DAVID INSIGHT 006 · BEHAVIOUR & INCENTIVES
DAVID INSIGHT 006 · BEHAVIOUR & INCENTIVES
DAVID INSIGHT 006 · BEHAVIOUR & INCENTIVES
When success changes the mission.
When success changes the mission.
When success changes the mission.
Getting what we want can leave us with less freedom than we expect.
Getting what we want can leave us with less freedom than we expect.
Getting what we want can leave us with less freedom than we expect.
THE APPEAL OF HAVING ARRIVED
THE APPEAL OF HAVING ARRIVED
THE APPEAL OF HAVING ARRIVED
It makes us feel like the real thing.
It makes us feel like the real thing.
It makes us feel like the real thing.
The title. The bigger home. The impressive offices.
The title. The bigger home. The impressive offices.
The title. The bigger home. The impressive offices.
Research on symbolic self-completion suggests that recognised markers can help us establish an identity, especially when we feel that identity is incomplete.1
Research on symbolic self-completion suggests that recognised markers can help us establish an identity, especially when we feel that identity is incomplete.1
Research on symbolic self-completion suggests that recognised markers can help us establish an identity, especially when we feel that identity is incomplete.1
They can be useful. But they also bring commitments that outlast the feeling of having arrived.
They can be useful. But they also bring commitments that outlast the feeling of having arrived.
They can be useful. But they also bring commitments that outlast the feeling of having arrived.
WHAT COMES WITH THE SYMBOL
WHAT COMES WITH THE SYMBOL
WHAT COMES WITH THE SYMBOL
The cost is more than money.
The cost is more than money.
The cost is more than money.
The promotion brings people to manage. The bigger home needs more maintenance. The offices bring another year of rent to cover before any work is won.
The promotion brings people to manage. The bigger home needs more maintenance. The offices bring another year of rent to cover before any work is won.
The promotion brings people to manage. The bigger home needs more maintenance. The offices bring another year of rent to cover before any work is won.
Each commitment claims attention. Meeting the obligations can start to dictate which work we accept, what we can refuse and how far we compromise on quality.
Each commitment claims attention. Meeting the obligations can start to dictate which work we accept, what we can refuse and how far we compromise on quality.
Each commitment claims attention. Meeting the obligations can start to dictate which work we accept, what we can refuse and how far we compromise on quality.
We start organising our lives around what we acquired, rather than the life we wanted.
We start organising our lives around what we acquired, rather than the life we wanted.
We start organising our lives around what we acquired, rather than the life we wanted.
CAREERS
CAREERS
CAREERS
Moving up can mean moving away.
Moving up can mean moving away.
Moving up can mean moving away.
The Peter Principle suggests that people keep being promoted for success until they reach a job they cannot do well. Then the promotions stop.2
The Peter Principle suggests that people keep being promoted for success until they reach a job they cannot do well. Then the promotions stop.2
The Peter Principle suggests that people keep being promoted for success until they reach a job they cannot do well. Then the promotions stop.2
It began as satire. But research across 214 firms later found a related mismatch: sales success strongly influenced promotion, even when other characteristics better predicted managerial performance.3
It began as satire. But research across 214 firms later found a related mismatch: sales success strongly influenced promotion, even when other characteristics better predicted managerial performance.3
It began as satire. But research across 214 firms later found a related mismatch: sales success strongly influenced promotion, even when other characteristics better predicted managerial performance.3
Advancement can move us away from the work we do best.
Advancement can move us away from the work we do best.
Advancement can move us away from the work we do best.
WHEN OBLIGATIONS ACCUMULATE
WHEN OBLIGATIONS ACCUMULATE
WHEN OBLIGATIONS ACCUMULATE
The means can become the end.
The means can become the end.
The means can become the end.
Sociologist Robert Merton described a danger in bureaucracy: following rules can become the goal, even when it obstructs the service those rules were meant to support.4
Sociologist Robert Merton described a danger in bureaucracy: following rules can become the goal, even when it obstructs the service those rules were meant to support.4
Sociologist Robert Merton described a danger in bureaucracy: following rules can become the goal, even when it obstructs the service those rules were meant to support.4
Eventually, maintaining what we built can become the mission.
Eventually, maintaining what we built can become the mission.
Eventually, maintaining what we built can become the mission.
THE QUESTION FOR MARKETING
THE QUESTION FOR MARKETING
THE QUESTION FOR MARKETING
Rebuild the plan around the problem.
Rebuild the plan around the problem.
Rebuild the plan around the problem.
Take a pharma team investing in a flagship congress presence: the stand can enable valuable conversations. It will also create a budget, a production schedule and an expectation of returning.
Take a pharma team investing in a flagship congress presence: the stand can enable valuable conversations. It will also create a budget, a production schedule and an expectation of returning.
Take a pharma team investing in a flagship congress presence: the stand can enable valuable conversations. It will also create a budget, a production schedule and an expectation of returning.
Next year’s brief may start with delivering it again. The solution is fitted around the commitment.
Next year’s brief may start with delivering it again. The solution is fitted around the commitment.
Next year’s brief may start with delivering it again. The solution is fitted around the commitment.
Start with the problem, then decide what deserves to come back.
Start with the problem, then decide what deserves to come back.
Start with the problem, then decide what deserves to come back.
A DIFFERENT WAY TO IMPROVE
A DIFFERENT WAY TO IMPROVE
A DIFFERENT WAY TO IMPROVE
What should we lose?
What should we lose?
What should we lose?
Strategy is sacrifice ↗ asks what we are willing to lose. Here, start with the obligations we have stopped questioning.
Strategy is sacrifice ↗ asks what we are willing to lose. Here, start with the obligations we have stopped questioning.
Strategy is sacrifice ↗ asks what we are willing to lose. Here, start with the obligations we have stopped questioning.
Across eight experiments, people were more likely to overlook useful subtractive changes when they were not prompted to consider removing something.5
Across eight experiments, people were more likely to overlook useful subtractive changes when they were not prompted to consider removing something.5
Across eight experiments, people were more likely to overlook useful subtractive changes when they were not prompted to consider removing something.5
“Perfection is achieved not when there is nothing more to add, but when there is nothing left to take away.”6
“Perfection is achieved not when there is nothing more to add, but when there is nothing left to take away.”6
“Perfection is achieved not when there is nothing more to add, but when there is nothing left to take away.”6
Antoine de Saint-Exupéry · Terre des hommes (1939), translated from French.
Antoine de Saint-Exupéry · Terre des hommes (1939), translated from French.
BEFORE YOU REPEAT THE PLAN
BEFORE YOU REPEAT THE PLAN
BEFORE YOU REPEAT THE PLAN
Would we choose it today?
Would we choose it today?
Would we choose it today?
Take one recurring commitment. The bigger the better. Compare keeping it with simplifying, replacing or stopping it.
Take one recurring commitment. The bigger the better. Compare keeping it with simplifying, replacing or stopping it.
Take one recurring commitment. The bigger the better. Compare keeping it with simplifying, replacing or stopping it.
01
01
01
Show the benefit.
Show the benefit.
Show the benefit.
Name the customer or business outcome it serves, and the evidence that it contributes.
Name the customer or business outcome it serves, and the evidence that it contributes.
Name the customer or business outcome it serves, and the evidence that it contributes.
02
02
02
Compare the full cost.
Compare the full cost.
Compare the full cost.
Include money, time, attention and compromises in quality. Could another option serve the same purpose with fewer obligations?
Include money, time, attention and compromises in quality. Could another option serve the same purpose with fewer obligations?
Include money, time, attention and compromises in quality. Could another option serve the same purpose with fewer obligations?
03
03
03
Decide whether to renew it.
Decide whether to renew it.
Decide whether to renew it.
Try it now with something you think is too important to lose. You may be surprised by the options it gives you.
Try it now with something you think is too important to lose. You may be surprised by the options it gives you.
Try it now with something you think is too important to lose. You may be surprised by the options it gives you.
YOUR KEY QUESTION
YOUR KEY QUESTION
YOUR KEY QUESTION
How will this limit us?
How will this limit us?
How will this limit us?
Every commitment spends some freedom.
Every commitment spends some freedom.
Every commitment spends some freedom.
Freedom gives us room to use our judgement, do better work and change direction.
Freedom gives us room to use our judgement, do better work and change direction.
Freedom gives us room to use our judgement, do better work and change direction.
Make sure what each commitment enables is worth what it prevents.
Make sure what each commitment enables is worth what it prevents.
Make sure what each commitment enables is worth what it prevents.