It could be reading books, learning a new language, or new skills.

Improve yourself, each day - 

Most people these days are victims of their thoughts. And guess! What their life is filled with misery and pain.

Never be a victim of your own thoughts

Another, straightforward meaning is, you are where you are now! Is. Because of the choices, you had made in the past.

You become what you are willing to go for 

You can't control others' feelings nor what they are going to think or feel about you. But, you can always be in control of yourself - how you make yourself feel each day. That you can control.

Be in control of yourself - 

You are brain, runs on the information that you consume. If you are regularly exposed yourself to bad information. That would not be good for you. That is why it said ' Garbage in, Garbage out " - " Good information, Bad information Good ".

Be aware of what content you consume each day

Most of the time, we are experts in negotiating things in our favor when it comes to a deal or buying a product. But, when it comes to negotiating in life. We stop there - we never negotiate in that part. Why? Would you eat junk food, when you know it is not good for you are health? You want to eat, just because your emotions want it.

Learn to negotiate

Until and unless if you don't stop blaming others for your mistakes. You won't grow. Most people have cultivated a habit of blaming others to cover their own fault.

Stop blaming others

personaldevelopment

Personal Development

leadershipandmanagement

Leadership & Management

Top 10 Core Values for  living great life

10 common money mistakes to avoid 

Mistake 1:Not valuing your time and treating it like its free We dont know how much is our per hour cost.We dont know how much do we ACTUALLY spend, when we watch Netflix 2hrs/dayWe dont know how much should we charge for a project We dont understand how our time = money

Mistake 2:Spending your time on things that are easy to measure money-wise We will spend half a day travelling to one end of the city, to save Rs. 1000, because we know we will conclusively save that amountBut we won't spend 2 hours preparing for our salary negotiation!

Mistake 3:Taking too many loans We over-index on our future earnings.And spend more today, than we can afford today. Loans tie us down.They increase our burn rate.They make us risk-averse.They make us feel like we are stuck!

Mistake 4:Believing that our income is capped Our income is not capped. There is no upper limit to how much we can earn.Instead, it is our spending that is capped. We have to spend a bare minimum to live, to survive. Instead of reducing expenses, focus on increasing income

Mistake 5:Trying to time the market Market is too high. Let it fall.Market is low. Right time to buy. No one knows the highs or lows of a market. The best way to invest over a long term, is to invest regularly. Irrespective of the price at that time.

Mistake 6:Investing because of FOMO Everyone is investing in Bitcoin. I should too.Everyone is selling Bitcoin. I should too.Everyone is buying ITC. I should tooEveryone is selling ITC. I should too Everyone is NOT you!Invest on your beliefs and research and appetite.

Mistake 7:Renting your time and not owning any assets Everyone in a job isn't going to create supernormal wealth.Because we have to spend time working, to earn. Assets, on the other hand, make money, even when we sleep.Start a company. Own stocks. Create rental income.

Mistake 8:Investing late 20s is the time to have fun. Will start investing in the 30s.30s is the time to build a family and enjoy. Will start investing in the 40s. The right time to start investing was when you turned 18.The next best time is TODAY.

Mistake 9:Comparing your money to others Money, for most of us, is an outcome. Not an input. It is the result of the decisions we have made, not the reason for the decisions we made. Compare the decisions people made to get to their money.Comparing the outcome, won't help!

Mistake 10:Running after money Money gives you freedom. Freedom is a privilege.But the minute we run after money, we are not free anymore. Use money to earn your freedom.Don't give up your freedom to earn money.

Bonus:Not taking risks, when you can In our 20s, when we have little to lose. And even if we do lose, we have time to recover. Lesser so in our 30s/40sThat's why our parents love FDs.But we shouldn't. Take risks early on. And don't worry about the short term ups and downs.I wish money was a topic that our parents spoke about, or our schools/colleges did justice to. In the absence of it, we are left to learn from those who have made mistakes and realized what to do.Or make those same mistakes ourselves.

Bonus

Twitter

Trust is the foundation for everything we do. If we can learn to trust one another, we can make great strides in human progress. But if trust is broken, and we're going to rebuild it, it is helpful to understand its various parts.

Build on trust

<ul><li>Authenticity. If you sense that someone is being authentic, you are more likely to trust them.</li><li>Logic. You are more likely to trust if you sense real rigour in logic.</li><li>Empathy. If you believe that empathy is directed towards you, you are more likely to trust them.</li></ul>When just one of these three is broken, trust is threatened.

What creates trust

People don't believe that we're mostly in it for them and they believe that we are too self-distracted. With so many demands on our time, we often lack the time and space that empathy requires. Remedy: Identify where, when and to whom you're likely to offer your distraction. This is when, where, and to whom you are likely to withhold your empathy. In those instances, put away your phone, look at them and listen to them.

Lack of empathy is the most common trust-breaker

There are two forms of logic wobbles.<ol><li>The quality of your logic.</li><li>Your ability to communicate the logic.</li></ol>Remedy for accurately communicating logic: Instead of telling a story with twists and turns and then getting to the point, start with a half-point and give supporting evidence. This way, people can still access your ideas, but you get credit for it even if you get cut off mid-way.

Logic wobbles

If we hold back on who we are, we're less likely to be trusted, less likely to be given stretch assignments, less likely to be promoted, and so on. Remedy:<ul><li>Pay more attention to your authentic self and less to what you think people want to hear from you.</li><li>Set the conditions that make it safe to be authentic, then celebrate who you are.</li><li>Cherish it for what it is.</li></ul>

Authenticity problems

A collection of 7 Ted talks to inspire you and help you get better at CSM

problemsolving

Problem Solving

business

Business

communication

Communication

Understand yourself and those around you.

psychology

Psychology

Top 7 TED Talks On Customer Success

Understanding the pillars of trust can help to build and rebuild it.

Trust is the foundation for everything we do. But what do we do when it's broken? In an eye-opening talk, Harvard Business School professor Frances Frei gives a crash course in trust: how to build it, maintain it and rebuild it -- something she worked on during a recent stint at Uber. "If we can learn to trust one another more, we can have unprecedented human progress," Frei says. Check out more TED Talks: http://www.ted.com The TED Talks channel features the best talks and performances from the TED Conference, where the world's leading thinkers and doers give the talk of their lives in 18 minutes (or less). Look for talks on Technology, Entertainment and Design -- plus science, business, global issues, the arts and more. Follow TED on Twitter: http://www.twitter.com/TEDTalks Like TED on Facebook: https://www.facebook.com/TED Subscribe to our channel: https://www.youtube.com/TED

videos

Videos

Trust is the foundation for everything we do. But what do we do when it's broken? In an eye-opening talk, Harvard Business School professor Frances Frei gives a crash course in trust: how to build it, maintain it and rebuild it -- something she worked on during a recent stint at Uber. "If we can learn to trust one another more, we can have unprecedented human progress," Frei says.

Check out more TED Talks: http://www.ted.com

The TED Talks channel features the best talks and performances from the TED Conference, where the world's leading thinkers and doers give the talk of their lives in 18 minutes (or less). Look for talks on Technology, Entertainment and Design -- plus science, business, global issues, the arts and more.

Follow TED on Twitter: http://www.twitter.com/TEDTalks
Like TED on Facebook: https://www.facebook.com/TED

Subscribe to our channel: https://www.youtube.com/TED

The TED Talks channel features the best talks and performances from the TED Conference, where the world's leading thinkers and doers give the talk of their lives in 18 minutes (or less). Look for talks on Technology, Entertainment and Design -- plus science, business, global issues, the arts and more. You're welcome to link to or embed these videos, forward them to others and share these ideas with people you know.

TED's videos may be used for non-commercial purposes under a Creative Commons License, Attribution–Non Commercial–No Derivatives (or the CC BY – NC – ND 4.0 International) and in accordance with our TED Talks Usage Policy: https://www.ted.com/about/our-organization/our-policies-terms/ted-talks-usage-policy. For more information on using TED for commercial purposes (e.g. employee learning, in a film or online course), please submit a Media Request at https://media-requests.ted.com

How to build (and rebuild) trust | Frances Frei

• Hitting roadblocks while working on a project or during the creative process is quite common. • This naturally slows down our pace of work and what goes unnoticed is the amount of time being wasted by dwelling and thinking bout how big the roadblock is instead of doing something about it. • This happens so quite often and so unknowingly that one day it just hits you that you've just wasted weeks, months or even worse, years. • This disappointmen and regret of wasted time can be averted by being BRUTALLY HONEST and IMPATIENT with yourself.

Roadblocks And The Role Of Self-awareness. 

• Addressing the problem head-on, immediately and keeping an eye on what your response to solving the problem is quite essential.• Be strict and BRUTALLY HONEST with yourself and ask: "what am I doing to solve this issue?" • If the solution is in progess, good.• If it's not, then get highly IMPATIENT at that moment and make effort to come up with a solution within a timeslot. "I'm going to solve this issue today" or "I'm resolving this problem within 30 min" • Set the timer and FORCE YOURSELF to dive in.

Brutal Honesty And Impatience

• Unbiased honesty may also come in handy while making decisions when you do not know what the right decision is.• Eliminate the inner bias and external influence while decision making and with BRUTAL HONESTY ask: " Do I really want to do this? yes or no?" Or "Is this the right choice? yes or no?" • Whatever the answer you get, from yourself, stick to it, don't look back. Don't think of it anymore because now you know the answer is the unbiased truth with no influence. Now stick to it and IMPATIENTLY execute.

Being Strictly Honest With Yourself While Making Decisions.

"Ask yourself at every moment 'Is this necessary?'"

career

Career

habits

Habits

Being Self-aware Of Inaction And Wasting time When You Hit a Wall while Doing a Task.

The old product roll-out process is totally wrong for startups. That process is appropriate when customers are known and the market is well-defined. This is often not the case for startups. Customer development, then, is very important for startups, and there are a number of phases in the framework:
<ul>
<li>Customer discovery: develop hypotheses and test them with customers.</li>
<li>Customer validation: test sales, see if people will buy, and see if you can scale up.</li>
<li>Customer creation: marketing.</li>
<li>Company building: transition to a sustainable enterprise.</li>
</ul>

Getting Started

Startups should aim to develop the first product for a small target market via a Minimum Viable Product (MVP). The object of the MVP is to get a product out there for the early adopters (called earlyvangelists here) to play with. 
Putting out an MVP forces developers to focus on the important features, not the bells and whistles. The product can be refined once there’s customer feedback.

Customer Discovery

This includes product vision, features and benefits, and a description of the smallest number of features it would take to make a stand-alone product (i.e., the MVP). 
Along the web/mobile track, the low fidelity MVP is used to test if you’ve identified a problem people care about and it employs user stories instead of feature lists.

Business Model Planning: Value Proposition Hypothesis

This includes customer problems, needs or passions, customer types (for example, end users, influencers, recommenders, buyers, etc.), customer archetypes, a day in the life of a customer, and a customer organization and influence map.

Business Model Planning: The Various Customer Segments

For physical products, this includes a description of how the product gets to the customer. Think about the suitability of channels for your product, and the authors recommend that startups pick just one channel that has the most potential for your product. 
For web/mobile products, consider the advantages and disadvantages of different channels.

Business Model Planning: Channels Hypothesis

This describes which market a product fits into: established market, new market, extension of an existing market, re-segmentation, etc. 
Once you know the market, you know something about the competition, and you can come up with a preliminary plan for that.

Business Model Planning: Market-Type and Competitive Hypothesis

This describes how you will get, keep, and grow customers. For physical products, there are four “get” stages — Awareness, Interest, Consideration, and Purchase. 
Devise several different “get” strategies and test them. Customer retention programs come into play during the “keep” phase, and the “grow” phase focuses on selling more stuff to existing customers.

Business Model Planning: Customer Relationships Hypothesis

This describes physical, financial, human, and intellectual property resources. 
This component also includes a dependency analysis: what are all of the things that have to happen that the company can’t control, and what are the risks if the things you’re dependent on end up failing? Contingency plans are important here.

Business Model Planning: Key Resources Hypothesis

<ul>
<li>Partners Hypothesis: Involves listing all of the partners you’ll need and identifying what you need from them and what they’ll get in exchange.</li>
<li>Revenue and Pricing Hypothesis: It includes the following questions: 1) How many items will we sell? 2) What’s the revenue model? 3) How much will we charge? 4) Is there evidence that this is worth pursuing?</li>
</ul>

Business Model Planning: Other Hypotheses

<ul>
<li>Total Addressable Market (TAM): the universe where your product lives</li>
<li>Served Available Market (SAM): the people that can be reached via your sales channel</li>
<li>Target Market: those who are your most likely customers.</li>
</ul>
Look at industry reports, press releases, libraries — anywhere you can get metrics that help you gauge the size of the market. It’s going to be tricky to estimate brand new markets, so consider looking at adjacent markets and see if you can find any comparable companies.

The Size Of The Market

You have to get out of the building to discover: How well you understand the customers’ problem, how important the problem is to the customers, and exactly how many customers are talking about it, if the customers care enough about it to tell their friends.
The Customer Discovery process has five steps:
<ul>
<li>Design experiments for customer tests</li>
<li>Get ready for customer contact</li>
<li>Test how customers perceive the problem</li>
<li>Understand the customer's mind</li>
<li>Get information on the market and competition.</li>
</ul>

Testing Customer Problems

Following customer problem testing, this phase tests the solution:
<ul>
<li>Update the business model and team</li>
<li>Create a product solution presentation (physical) or high fidelity MVP test (web/mobile)</li>
<li>Test the product solution: See what customers think by asking them.</li>
<li>Update the business model (yes, again)</li>
<li>Find board members.</li>
</ul>

Testing Your Solution

This pre-launch phase of the customer discovery process involves answering three critical questions:
<ul>
<li>Have you found a product-market fit? You have to be sure your product is a good fit for the market. Is this something a lot of people need? How well does it solve the problem it’s made to solve? How many people would buy this thing?</li>
<li>Who are your customers and how do you reach them?</li>
<li>Can you make money and grow the company? Figure out if your solution is a winning proposition. </li>
</ul>
Crunch the numbers and do a rough estimate to see if there’s any chance that you can make money with your new product.

Verifying The Business Model

Customer validation means test selling at every point in the process (all the while keeping costs low — it’s not the time to scale up yet):
<ul>
<li>Phase I. Get ready to sell.</li>
<li>Phase II. Go live. Try to sell.</li>
<li>Phase III. Refine your product. Position your company.</li>
<li>Phase IV. Analyze. Pivot or proceed.</li>
</ul>
Founders cannot lead from a distance here; they have to be directly involved in the process.

Customer Validation

This phase begins with making a positioning statement: a message (it should be pithy but compelling) that explains why people should buy your product.
Customer-focused sales and marketing materials should be developed largely from the information that you generated in the hypothesis you created for the customer discovery process.

Phase I — Get Ready To Sell

The next step is to develop a sales roadmap, which accounts for every step from the first sales call to the contract signing. 
Keep in mind what you’ve learned about the customer and revisit some of the materials (especially the organisation and influence maps) you developed back in the customer discovery stage. Make a model of the purchase process, and identify key influencers.

A Sales Roadmap

A Customer Access Map can help you identify organisations that customers belong to (if you’re selling to the public) or key deciders in the organisation (if you’re selling to a business). 
Put all the maps next to each other, also considering the sales strategy, and write an Implementation Plan that shows everything that has to happen before selling your product.

Customer Access Map

The Get Ready to Sell phase involves first refining plans and developing tools to acquire and activate customers. 
Remember: acquisition is when the customer first hears about the product and activation is when customers participate, enrol, or do something. Don’t launch the Acquire effort unless the Activation program is ready for customers, and the key to the latter is engagement. 
Tip: Measure Everything.

Get Ready To Sell

Using the information you’ve gathered to build previous versions, you’re going to build a high fidelity MVP, which will have more features than the last one. It’s definitely more polished, but it’s still not the complete, finished product. 
Be sure to capture as much data as possible on customer reaction to the new MVP. From there, collect data, analyse and optimise — so it goes from the moment a web/mobile business opens its virtual doors until the day it dies.

A High Fidelity MVP (Minimum Viable Product)

In this phase, you are validating your business model hypothesis, but you are still testing (by making real sales). Don’t try to scale up yet — the object of your sales is to test your business model.
For physical products, you don’t need a lot of customers, just a few. There are different kinds of customers (for example, early evaluators, earlyvangelists, scalable customers, and mainstream customers), each one demanding a separate strategy.

Phase II — Get Out Of The Building And Sell

Optimisation is all about getting more out of everything — for example, if you have a 6% activation rate, try to push it up to 10%. 
Try for measurable improvement in each thing you measure. This is a continuous process that won’t end until the business either folds or goes public. Optimisation should be focused on increasing volume, reducing cost per activated customer, and increasing the conversion of visitors to users.

Testing Phase: Optimisation

<ul>
<li>Know what you’re testing and why</li>
<li>Don’t over-test</li>
<li> Tests should be controlled and follow accepted protocols</li>
<li>Remember the value of the customer over their lifetime, not just for this one transaction.</li>
</ul>

Tips On Optimisation Testing

At this point, go back and look at the Positioning Statement you wrote during the customer validation phase. How did it survive the validation process? 
If the customers didn’t love it, do you understand the reasons why? Also, meet with the key influencers that you identified back in the customer discovery phase. Now is the time to meet with them. Test to see if these influencers and other industry analysts will say good things about you.

Phase III — Positioning Phase

Review and analyse all the material you’ve generated; make sure that there are solid answers to the hypotheses. Look at your business model and how it’s changed through this process. Do your metrics provide evidence that this is a scalable endeavour that could turn a profit?
Revenue growth curves are different depending on the market type: growth in a new market company will look like a hockey stick on a graph, slow at first and then taking off; an existing market shows a steady rate of growth. The numbers that you have are your best guess, but remember that nothing is certain.

Phase IV — Pivot And/Or Proceed

How to Start a Business: A Startup Guide for Entrepreneurs

startup

Startups

entrepreneurship

Entrepreneurship

moneyandinvestments

Money & Investments

The Startup Masterclass

The organization can be confusing. While this manual takes the reader sequentially through the necessary tasks of starting up the startup.

More than 100,000 entrepreneurs rely on this book for detailed, step-by-step instructions on building successful, scalable, profitable startups. The National Science Foundation pays hundreds of startup teams each year to follow the process outlined in the book, and it's taught at Stanford, Berkeley, Columbia and more than 100 other leading universities worldwide. Why? The Startup Owner's Manual guides you, step-by-step, as you put the Customer Development process to work. This method was created by renowned Silicon Valley startup expert Steve Blank, co-creator with Eric Ries of the "Lean Startup" movement and tested and refined by him for more than a decade. This 608-page how-to guide includes over 100 charts, graphs, and diagrams, plus 77 valuable checklists that guide you as you drive your company toward profitability. It will help you: • Avoid the 9 deadly sins that destroy startups' chances for success • Use the Customer Development method to bring your business idea to life • Incorporate the Business Model Canvas as the organizing principle for startup hypotheses • Identify your customers and determine how to "get, keep and grow" customers profitably • Compute how you'll drive your startup to repeatable, scalable profits. The Startup Owner's Manual was originally published by K&S Ranch Publishing Inc. and is now available from Wiley. The cover, design, and content are the same as the prior release and should not be considered a new or updated product.

books

Books

More than 100,000 entrepreneurs rely on this book. The National Science Foundation pays hundreds of startup teams each year to follow the process outlined in the book, and it's taught at Stanford, Berkeley, Columbia and more than 100 other leading universities worldwide. Why? The Startup Owner's Manual guides you, step-by-step, as you put the Customer Development process to work. This method was created by renowned Silicon Valley startup expert Steve Blank, co-creator with Eric Ries of the "Lean Startup" movement and tested and refined by him for more than a decade. This 608-page how-to guide includes over 100 charts, graphs, and diagrams, plus 77 valuable checklists that guide you as you drive your company toward profitability. It will help you: Avoid the 9 deadly sins that destroy startups' chances for success Use the Customer Development method to bring your business idea to life Incorporate the Business Model Canvas as the organizing principle for startup hypotheses Identify your customers and determine how to "get, keep and grow" customers profitably Compute how you'll drive your startup to repeatable, scalable profits. The Startup Owners Manual was originally published by K&S Ranch Publishing Inc. and is now available from Wiley. The cover, design, and content are the same as the prior release and should not be considered a new or updated product.

Steve Blank

Bob Dorf

The Startup Owner's Manual

The Startup Owner's Manual: The Step-By-Step Guide for Building a Great Company

<ul><li>For years the retail mantra given to frontline workers has been“The customer is always right … which means you are wrong.” Take the abuse. </li><li>People who know that their boss will side with the customer, even when that customer is rude or wrong, quickly lose trust in leadership. </li><li>Eroding trust further by prioritizing the most outrageous customer demands over the mental health of your people is a fast way to drive them out the door. No one wants to work a demeaning, demanding job where their manager doesn’t trust their judgment. </li></ul>

Customer is Always Right Culture

<ul><li>Don’t minimize how your employees feel</li><li>Empower your people to say no—politely to customers</li><li>Focus on metrics that support long-term growth  </li></ul>

What can be done right?

<ul><li>if an employee tells you about an upsetting interaction with a customer, avoid minimizing their feelings by calling it “a little annoying” or “part of the job.” </li><li>Much better is to reflect your employee’s emotions back to them, saying something like “I understand that you’re upset this happened, and rightfully so—no one should be allowed to take their emotions out on you like that."</li><li>And then go a step further: "Here’s what I’m going to do to prevent this from happening again.” </li><li>Underestimating someone’s feelings tends to be far costlier than overestimating them.</li></ul>

Don’t minimize how your employees feel

<ul><li>Rather than forcing your people to say yes to a series of one-off, time-consuming requests, train them on how to clearly and kindly explain why they can’t accommodate certain asks. </li><li>Sometimes doing what’s best for the long-term health of your company means parting ways with a customer that doesn’t match your vision and values—and making room for the customers that do.</li></ul>

Empower your people to say no—politely to customers

<ul><li>Define your company’s employee-focused metrics for success, and then track them. </li><li>How are managers improving, as rated by their direct reports? </li><li>Do your people see opportunities for growth? Do they plan to stick around? </li><li>Studies show that employee satisfaction and retention rates are two of the best indicators of a company’s long-term health—and overall customer satisfaction.</li></ul>

Focus on metrics that support long-term growth  

serving customers should not be at the cost of losing your top talent...

Difficult customers are nothing new, but 2021 takes the cake. Over the past year, customers have routinely made headlines for verbally (and sometimes physically) attacking frontline workers over long wait times, product shortages, COVID safety precautions, and other reasons that are virtually always

remotework

Remote Work

corporateculture

Corporate Culture

marketingandsales

Marketing & Sales

Why “the customer is always right” is bad for business - and what you should do instead 


Ask anyone how they’re feeling these days and chances are they’ll reply with some version of “exhausted.” We’re tired of operating amid uncertainty. We’re tired of balancing childcare with work. We’re tired of staffing shortages and supply chain problems.When we feel like this, our brains want to save mental energy by directing our focus to the most readily available, recallable information to help us make decisions quickly. We often do this by going with our gut and making our best guess.

Our Brain Takes Shortcuts To Save Mental Energy

Expediency bias means doing the thing that feels right, or rushing to judgement, without properly considering all the variables. The brain does this because it’s much easier to process existing ideas than new ones, a principle in psychology called fluency. It’s the reason why if you speak Spanish, it’s much easier to learn Italian than Japanese. It’s also why, as <a href="https://www.youtube.com/watch?v=hUBK9tOJCKE">explained by marketing professor Adam Alter</a>many people think two single dollar bills are more valuable than a single two-dollar bill.

This Is Called Expediency Bias

The result is that many of us are naturally inclined to do what simply feels right <a href="https://hbr.org/2016/09/diverse-teams-feel-less-comfortable-and-thats-why-they-perform-better"> </a>— be that asking people to come back to the office because our brains can picture it or making an assumption that everyone wants a four-day work week. The Hedonic principle also comes into play: We are wired to move toward things that make us feel good and away from things that make us feel uncomfortable. Our brains tag effort as bad because it’s hard work. They default to what feels “normal” — the networks that tell us where and how to travel through our daily existence.

The Result Of Expediency Bias

We do hard things because we know they can have tremendous benefits — ones that may not be visible for some time. Think about starting a new exercise routine. Maybe we have an insight — “If I can run a mile, I’ll have more energy to play with my young kids” — that generates an impetus for action. Or maybe a doctor told us it’s a requirement for a lifestyle change or an incentive pops up to spur us on.

But We Do Hard Things, Don’t We?

A funny thing happens. When we go for that initial run, it doesn’t feel good. Neither does the next run, or the run after that. Our muscles hurt. The money we’ve spent on the new hobby causes friction in our household. The schedule keeps us from the quality time we used to spend catching up with friends. It compounds, continuing to signal all the reasons we should go back to the way it was before — when our muscles didn’t hurt, when we grabbed drinks with our friends, when we didn’t fight with our partners over spending $100 a month on a gym membership.

Actually, We Start Hard Things. It’s Not The Same Thing. 

So, how do we do hard things when our brains are constantly telling us to avoid effort? Here are 3 things we can try:<ol><li>find or create the right mood to tackle hard things</li><li>present our brain with real data that represent choices and their consequences</li><li>train ourselves to acquire and practice a growth mindset instead of a fixed mindset</li></ol>

So, Is There Something We Can Do To Change That?

A 2016 study found that when people are upset, they’re less likely to try to do hard things. When they’re feeling upbeat, however, they’re more likely to take on the hard-but-essential tasks that ultimately make life better.

1. Tackle Hard Things When You’re In A Good Mood

One way we can get ourselves in the right mindset is to do what’s called “reappraisal,” in which we create a shift in our brain of how we perceive a task. Reappraisal can be incredibly effective when we choose one simple, sticky word or phrase that labels where we want to be. For example, literally saying to yourself, “I’m going to feel better once I get this new process down on paper,” might be enough to get your brain out of an unproductive loop.

1. The “Reappraisal” Technique

When we have a choice, our brains often want to default to something easy. But we can mitigate that response by challenging ourselves to be innovative and provide incentives. For example, instead of debating whether to take up that new work project, ask yourself: Do I want to experiment with a new project management tool that might make things easier for my team next week, or do I want to stick with the same spreadsheet that a former employee established that none of us feel great about anyway?

2. Give Your Brain The Right Amount Of Autonomy

The Individuals who have a growth mindset believe their talents can be developed through hard work, good strategies, and input from others. These individuals tend to achieve more than those with a more fixed mindset, those who believe their talents are innate gifts.

3. Practice The Habits Of A Growth Mindset

To challenge patterns or systems that enable or inhibit new habits from taking hold, it’s helpful to have the support of others. One way to do that is by sharing stories of trying, in a setting where attempts are prized as much as the results. For example, a team of executives recently tried to block off their mornings from meetings to get their best work done. Some individuals thrived, while others preferred to do their deep thinking in the afternoon.

The Role Of Input From Others - An Example 

A month after experimenting with the scheduling, the team decided it wasn’t working well because of conflicting time zones and opted for a different tactic: only making Monday morning free of meetings. By acknowledging the progress made by trying a new habit, the team was able to continue experimenting, instead of just reverting back to old ways.

The Input From Others Almost Always Dispels Our Biases 

Doing things that feel uncomfortable and like hard work can seem counterintuitive. But by understanding what’s going on in your brain, instead of in your gut, you can work toward accomplishing hard things and manage your fears better.

It Helps To Remember: Our Brain Often Poses As Our Gut

We are naturally inclined to do what feels good or comfortable or just “right”. Our brains tag effort as bad because it’s hard work. So, how do we do hard things when our brains are constantly telling us not to? 

Our brains are wired to conserve energy when we’re tired or stressed.

motivationandinspiration

Motivation & Inspiration

scienceandnature

Science & Nature

How to Convince Yourself to Do Hard Things

You are life but you are so covered with a cloud of thought, emotion, ideas, ideologies, philosophies, religions and prejudices that this psychological drama has hugely overshadowed the life process. And today, largely when people say “my life,” you are supposed to understand that they are talking about their job, their business, their family, their car, their wealth, their party; they are not talking about the life that they are. Only because you are a life and you are alive right now, all these accessories mean something.

What is life???

If you were very blissful and ecstatic at this moment, would you think, “What is the purpose of life?” – No. Only when in some way, life has become burdensome, these questions arise: “To be or not to be?” “Is there a good enough purpose for me to exist?” Your experience of life itself has not become grand and worthwhile enough. That is why you are trying to find a meaning. If just <a href="http://isha.sadhguru.org/blog/lifestyle/food/want-a-high-no-drinks-no-hangover-just-you/">sitting here and breathing was ecstatic</a> for you, you wouldn’t ask, “What is the purpose of life?”

What is the purpose of life???

What is the meaning of life? Sooner or later this question is bound to crop up in a thinking mind. Here is a comprehensive answer by Sadhguru that addresses the very fundamentals from which the quest for meaning arises.

The Meaning of Life

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