Lessons Learned from Scott Adams’ “How to Fail at Almost Everything and Still Win Big”

Last week I had a lovely time reading “How to Fail at Almost Everything and Still Win Big” by cartoonist Scott Adams. His views on success and happiness, and his formula for increasing the odds of success through failures are intriguing, based on his life experiences. He shares ideas about goals and systems, skills, happiness, priorities, and personal energy, which provides a guide for living well. Some of those ideas are ones I already exercise, while others have provided answers to goals that have failed me in the past as well as reasons to why I’ve acted a certain way before. It’s refreshing to learn something new about existing patterns of behavior.

Here are some favorite quotes from the book:

  • A goal is a specific objective that you either achieve or don’t sometime in the future. A system is something you do on a regular basis that increases your odds of happiness in the long run. If you do something every day, it’s a system. If you’re waiting to achieve it someday in the future, it’s a goal. Goal-oriented people exist in a state of continuous pre-success failure at best, and permanent failure at worst if things never work out. Systems people succeed every time they apply their systems, in the sense that they did what they intended to do. The goals people are fighting the feeling of discouragement at each turn. The systems people are feeling good every time they apply their system. That’s a big difference in terms of maintaining your personal energy. Goals only make sense if you also have a system that moves you in the right direction.
  • One of the most important tricks for maximizing your productivity involves matching your mental state to the task. For example, when I first wake up, my brain is relaxed and creative. The thought of writing a comic is fun, and it’s relatively easy because my brain is in exactly the right mode for that task. I know from experience that trying to be creative in the mid-afternoon is a waste of time. By 2:00 PM all I can do is regurgitate the ideas I’ve seen elsewhere. At 6:00 AM I’m a creator, and by 2:00 PM I’m a copier.
  • The way I approach the problem of multiple priorities is by focusing on just one main metric: my energy. I make choices that maximize my personal energy because that makes it easier to manage all of the other priorities. Maximizing my personal energy means eating right, exercising, avoiding unnecessary stress, getting enough sleep, and all of the obvious steps. But it also means having something in my life that makes me excited to wake up.
  • It’s useful to think of your priorities in terms of concentric circles, like an archery target. In the center is your highest priority: you. If you ruin yourself, you won’t be able to work on any other  priorities. So taking care of your own health is job one. The next ring – and your second-biggest priority is economics. That includes your job, your investments, and even your house. You might wince at the fact that I put economics ahead of your family, your friends, and the rest of the world, but there’s a reason. If you don’t get your personal financial engine working right, you place a burden on everyone from your family to the country. Once you are both healthy and financially sound, it’s time for the third ring: family, friends, and lovers. Good health and sufficient money are necessary for a base level of happiness, but you need to be right with your family, friends, and romantic partners to truly enjoy life.
  • There’s a formula for success. You can manipulate your odds of success by how you choose to fill out the variables in the formula. The formula, roughly speaking, is that every skill you acquire doubles your odds of success. Good + Good > Excellent. If you think extraordinary talent and a maniacal pursuit of excellence are necessary for success, I say that’s just one approach, and probably the hardest. When it comes to skills, quantity often beats quality.
  • I find it helpful to see the world as a slot machine that doesn’t ask you to put money in. All it asks is your time, focus, and energy to pull the handle over and over. A normal slot machine that requires money will bankrupt any player in the long run. But the machine that has rare yet certain payoffs, and asks for no money up front, is a guaranteed winner if you have what it takes yo keep yanking until you get lucky. In that environment, you can fail 99% of the time, while knowing success is guaranteed. All you need to do is stay in the game long enough.
  • The single biggest trick for manipulating your happiness chemistry is being able to do what you want, when you want. I’m contrasting that with the more common situation, in which you might be able to do all the things you want, but you can’t often do them when you want. The timing of things can be more important than the intrinsic value of the things. It’s hard to become rich enough to buy your own private island, but, relatively speaking, it’s easier to find a job with flexible hours. A person with a flexible schedule and average resources will be happier than a rich person who has everything except a flexible schedule. Step one in your search for happiness is to continually work toward having control of your schedule.
  • No one wants to believe that the formula for happiness is as simple as daydreaming, controlling your schedule, napping, eating right, and being active every day. You’d feel like an idiot for suffering so many unhappy days while not knowing the cure was so accessible.
  • The happiness formula:
    • Eat right
    • Exercise
    • Get enough sleep
    • Imagine an incredible future (even if you don’t believe it)
    • Work toward a flexible schedule
    • Do things you can steadily improve at
    • Help others (if you’ve already helped yourself)
    • Reduce daily decisions to routine
  • Always remember that failure is your friend. It is the raw material of success. Invite it in. Learn from it. And don’t let it leave until you pick its pocket.
Advertisements

The Harajuku Moment

On a chapter from Timothy Ferriss‘s book titled “The 4-Hour Body“, he talks about something significant called the Harajuku moment, described as:

.. an epiphany that turns a nice-to-have into a must-have.

The expression actually came from a realization Chad Fowler (programmer, writer, co-organizer of RubyConf and RailsConf) had in Harajuku with friends some time in the past, while window shopping and lamenting how unfashionable he was. He noticed the tone of helplessness in his own words as he talked about his obesity, and felt angry at himself for being an idiot who went with the flow, making excuses, for many years.

After that defining moment, he turned things around and lost nearly a 100 pounds.

Two years in a row of annual physical exams (2015-2016), I was told that I have hypertension. The previous years I also felt that I tire quickly, becoming more so as the days went by. I’m just over 30, skinny, and believed that I should still be in my prime but was not. I wondered why things turned out the way they did, and eventually recognized that existing habits did not help me become the healthy person I thought I was.

I’m now performing weight-lifts and body-weight exercises 4 times a week, and is in my best shape in the past 10 years or so. What’s interesting is that making the change was actually fun and somewhat easy, very unlike the grueling and exasperating experience I initially thought it would be. I plan to keep things up, gaining as much strength as I can and keeping body fat percentage minimal.

What the Harajuku moment tells us is that, often, on most days, we have insufficient reason to take action. We only have nice-to-haves. We tell ourselves it would be nice to get fit, go on a date with that someone we really like, have a well refactored code, travel internationally, or learn a new skill. But the nice-to-haves do not give us enough pain to move forward. That’s why we sometimes feel we’re stuck in a rut.

Our nice-to-haves must first turn to must-haves before we can take advice and act.

Favorite Talks from Agile Testing Days 2017

There are two things that’s wonderful from last year’s Agile Testing Days conference talks: content focusing on other valuable stuff for testers and teams (not automation), and having as many women speakers as there are men. I hope they continue on with that trend.

Here’s a list of my favourite talks from said conference (enjoy!):

  • How To Tell People They Failed and Make Them Feel Great (by Liz Keogh, about Cynefin, our innate dislike of uncertainty and love of making things predictable, putting safety nets and allowing for failure, learning reviews, letting people change themselves, building robust probes, and making it a habit to come from a place of care)
  • Pivotal Moments (by Janet Gregory, on living in a dairy farm, volunteering, traveling, toastmasters, Lisa Crispin, Mary Poppindieck and going on adventures, sharing failures and taking help, and reflecting on pivotal moments)
  • Owning Our Narrative (by Angie Jones, on the history of the music industry so far, the changes in environment, tools, and business models musicians have had to go through so survive, and embracing changes and finding ways to fulfil our roles as software testers)
  • Learning Through Osmosis (by Maaret Pyhäjärvi, on mob programming and osmosis,  creating safe spaces to facilitate learning, and the power of changing some of our beliefs and behaviour)
  • There and Back Again: A Hobbit’s/Developer’s/Tester’s Journey (by Pete Walen, on how software was built in the old days, how testing and programming broke up into silos, and a challenge for both parties to go back at excelling at each other’s skills and teaming up
  • 10 Behaviours of Effective Agile Teams (by Rob Lambert, about shipping software and customer service, becoming a more effective employee, behaviours, and communicating well)

Takeaways from Dale Carnegie’s “How To Win Friends and Influence People”

Dale Carnegie’s “How to Win Friends and Influence People” is a classic, and I did not understand what that meant until now, after reading the book. It has survived the test of time, and the lessons in it still applies to all of us today. It really is a treasure trove of actionable advice about forging friendships and leading people, and I’ve come to see why some of my way of doing things have worked for me all this time. Better, I’ve found places where I could use more practice and improve.

Here are some favourite lines from the book:

  • Let’s realise that criticisms are like homing pigeons. They always return home. Let’s realise that the person we are going to correct and condemn will probably justify himself or herself, and condemn us in return.
  • There is only one way under high heaven to get anybody to do anything. And that us by making the other person want to do it. The only way I can get you to do anything is giving you what you want.
  • We nourish the bodies of our children and friends and employees, but how seldom do we nourish their self-esteem? We provide them with roast beef and tomatoes to build energy, but we neglect to give them kind words of appreciation that would sing in their memories for years like the music of the morning stars.
  • If there is any secret to success, it likes in the ability to get the other person’s point of view and see things from that person’s angle as well as your own.
  • Keep in your mind on the great and splendid things you would like to do, and then, as the days go gliding away, you will find yourself unconsciously seizing upon the opportunities that are required for the fulfilment of your desire. Picture in your mind the able, earnest, useful person you desire to be, and the thought you hold is hourly transforming you into that particular individual.
  • He had wanted merely a friendly, sympathetic listener to whom he could unburden himself. That’s what we all want when we are in trouble. That is frequently all the irritated customer wants, and the dissatisfied employee or the hurt friend.
  • So if you aspire to be a good conversationalist, be an attentive listener. To be interesting, be interested. Ask questions that other persons will enjoy answering. Encourage them to talk about themselves and their accomplishments. Remember that the people you are talking to are a hundred times more interested in themselves and their wants and problems than they are in you and your problems.
  • Anyone who takes the time to disagree with you is interested in the same things you are. Think of them as people who really want to help you, and you may turn your opponents to friends.
  • You can tell people they are wrong by a look or an intonation or a gesture just as eloquently as you can in words – and if you tell them they are wrong, do you make them want to agree with you? Never! For you have struck a direct blow at their intelligence, judgment, pride, and self-respect. That will make them want to strike back. But it will never make them want to change their minds. You may then hurl at them all the logic of a Plato or an Immanuel Kant, but you will not alter their opinions, for you have hurt their feelings.
  • If you are going to prove anything, don’t let anybody know it. Do it so subtly, so adroitly, that no one will feel that you are doing it. You cannot teach a man anything; you can only help him to find it within himself.
  • I am convinced now that nothing good is accomplished and a lot of damage can be done if you tell a person straight out that he or she is wrong. You only succeed in stripping that person of self-dignity and making yourself an unwelcome part of any discussion.
  • If a man’s heart is rankling with discord and ill feeling toward you, you can’t win him to your way of thinking with all the logic in Christendom. Scolding parents and domineering bosses and husbands and nagging wives ought to realize that people don’t want to change their minds. They can’t be forced or driven to agree with you or me. But they may be possibly led to, if we are gentle and friendly, ever so gentle and ever so friendly.
  • No one likes to feel that he or she is being sold something or told to do a thing. We much prefer to feel that we are buying of our own accord or acting on our own ideas. We like to be consulted about our wishes, our wants, our thoughts.
  • What do you think he found to be the most motivating factor – the one facet of the jobs that was most stimulating? Money? Good working conditions? Fringe benefits? No – not any of those. The one major factor that motivated people was the work itself. If the work was exciting and interesting, the worker looked forward to doing it and was motivated to do a good job.
  • This is what every successful person loves: the game. The chance for self-expression. The chance to prove his or her worth, to excel, to win. That is what makes foot-races, and hog-calling, and pie-eating contests. The desire to excel. The desire for a feeling of importance.
  • He always gave people the opportunity to do things themselves; he never told his assistants to do things; he let them do them, let them learn from their mistakes. A technique like that makes it easy for a person to correct errors. A technique like that saves a person’s pride and gives him or her a feeling of importance. It encourages cooperation instead of rebellion.
  • If you want to improve a person in a certain aspect, act as though that particular trait were already one of his or her outstanding characteristics. Assume a virtue, if you have it not. Assume and state openly that other people have the virtue you want them to develop. Give them a fine reputation to live up to, and they will make prodigious efforts rather than see you disillusioned.
  • Tell your child, your spouse, or your employee that he or she is stupid or dumb at a certain thing, has no gift for it, and is doing it all wrong, and you have destroyed almost every incentive to try to improve. But use the opposite technique – be liberal with your encouragement, make the thing seem easy to do, let the other person know that you have faith in his ability to do it, that he has an undeveloped flair for it – and he will practice until the dawn comes in the window in order to excel.
  • It isn’t what you have or who you are or where you are or what you are doing that makes you happy or unhappy. It is what you think about it. There is nothing either good or bad, but thinking makes it so.

We Find Out What Works For Us As We Go, Together

A software development team is composed of people, a combination of of programmers, testers, designers, and product owners. One team is visibly different from another because they have different people working in them, although both teams work in the same organisation and share the same mission. One group may be dealing with passionate but inexperienced new hires, another may be led by an introverted and soft-spoken senior, another team could be a lot more experienced with automating things, one team is probably better with team communication than others. Each team has a life of its own, always growing up, always trying to find out what specific problems itself has and what values it can contribute to the organisation, evolving day after day.

We understand that everyone is similar yet different from each other. Why is it then that we often insist in managing them with a one-size-fits-all process? Or am I missing something? I understand that we want teams to get better at what they do, we want them to release software faster, with better quality, but do we really think that one particular process works for everyone? Instead of that, shouldn’t we just immerse ourselves in a team, one after another, observe, ask where they are and where they want to go, talk to them, share experiences, help them solve problems, care for them, let them grow into a family with us? It seems to me that every time I get to join a team I think about the people in it first, no particular fixed process in mind, and we find out what works for us as we go, together.

Five People and Their Thoughts (Part 5)

It’s been a while since I’ve shared interesting articles and recordings about topics surrounding software development and testing.

Here are a few videos, for the curious:

  • Continuous Delivery – Sound’s Great But It Won’t Work Here (by Jez Humble, about continuous delivery, the excuses organizations tell people when they fail to implement it, and what those excuses actually mean)
  • There and Back Again – A Hobbit / Developer / Tester’s Journey (by Pete Walen, on how software was built in the old days, how testing and programming broke up into silos, and a challenge for both parties to go back at excelling at each other’s skills and teaming up)
  • Feature Injection (by Chris Matts, about business analysts and tea bags, understanding that requirements are just dependencies, and finding out where the value is in requested features by asking for examples)
  • A Day of Mob Programming (by Woody Zuill, on mob programming, and how taking a whole team approach to coding can help us align and build better software together)
  • Testability vs Automatability (by Alan Richardson, about the differences between testability and automatability, what each term actually mean, and recognizing how specific words can help people tell stories better or not)

Lessons Learned from Richard Bach’s “Curious Lives: Adventures from the Ferret Chronicles”

I always start the new year like most people, spending quality time with friends and family, some reflection and goal setting, with good food, many cheers, and hearty laughs. I also often choose a wonderful book or two to go on an adventure with during the holidays, because it is always worth the while. This time, I got lucky finding a paperback copy of an old Richard Bach collection, titled “Curious Lives: Adventures from the Ferret Chronicles”, was glad to meet up with ferret friends, old and new both, and got valuable reminders about the courtesies and living accordingly to our highest sense of right, along with the fun ride.

Here are my favorite lines from the book:

  • Whatever harm I would do to another, I shall do first to myself. As I respect and am kind to myself, so shall I respect and be kind to peers, to elders, to kits. I claim for others the freedom to live as they wish, to think and believe as they will. I claim that freedom for myself. I shall make each choice and live each day to my highest sense of right.
  • Once, long ago, we changed our minds: end violence. In its place, no matter what: courtesy.
  • If you excel at your craft, there is a good chance that curious ferrets will need to know why, to find out what makes you different.
  • With the adventures we choose and the mysteries we solve we build our own credentials, write our own introduction to others around the world who value adventure and mystery themselves.
  • Trust. There’s a light, when we close our eyes, the light of what we want to do more than anything else in the world. Trust that light. Follow, wherever it leads.
  • Giving our visions and stories and characters to become friends to others lifts not only ourselves but the world and all its futures.
  • “There’s a time to work on a book and you know it,” said the muse. “There’s a time to think about the story, a time to care about your readers, your publisher, about rhythm and timing and grammar and spelling and punctuation, about design and advertising and publicity. But none of those times, Budgeron, is when you’re writing!”
  • Her husband had told her long ago that she didn’t need to please everyone with her stories – if a book pleases only half of one percent of the reading public, though no one else bought a single copy, it will be a massive bestseller.
  • Budgeron Ferret had chosen to be a writer. With his choice came poverty, loneliness, rejection, frustration, despair, perseverance, delight, attention, riches, love, understanding, fulfilment, a life of ideas that mattered to him, shared now and then with kings and kits.
  • How strange, he thought. Find the greatest teachers, ask the hardest questions, they never say, ‘Study philosophy’, or, ‘Get your degree’. They say, ‘You already know’.
  • The mark of true flight is not our altitude but our attitude, not our speed but our joy in the paths we find above the earth.
  • No one taught her, but she knew: more important than talent or gifts or education is the determination to make one’s wish come true.
  • “Vink, if you want to meet the one ferret who can fix any trouble, no matter how bad it is, the one who can bring you happiness when nobody else can do it – why, just look in the mirror and say hello.”