Game Changers - Dave Asprey

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      Law 1: Use the Power of No

      You have twenty-four hours in a day. You can choose to spend those hours creating things you truly care about, dealing with insignificant matters, or struggling to prove your worth by doing the things that are hardest for you. Master the art of doing what matters most to you—the things that create energy, passion, and quality of life with the lowest investment of energy. Say “no” more often. Make fewer decisions so you have more power for your mission.

      Long before I interviewed him, Stewart Friedman was my professor at the University of Pennsylvania Wharton School of Business. He rocked my world by showing me that I was investing my energy in all the wrong places. In addition to being a professor of leadership, Stewart was one of the top one hundred senior executives at Ford Motor Company, responsible for leadership development across the entire company. He also created the Total Leadership Program, which develops top leaders by teaching them how to balance work and life, because he proved that leaders without balance make crappy leaders. Working Mother named Friedman one of America’s twenty-five most influential men to have made things better for working parents, and his widely cited publications and internationally recognized expertise led Thinkers50 to select him as one of the world’s top fifty leadership and management thinkers. There is no doubt that he has changed the game for how tens of thousands of people, including me, work and live every day, both with his teaching and his book Leading the Life You Want: Skills for Integrating Work and Life.

      In our conversation, Stew explained that when he examined the lives of successful people, he found that at very high levels of performance, they all demonstrated the importance of one key concept: being aware and honest about what was most important to them. It’s a simple concept, but it is often a tough one to execute. Stewart says that in the business of everyday life, most of us don’t take the time to ask ourselves what we really stand for. This makes it difficult to make decisions that are in line with our goals with any kind of clarity. Knowing what matters to you brings clarity to your decision making and enables you to then do the really important work of saying no to many (maybe even most) things and focusing your attention and energy exclusively on the things that matter most to you.

      To gain clarity about your values, Stew recommends thinking about the year 2039, twenty years from when you may be reading this book. What will a day in your life be like in 2039? Whom will you be with? What will you be doing? What impact will you be having? Write all of that down. Keep in mind that you are creating not a contract or an action plan but a compelling image of an achievable future that serves as a window into your true values. Once you have this information, it will be easy to decide where to invest your energy instead of allowing others to focus your priorities for you or getting distracted with drudgery.

      Once you know what matters most to you, Stewart says, the second step is to determine who matters most to you. This is a challenging question for anyone, but Stew suggests that real leaders take the time to ask themselves, “Who matters to me, what do those people want from me, and what do I want from them?” Think about the people in your life who have been influential in shaping your worldview. They should be on the list.

      I learned a lot from my time with Stew, and in fact, he made me aware of some uncomfortable truths about where I was spending my energy. One of my core values, I realized, is continual self-improvement, but I had set that aside to focus on my career. So I made a decision to do something every day that makes me better. This small commitment helps me invest my time and energy wisely and focus on ways to continually grow and challenge myself.

      In order to get better at this, I sought out someone who lives and breathes self-improvement: Tony Stubblebine. Tony is on a mission to make coaching the fastest path to self-improvement in every field, from business to education to fitness. He is the CEO and founder of Coach.me, a company based on the idea that positive reinforcement and community support work in tandem to help people achieve their goals.

      Tony sets a decision budget for himself every day. He allows himself only a certain number of decisions, whether they are big or small, and then he “spends” them throughout the day. For this reason, the actions he takes in the morning will largely determine how efficiently he spends the rest of the day. If he wastes a lot of decisions in the morning, he is left avoiding even the simplest of decisions for the rest of the day in order to stay “on budget.”

      He didn’t start out that way, though. He used to check his phone and social media accounts as soon as he woke up each day. Sound familiar? From the moment his alarm went off, his head was filled with all the things he felt he needed to do and people he “had to” respond to. Every subsequent step required him to make a decision. Which email should he respond to first? Should he say yes to that opportunity? Should he “like” someone’s post? Should he check out the link a friend sent him? He found that those decisions were wearing down his budget before he even started on the really important tasks he wanted to get to that day.

      Over time, Tony learned that as a CEO, his most important daily habits were his decision-making habits, particularly when it came to which opportunities he was going to say yes or no to. And since he began to deplete his decision budget so early in the day, he felt he wasn’t able to make the most effective decisions for his company.

      This realization led him to set healthier decision-making habits for himself. Now he prioritizes starting his day with a clear mind. He meditates as soon as he wakes up and then writes down his to-do list. To prioritize this list, he asks himself which of the tasks have the potential to significantly change the outcome of his mission. After practicing this habit for a while, he began to realize that many of the items on his to-do lists weren’t really critical.

      The more clarity he gained about his priorities and which tasks would move the needle in the right direction, the more he found he was able to make quick but informed decisions. Eventually he grew so clear on what was important to him and his company that when opportunities arose it was easy for him to say yes or no without having to negotiate an answer or waste time making a decision. If an opportunity was not going to change the outcome, an automatic no was his habitual response.

      This isn’t always easy, which is why it’s a good idea to work with a coach to help you figure out what habits are hindering you. I hired Jeff Spencer, who cut his teeth as the lead performance coach for top Tour de France teams—including the winners—nine years in a row before turning to coaching entrepreneurs. A good coach will help you see where you’re wasting energy in your life without knowing it, predict where you’re going to waste energy next as you scale, and hold you accountable for changing it. Jeff made such an impact on me that I interviewed him on Bulletproof Radio, too!

      Tony’s solution of creating a decision budget mirrors the findings of one of my favorite studies of all time. In 2010, researchers in Israel studied how judges make decisions about whether or not convicted criminals are approved for parole.1 After examining more than a thousand parole hearings over the course of ten months, they uncovered a fascinating and very strong connection between the decisions and the time of day they were issued: If a hearing was held early in the day, the judge gave a favorable ruling about 65 percent of the time. But as the day went on, the likelihood of a favorable ruling steadily declined all the way to zero after a noticeable bump back up to 65 percent right after lunch. This trend was consistent across many variables, including the type of crime committed, the criminal’s education, and his or her behavior while in prison.

      So what was going on with those judges? It turns out that making all of those decisions about whether or not criminals should be granted parole was using up their decision-making budget, also known as willpower. Willpower seems like an abstract concept. Some of us have a lot of willpower and others don’t, right? Wrong! In reality, willpower is like a muscle. You can exercise it to make it stronger, and it gets fatigued when it’s worked too much. When your willpower muscle is fatigued, you start making bad decisions. And you do it without noticing.

      The idea of a “willpower muscle” is partly based on our understanding of the anterior cingulate cortex (ACC), a little C-shaped part of your brain right by your temple. Scientists believe that the ACC is the seat of willpower. Think of your ACC as maintaining an energetic bank account. When you

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