If you have to think about a behavior, it is not a habit.ĭoesn't this sound familiar? When did you actually think of opening your Twitter feed before you actually do? The answer to this in most cases is never. King talks about the anatomy of a habit and how the process of forming habits and changing them really works. Brian King’s publication “How long does it take to form a new habit?” talks about this topic. The question “How frequent is frequent enough?” may not be possible to answer using a formula just yet but in its current state, we can say that the timescale changes between different industries and specifically between different users.ĭr.

Toss those old habits and design those you want to adopt for the future and you’ll see a shift beyond anything you ever imagined.Unfortunately for companies, there’s still not a universal timescale for turning all behaviors into habits. Every habit, good or bad, is acquired and learned in the same way - by finding that it is a means of satisfaction.' - Juliene Berk 'Habits.the only reason they persist is that they are offering some satisfaction.You allow them to persist by not seeking any other, better form of satisfying the same needs.

What I do know is there’s something very enticing to holding onto history, forgetting all the stuff that didn’t work and remembering only what did i.e. I’m not sure why old habits are hard to change (I don’t much like the ‘break’ term) especially when those habits no longer serve them. Maverick thinkers or not, once you harness their passion and energy and show them the way forward, and that frameworks aren't something to fear but in fact a vehicle to success, they can leave the old habits by the wayside and create new ones that fit a future of their own design, not one of habit. Where a great deal of energy has to be spent so an organization can evolve and grow is in growing its people paying attention to their uniqueness.

There is way too much energy spent on the bottom line, or cutting organizational overhead costs, support systems and human based components. That way their amazing talents can be harnessed and benefit everyone concerned. Leaders might manage process, as that’s how an organization’s nuts and bolts work, but they also have to lead their people within that framework. There are so many maverick thinkers in this world and if they’re not well managed and given a framework within which they can thrive and grow (in an organizational context), they will end up doing things their own way and pushing the buttons of everyone around them. It’s not only about the mechanics of how an organization works and leading them through an organizational change it’s all about the people who run and work within it. To combat this we need leaders who will look at human capital, not only financial bottom line, so people evolve and are well managed. Not only do individuals get buried in the past but when organizational culture enables this, the organization as a whole buries itself in the past and struggles to rise past it. Why in the world would you want to hang onto something that doesn't work for you when you have a choice? If they’re no longer working and continue to not work, replace them.

Old habits die hard meaning