Atomic Habits: the life-changing million-copy #1 bestseller

Whenever possible, I leave my phone in a different room until lunch. When it’s right next to me, I’ll check it all morning for no reason at all. But when it is in another room, I rarely think about it. And the friction is high enough that I won’t go get it without a reason. As a result, I get three to four hours each morning when I can work without

How to Create a Good Habit The 1st law (Cue) Make it obvious. The 2nd law (Craving) Make it attractive. The 3rd law (Response) Make it easy. The 4th law (Reward) Make it satisfying.

The inversion of the 4th Law of Behavior Change is make it unsatisfying. ■ We are less likely to repeat a bad habit if it is painful or unsatisfying. ■ An accountability partner can create an immediate cost to inaction. We care deeply about what others think of us, and we do not want others to have a lesser opinion of us. ■ A habit contract can be

■ The process of behavior change always starts with awareness. You need to be aware of your habits before you can change them. ■ Pointing-and-Calling raises your level of awareness from a nonconscious habit to a more conscious level by verbalizing your actions.

began by publishing a new article every Monday and Thursday. Within a few months, this simple writing habit led to my first one thousand email subscribers, and by the end of 2013 that number had grown to more than thirty thousand people. In 2014, my email list

Behind every system of actions is a system of beliefs.

The 4th Law of Behavior Change is make it satisfying. ■ We are more likely to repeat a behavior when the experience is satisfying. ■ The human brain evolved to prioritize immediate rewards over delayed rewards. ■ The Cardinal Rule of Behavior Change: What is immediately rewarded is repeated. What is immediately punished is avoided. ■ To get a habit

in order to make a meaningful difference, habits need to persist long enough to break through this plateau—what I call the Plateau of Latent Potential.

The purpose of setting goals is to win the game. The purpose of building systems is to continue playing the game. True long-term thinking is goal-less thinking. It’s not about any single accomplishment. It is about the cycle of endless refinement and continuous improvement. Ultimately, it is your commitment to the process that will determine your p

Brailsford had been hired to put British Cycling on a new trajectory. What made him different from previous coaches was his relentless commitment to a strategy that he referred to as “the aggregation of marginal gains,” which was the philosophy of searching for a tiny margin of improvement in everything you do.