Surt i torna a entrar

To establish a fresh start, people used two types of temporal landmarks — social and personal. The social landmarks were those that everyone shared: Mondays, the beginning of a new month, national holidays. The personal ones were unique to the individual: birthdays, anniversaries, job changes. But whether social or personal, these time markers served two purposes.

First, they allowed people to open “new mental accounts” in the same way that a business closes the books at the end of one fiscal year and opens a fresh ledger for the new year. This new period offers a chance to start again by relegating our old selves to the past. It disconnects us from that past self’s mistakes and imperfections, and leaves us confident about our new, superior selves. Fortified by that confidence, we “behave better than we have in the past and strive with enhanced fervour to achieve our aspirations.” In January advertisers often use the phrase “New Year, New You.” When we apply temporal landmarks, that’s what’s going on in our heads. Old Me never flossed. But New Me, reborn on the first day back from summer vacation, will be a fiend about oral hygiene.

The second purpose of these time markers is to shake us out of the tree so we can glimpse the forest. “Temporal landmarks interrupt attention to day-to-day minutiae, causing people to take a big picture view of their lives and thus focus on achieving their goals.” Think about those spatial landmarks again. You might drive for miles and barely notice your surroundings. But that glowing Shell station on the corner makes you pay attention. It’s the same with fresh start dates. Daniel Kahneman draws a distinction between thinking fast (making decisions anchored in instinct and distorted by cognitive biases) and thinking slow (making decisions rooted in reason and guided by careful deliberation). Temporal landmarks slow our thinking, allowing us to deliberate at a higher level and make better decisions.

The implications of the fresh start effect, like the forces that propel it, are also personal and social. Individuals who get off to a stumbling start — at a new job, on an important project, or in trying to improve their health — can alter their course by using a temporal landmark to start again. People can, as the Wharton researchers write, “strategically [create] turning points in their personal histories.”

Take Isabel Allende, the Chilean-American novelist. On Jan. 8, 1981, she wrote a letter to her deathly ill grandfather. That letter formed the foundation of her first novel, The House of the Spirits. Since then, she has started each subsequent novel on that same date, using Jan. 8 as a temporal landmark to make a fresh start on a new project.

In later research, Dai, Milkman and Riis found that imbuing an otherwise ordinary day with personal meaning generates the power to activate new beginnings. For instance, when they framed March 20 as the first day of spring, the date offered a more effective fresh start than simply identifying it as the third Thursday in March. For Jewish participants in their study, reframing Oct. 5 as the first day after Yom Kippur was more motivating than thinking of it as the 278th day of the year. Identifying one’s own personally meaningful days — a child’s birthday or the anniversary of your first date with your partner — can erase a false start and help us begin anew.

A-players and A-bombs.

For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn’t get along, they’d hate working with each other . But I realized that A players like to work with A players , they just didn’t like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that’s what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they’re going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn’t nearly as good as he was, but that’s what I aspired to do.

Walter Isaacson (2011). Steve Jobs.

Constant variation.

Most successful big-company innovators I met, whether Chief Innovation Officers, innovation team members or people without an innovation job title but who are tackling a big change project for the first time, have something in common: they respect the organisation they work for, but they don't revere it. As innovators, they want their businesses to do better, but at the same time they are dissatisfied with the status quo. There's a kind of 'love-hate' going on. But too much love and an innovator becomes an ineffective 'yes-man'. Too much hate and he or she ends up an ineffective loner.

It's a delicate balancing act. I describe someone who effectively manages it as a 'Captain One Minute, Pirate the Next'. One minute the innovation leader is the Captain, the passionate man-with-the-plan, standing tall on the bridge of the ship and inspiring us all to go 'this way'. But the next time you meet, the Captain has morphed into a Pirate. This time he or she is down to the boiler room, sleeves rolled up, shipmates gathered around, using all of his or her cunning to shortcut a process, to subvert the system. Now our protagonist is asking really challenging questions: 'What if we did it differently? What if we ripped up the way things are done around here? What if?'

So one minute an innovation leader is stubbornly sticking to the big picture; the next he or she is telling you not to sweat the small stuff. I think this intriguing mix of vision and cunning comes from the fact that successful innovators are fixated by outcomes. They are highly motivated to make change happen - so much so that they're often less bothered about how they get there.