Is your team struggling to adapt and stay competitive in today’s fast-paced world? In this podcast, you will discover the groundbreaking concepts of science-based leadership and the role of neuroscience and behavioral science in creating high-performing teams.
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Transcript (automatically generated)
Dr Jon Finn : 0:00
Hello Habit Mechanics, Dr Jon Finn here. I hope everyone is having a fantastic week so far. Today I want to talk about science-based leadership lessons from Donald Trump and other politicians, and I just want to start by wishing former President Trump a speedy recovery. I think everyone is shocked by by what they have seen, but I’d I’ve been planning to talk about lessons we can learn from politicians for a few weeks. Um, and I know many politicians, including donald trump, are, they have have fans and they have people who are not fans. But I think we can learn lessons from people who are high profile in all walks of life, and what I think is particularly interesting about politics is it’s so. It’s so well covered, so we can often see the minutia of what’s going on in a way that we can’t see it in big companies or professional sports teams, and particularly in the UK right now we’ve got a new government and I think it’s just really interesting that we can almost see day by day what’s going on and how that team is forming.
Dr Jon Finn : 1:33
There’s a problem when it comes to helping leaders to be better, helping teams to be better, helping organizations to be better, and that is, most of the models we’re using to inform best practice in those areas are based on woo-woo. They’re based on black box theoretical models that were designed way before we could actually look inside human brains in real time. And that’s problematic because a lot of the things those models assume are not actually aligned to what drives human behaviour. They’re not aligned to the first principle operating rules of human brains. Help leaders, help teams, help team members, help organizations to take insights from cutting-edge neuroscience and behavioral science and applied psychology so that it’s a bit easier to do better every day and to create cultures that make it easier for people to be at their best.
Dr Jon Finn : 2:41
And if we want to think about high performing teams and high performing organizations, the word culture is really, really important. The origins of the word culture are from cultivate, so it’s a latin word and it literally is. You can think about a farmer cultivating their land so that they can cultivate land that makes it more fertile for crops to grow, and we’ve borrowed that language in the human performance domains. And instead of thinking about growing crops, I think organizations think about growing people. But that’s actually incorrect because it’s not people that run teams and organizations, it’s their habits. This is what we now understand, and it’s it’s why the habit mechanic, the tougher mind to take on this is different, because we think about for a long time we’ve thought about people running teams and organizations, and people are conscientious and they’re well intended and they’re logical, but actually it turns out that isn’t true.
Dr Jon Finn : 3:56
It’s not people that are running the organization, it’s habits, because most of what people think and do is driven by subconscious thinking and doing. Subconscious, in other words, subconscious behavior. And the best way to think about subconscious behavior thinking and doing it’s habits. Habits, you just automatic and semi-automatic ways of thinking and doing. So actually, what we need to do as leaders, as team members, as people that are responsible for the success of a team, is we need to think about our habits first and foremost, because if we get those right, it’s going to be easier for teams to achieve their goals and their missions. So the way I think about culture is it’s about creating conditions that make it really easy for us, individually and collectively, to cultivate more habits that make it easier for us to be healthy, happy and at our best, and we’re trying to ultimately create habits that make it easy for our teams to function really well so that they can solve problems.
Dr Jon Finn : 5:09
Teams and human teams are uniquely good at solving problems, whether that’s working out how to create a vaccine for the covid virus, working out how to integrate new ai into our teams and our organizations so it’s easier for us to be efficient and effective working out how to create fire however many years ago, that was probably a couple of hundred thousand years ago teams human teams are excellent at solving problems and the only constant we have in the world we live in is change. So in order to manage change, we need to get better at solving problems. So that’s what teams. That’s why teams are really, really important. And if we want to think about which teams, which organizations are going to win in the world that we live in, so which which types of teams are going to beat the competition, whether that’s in the health sector, or whether that’s in the financial services sector, or whichever sector you work in, it’s going to be the teams that are best at solving problems, that are best, for example, at embedding new ai tools into their day-to-day practice, so that they can do things more cost effectively and faster than their competition, and therefore they can. They can solve problems faster and more effectively than their competition for themselves, but also for their clients.
Dr Jon Finn : 6:43
So the way I think about teams teams are a vehicle for solving problems, and the better our team’s habits are, the easier it’s going to be for them to solve complex problems faster. So this is what I’m thinking about when I’m thinking about helping teams to improve their performance and helping leaders to improve the team’s performance. It’s about creating cultures that make it easier for people to build and sustain helpful habits, and this is why it’s so important to think about leadership and team performance and organisational performance through a first principle lens, that is, through a lens that considers well, how do brains actually work and what conditions do we need to create for brains to make them work really, really well? We we like to distill it into a, into five core factors. The first thing we need to get right in a culture is we need to make people feel respected, feel valued, feel trusted, and you hear a language like psychological safety, which speaks to those three points about respect, being valued, being trusted. Why is that the case? It’s because if we feel respected, valued and trusted, our brains will work well. Our prefrontal cortex, where willpower lives, will be able to work really well, and that’s key, because that’s so important for us thinking cleverly, for us getting consistently into our high-charge brain states. If we feel threatened and we feel stressed and we don’t feel respected, we don’t feel valued, we don’t trust the people we’re working with. That means it will just constantly be on fight-flight response, which means that our prefrontal cortex, the clever thinking part of our brain, part of our brain that helps us to solve complex problems, is not going to work. It’s going to be wiped out because our the limbic regions of our brain in habit, mechanic language, where our horribly unhelpful emotions live, our hue. It’s not going to work very well. So that’s the first thing that we need to do we need to make fit, we need to make people feel safe. The second thing that we need to do is we need to get people excited about and emotionally invested in the teams and organizations mission.
Dr Jon Finn : 9:21
I’m going to start to bring some examples in here. So this is why I think former president trump is really interesting. Him and his team created this slogan, which I think was make america great again, and that’s a very pithy and clever mission statement that in four or five words you can start to get people invested in a mission, in a journey and the way that we think about a team performing is it’s they’re climbing up a mountain and there are. We have a team power model, which I’m going to talk about in this uh podcast, but the top of the, or the end of the journey, or the, the most immediate end that we’re working towards, because, of course, there’s probably never an end to our work as a team, it’s the top of the mountain. That’s what we’re trying to do and that’s what the mission is. So the mission is about what does the top of the mountain look like?
Dr Jon Finn : 10:24
In the uk we have a new prime minister, kia stammer, and I think it’s quite interesting how he has set um actually a couple of different missions very early but very clearly in how he’s communicating both with the public but also with his team, and he’s talked about the overarching. The mission of the new government in the uk is to grow the economy and there are some different pillars of doing that. One is about getting the national health service working. One is about dealing with um mental health challenges and employment. One is about migration, one’s about prisons, so, but he talks about these mission boards and, uh, how he’s actually gonna start to enact each of those missions, which I think is really interesting.
Dr Jon Finn : 11:21
So we’ve got to get people’s brains working well. Then we’ve got to get people’s brains working well. Then we’ve got to get people emotionally invested in the mission of the team. Then what we need to do is we need to help people to contribute towards the team’s performance via their roles and responsibilities, and this often means that we need to well. It’s maybe often in the past. I think now it’s crucial. This means that we need to get what people are working on every day aligned with the mission. So the things they’re doing every day is going to help the team move one step closer towards a mission.
Dr Jon Finn : 12:14
And this is not just about creating, in a government sense, new legislation or signing checks or carrying out reviews of institutes. It’s about the individual’s habits in the team, because if an individual is not sleeping very well, a team member, or they’re overly stressed, or they’re not exercising properly, or they’re not eating the right types of things, their brain isn’t going to work very well. So it doesn’t matter how invested they are in the mission. It doesn’t matter, actually, how hard they try to work If their brain isn’t working to work very well. So it doesn’t matter how invested they are in the mission. It doesn’t matter, actually, how hard they try to work, if their brain isn’t working very well, they’re going to be limited in their ability to help the team achieve its goal. So we’ve got to create a culture where people feel safe, then get them to buy into the, into the mission. And then three, we’ve got to get them to align their daily activities with helping the team achieve its mission. And again, those daily activities might not just be the obvious roles and responsibilities that we see on people’s job descriptions. It’s also about them working on themselves themselves and doing their best to be at their best. And then, after that, it’s about behaving in a way that has a positive influence on other team members. So starting to become what we call a role model and a better action communicator.
Dr Jon Finn : 13:48
And then the fifth thing that we would think about in this list is we need what we might call we think of everyone as a leader in a team, because everyone has influence, and that’s all that leadership’s about. Ultimately, it’s just about influencing each other’s behavior, and we think of um, you know, if you think of someone rolling their eyes in a meeting, that’s influence. It might have a tiny negative influence If you think of someone nodding their head in a meeting, that’s influence. It might have a positive, tiny positive influence. So everyone’s influencing each other all the time. So we need to be accountable for that and working towards being a positive influence in the team, not a negative influence. And then we have senior title leaders. That job is to set the tone and to help us to keep revisiting the mission and track and monitor the progress that we’re making. We think of those as the cultural architects.
Dr Jon Finn : 14:48
So that’s a bit of an overview of how I think about creating high-performance cultures that are ultimately designed to make it easier for people to build and sustain helpful habits that allow teams to work better, so teams can be, um, fantastic at solving complex problems that move the team step by step closer to achieving their mission. All the things I’m talking about are actually, um, in all the things I just talked through there are actually in chapter 28 of the Habit Mechanic book, which you can get a free physical copy from If you just go to our website. We’ll get the book shipped out to you and you can see this all laid out with lots of fantastic diagrams, et cetera. So to make this tangible and practical, I want to talk through our five-stage team power model and I will speak to where I want to use some political examples as I go through this model. So to make it easier for teams to be high-performing, we’ve created this five-stage team power model, which use all the things I’ve been speaking about so far to inform them.
Dr Jon Finn : 16:09
The five-stage team power model is based on lots of experience we’ve had over the last 20 years of working with high-performing teams, plus all the neuroscience and behavioral science we know is key for informing humans working really well together. So the metaphor which I’ve already alluded to is a mountain. So the team power five stage team power model we’ve developed. It’s like the vision is a mountain. You’re climbing up a mountain together as a team and there are five core elements, stages, that you need to activate to get the team working really well. So I want to talk through the stage and give a couple of examples of good things that I’m seeing in the public domain and also potentially challenging behaviors that I’m seeing through the lens of political examples because, again, I think we see these things every single day in in the press, so they’re just really good um things to reflect on and to to make examples that might not feel so tangible, really tangible.
Dr Jon Finn : 17:22
So the first thing we need to do if we want to have a high performing culture, um, and create team power, the first stage is what we call me power conditioning, and this, again, it’s informed by those other five steps I was just talking through, but we’re just trying to make things a bit more practical. So me power conditioning is really about everyone, every team member, answering this very simple question how well am I doing my best to be at my best? If we and you can. You might be familiar with that question because it’s, um, it’s the first question from the daily tea plan and you can rate yourself out of 10 right now how well did you do your best to be at your best and achieve your goals yesterday? Or, if that’s too far to think back to, you could rate how well you did your best to be at your best so far today, and if you attend, it means you were perfect. If you were one, it means that you failed.
Dr Jon Finn : 19:25
If we’ve got a group of people every day that are turning up and they are working on themselves to do their best to be at their best, that is going to give our team a great chance of being successful. Why? Because those people’s brains are going to be working pretty well, and that’s the first step to having a high performing team. We need to get people’s brains working well. We need to get people’s brains working well Now.
Dr Jon Finn : 19:49
Just to give a practical example of this, it’s really interesting how the UK government, for example, has been in power just over a week now and they’ve sort of flown out of the blocks and they’re going to do this and they’re going to do that and they’re releasing this report and they’re implementing this policy. This could potentially lead to a lot of those politicians, those cabinet members, getting burnt out very quickly. So they might be able to make a great start out very quickly, so they might be able to make a great start, but actually their brains might stop functioning very well very quickly if they’re not looking after themselves, if they’re not trying to get a balance between their recharged brain state and medium charged brain state and their high charge brain state. So often at the start of a, of a mission being set out and a new team forming, we see this high energy but it can dissipate very quickly if we’re not looking after ourselves. So that language me power conditioning is very, very deliberate. It’s about me working on myself so that I can be at my best, and that’s why the first thing we do when we’re trying to help a team or helping a team to be at best is we help show people how they can be be working on themselves to become better habit mechanics so they can get their brain working really well.
Dr Jon Finn : 21:19
An organization can do a fantastic job at creating a safe culture where people feel safe, but if they’re not sleeping properly, if they’re not eating properly, if they’re not exercising properly, if they’re overly stressed by things that are going on outside of the workplace, it doesn’t really matter what the organisation is doing, because the poor brain function that individuals might be experiencing is to do with the things that they’re doing in their own lives, not to do with what is going on in the organization. And we know how increasingly connected or how increasingly, or how it’s harder to separate work and life more than ever um, you know, people are often working from home now, for example. So that’s why we have, as the first part of our five-stage team power model is me power conditioning, and I think it’s just harder than ever for people to get their brains working really well, which is why we have to be really deliberate with how we do it. And if you’re well, how do I get my brain working better? Start with something like the diet, exercise and sleep swap plan that we unpack in chapter 19 of the Habit Mechanic book.
Dr Jon Finn : 22:40
The second step on the model and we actually just added another metaphor here which I hope is helpful is we actually think about people team members going up the mountain on snowmobiles To add a sort of 21st century 24-hop twist onto this, and it’s a bit like the snowmobile. The snowmobiles are there for a couple of reasons. One is the conditions on the mountain are difficult and they’re changing all the time. But actually the other reason we’ve got the snowmobile is because technology is playing a bigger and bigger role in helping and supporting us to do our jobs every single day, especially with the emergence of ai and generative ai. So it’s like we’ve all got this, this, uh, this technological companion that we can if we learn how to use it properly, we can, we can use to help us to um, supercharge our ability to be at our best, but also our ability to help the team to be at its best. So really, the me power conditioning piece, if you want to think about that, painting that picture in your mind’s eye. It’s like learning how to um use your snowmobile so that it’s really so, that you know you can really bring your best self to the team and the culture every single day. Um, we know that some of the new ai apps that are coming out there can save us an awful lot of time if we learn how to use them properly. Um, we’ve got the mechanic university app, which, which is almost like part of the snowmobile dashboard, to help you to keep watching yourself and monitoring yourself and working on those new habits. So the snowmobile example is there for that reason.
Dr Jon Finn : 24:50
The conditions are changing all the time on the mountain. We increasingly have technology that we can use to help us to be at our best individual and collectively. And also, thirdly, we’re working away from each other more often than not, so we’re not in the same physical place. So an old metaphor that we used to use I say we, I mean the sort of broader leadership team development piece was people are on the bus and it was about getting the right people on the bus. And for me, that metaphor is problematic in the modern world because we metaphor is problematic in the modern world because, um, we, the.
Dr Jon Finn : 25:34
The bus metaphor assumes that we know where we’re going, and I don’t think we do necessarily anymore. I think that the, the conditions are just changing all the time, so there isn’t a clear map of what the journey looks like. Yeah, we can know where we’d like to end up, but the things we might need to do to get there are not always that clear. And then, secondly, I think the bus metaphor is a bit passive. It sort of assumes that there’s a dominant leader at the front driving the bus and everybody else is passengers, whereas, I said previously, everyone has influence and therefore we can all we only take responsibility for that.
Dr Jon Finn : 26:17
So I like, or we like, the, the snowmobile metaphor because it it puts the emphasis not only on the team but also on the individual. And, as I’m talking about, on this first stage of the mountain, if we want to do our best, if we want to have a high-performing team, the first thing we need to get right is the me power conditioning. So we need to make sure that we are working on ourself. So that’s step one. And it’s more difficult to do that than ever before. And I think, as I said, just with this sort of longitudinal, real-time data that we’re seeing from the UK government as they’re set off on this new journey, it’ll be quite interesting to see how they’re able to sort of pace themselves and sort of continue the momentum.
Dr Jon Finn : 27:14
Stage two, then, is what we call the the group climbing review. So before we set off on our snowmobiles up the mountain, we need to work out well, what does the journey look like, what’s the end point, what’s the mission, what is the strategy, what are my roles and responsibilities in helping the team achieve its goals? And again, I mentioned Donald Trump talking about make America great. Again, I think that’s a clearly it was a very compelling vision for a lot of people. Keir Stammer is doing something, probably not quite as punchy, but he’s talking about mission and mission boards, not in the sense of a board you put on a wall, but like a group of people being responsible for something like a board of directors, for example. People have been responsible for something like a board of directors, for example, and um so separating his growth mission into multiple strands and I’m not political, I’m just observing, you know what what people are doing in the public domain.
Dr Jon Finn : 28:21
That, I think, is interesting, but the key is is to get people to buy into that, and the challenge now for someone like kia stammer, who’s just got into power, is that he’s gonna. You know, not everybody can have a ministerial job, not everybody can have an important job. So already you’re starting to lose some people because they don’t feel like they are being valued and respected and they might start to lose trust in the leader. So all of a sudden it’s okay to be mapping out what you want it to look like, but when it becomes into real life you’re gonna annoy some people because people want to be involved. So it’s how do you balance that out and how do you create an understanding in the team environment that everybody’s key to the success here and everybody’s important? It’s a bit like in professional sport where we’re going to ultimately have substitutes that everybody can be starting in the starting 11 or the starting 15 or 13, whatever sport you play. And that’s been the power of some really successful sports coaches, like Sir Clive Woodward that I talk a lot about in chapter 32 of the Habit Mechanic book creating a culture where it’s about, where everyone recognizes that, even if they don’t’t have the equivalent of a ministerial role or a named title, that they are still really important for mission success.
Dr Jon Finn : 29:59
So we’ve got stage one is me, power conditioning. We’ve got stage two training, a community base camp. And in stage two I don’t want to throw too many frameworks and models at you in this short pod, but in stage two, this is driven by what we call the cultural architect, and chapter 32 of the Havoc Mechanic is all about the cultural architect, and that’s the role that Trump is playing with setting out that vision. That’s the role Keir Stammer is playing. We’re setting out that vision. That’s a real uh steer camp, uh, care. Stammer is playing um with the mission boards that he’s talking about. Stage three, then. So we’re now setting off, we’re going up the mountain, we’re on our snowmobiles and we call this group climbing support. So we this is how we communicate with each other as we’re going up the mountain, both by what we say to each other, but also by what we do.
Dr Jon Finn : 31:07
And what’s really interesting right now, going back to a political example, is that the other, the second largest party in the UK currently, is the Conservative Party, and it’s quite interesting now that. So they’re having a reset, but there’s some quite or one particular public spat going on between two of the senior leaders of that party who I think some minutes were leaked from a meeting and it’s gone into a bit of a public spat. That is the opposite of what we need to be doing with group climbing support. That is the opposite of what we need to be doing with group climbing support. We need to be continuing that theme of respect, trust I value you, you know psychological safety and get people’s brains working really well and focus on the mission. So that’s a good example. In politics right now that is sort of anti-group climbing support. It’s not supporting each other, it’s making it more difficult for the team to achieve its goals.
Dr Jon Finn : 32:23
Step four, then, is what we call campfire discussions, and you can see this framework in chapter 28 of the Habit Mechanic. But campfire discussion is the acknowledgement that, increasingly so more than ever in, I think, the period of human history, whatever our roles and responsibilities are, whatever we need to do to be at our best, to do our best to be at our best and be excellent at our job, we’ve got to keep upskilling ourselves, whether that’s learning how to get better at managing stress, or being focused and productive, or becoming a better leader, because the world’s changing all the time. The whether that’s learning how to use the latest ai tool so that, instead of it taking us an hour to do that one task, it only takes us 15 minutes. We’ve got to keep working on ourselves. So the campfire discussion is all about coaching, one-to-one coaching. Sometimes that’s done peer-to-peer, but sometimes organisations, they’re bringing tougher minds, for example, to facilitate expert coaching. We know that minds, for example, to facilitate expert coaching.
Dr Jon Finn : 33:34
We know that, for example, that cbt cognitive behavioral therapy is flawed because it’s based on outdated black box thinking, nothing to do with the fantastic scientists that have originally worked on that in the 1950s, nothing to do practitioners that are delivering it. But the models are fundamentally flawed. So that’s why we created habit mechanic coaching using our proprietary first principle, um behavioral science models. So we create, we’ve created a coaching approach which is about helping people to make change, to build new habits, not just to know what they need to do, which is the flaw with CBT, which I talked about in the last Habit Mechanic podcast. So we’ve got to make sure that the support we’re giving people actually is helpful, and I think that’s really problematic at the moment because we think that by providing provisions like CBT, that that is going to help people to do better, but increasingly we see that it doesn’t. So a recent meta-analysis showing that, I think, out of about 60,000 people, only 58% actually benefited from CBT, actually benefited from cbt.
Dr Jon Finn : 34:59
So so, yeah, you know, coaching culture is a word that I hear a lot. I’m not sure it always is doing what it’s meant to do, but we certainly need to consider how do we keep up helping our people to upskill themselves so that they can continue to be habit mechanics and continue to keep doing their best to be at their best and building more super habits and destroying more destructive habits? And I think that’s a real, real challenge. Going back to the current and then the new uk government is that you know, a lot of the people working in the ministerial roles, the senior roles, have never done it before, so they’re going to have to keep learning and growing. What we also know is that learning and growing the feeling of doing that is fundamental to feeling healthy and happy and feeling good about ourselves. So it’s so, so, so important that we deliberately build that in. That’s why we’re now offering, not only to our corporate clients but to everybody, one-to-one coaching, one-to-one habit mechanic coaching. So if you’re interested in that, that, you can actually book a free, free session so we can show you exactly why our approach is different to the the standard approaches that that are, that are out there.
Dr Jon Finn : 36:25
Step five so just to recap the steps, we’ve got me power conditioning, we’ve got community-based camp, we’ve got a group climbing support, we’ve got campfire discussions. And step five, in the team power model, is what we call the group climbing review. This is the acknowledgement that the vuca world, the post-pandemic world that we’re living in, is changing faster than ever before and therefore we need to very deliberately stop and step back and reflect, not individually but collectively. So we’ve got to park up those um snowmobiles and we gotta sit down and we gotta think together okay, how is this going, um? And it was quite encouraging that kia stammer he talked about that, that that’s why he set up these boards, these, uh, these groups, if you feel like probably a better term the way he’s going to periodically he’s going to be responsible. He’s going to periodically keep. He’s going to be responsible. He’s going to periodically keep checking in to see the progress across the main areas that he wants to work on. So I think that’s quite reassuring for me that he’s thinking about his mission, or the mission that he’s setting out for the country.
Dr Jon Finn : 37:49
In those terms, it might sound really obvious, the mission that he’s setting out for the country. In those terms, it might sound really obvious. But more people are criticising each other behind each other’s back and saying why things don’t work than deliberately getting together to have those open discussions about what is working and what isn’t. So yeah, they’re the five stages. You can measure yourself against those stages. They’re ultimately all underpinned by habits and each stage is very specifically connected to our four-part team power leadership model, which is we have the role model, we have the cultural architect, we have the action communicator and we have the swap coach. I won’t go to us today, but I hope that’s got you thinking about what we can learn from the people that we’re seeing in the news every day, whether that’s people like former President Trump or Keir Starmer in the UK government and it’s got you thinking about yourself as a leader. How is your team performing? It’s got you thinking about how you understand culture, leadership, team performance.
Dr Jon Finn : 39:01
We don’t just talk about this on podcasts. We work in real time with teams. We have a team power programme. We have leadership development training that we run. We have leadership coaching programmes we run. We have leadership coaching programs. So if you want to work with us on any of this stuff and really let us help you to create cultures where it’s easier for your team members to thrive, then just contact us and we can talk you through them. We create bespoke programs for all of our clients and very quickly you can start to embed this thinking across the team and it’s so, so powerful, not just for business performance, also for team performance, but also for people’s lives. They just feel better and they are far more fulfilled with their work. They’re far more empowered at work. And you know we hear a lot about the need to do these things, but how we actually go about doing it is often fundamentally flawed, because it’s just based on theoretical models that we designed way before we understood how brains actually work. And the difference with our approach is that we are taking insights from cutting edge neuroscience, behavioral science and applied psychology to make it easier for teams to thrive.
Dr Jon Finn : 40:22
That’s all from me. We’re going to have more of these. The psychology of pods. I hope that’s been insightful. I’ve gone on a bit longer than I wanted to, but I’m just really passionate about this area.
Dr Jon Finn : 40:33
Again, if you found this interesting. You can go to, you can get a free copy of that mechanic book free physical copy, um, which people call the manual for life, the toolkit for success. Get it from our website. It’s free, plus shipping, um, and we’ll get it out to you and you can actually see this in your hand and you can start to annotate these things up. And, yeah, if you’re interested in coaching or leadership development or you want us to come and work with your teams, get in contact and we will, um, we’ll have a chat and see how we can help you remember wherever you are at right now, personally or whether your team’s at right now. Habits are very, very powerful. When you start to work on destroying your destructive habits and building new super habits, you learn very quickly that you’re only ever one habit away from being significantly healthier, happier or higher performing.
