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diagnose the cue and the reward.

every cue falls into usually one of five categories.

t’s usually a time of day, a certain place, the presence of certain other people, a particular emotion, or kind of a set of behaviors that’s become ritualized.

And that’s the reward that I was craving, was socialization.

keystone habits. Some habits seem to have a disproportionate influence

And in a lot of people’s lives a keystone habit is exercise. When they start exercising, they start using their credit cards less. They start procrastinating less. They do their dishes earlier. Something about exercise makes other habits more malleable.

So O’Neill actually said, I want to make workers more safe. I want to change worker safety habits. And everyone could sign on to that. What he was actually saying was, I want to make every single factory more efficient and more productive and producing a higher quality product, because that’s how we make things safer. But if he had come in and he had ordered greater efficiency, everyone would have rebelled, all the workers at least. But you come in and you say, I want to make everything safer, that’s something everyone can sign onto.

But 5% of your job as a CEO is making the big strategy choice. 95% is managing small choices, managing what your culture is going to be like, managing how you structure the rewards and the incentives that determine how people kind of automatically behave.

And when psychologists have looked at quantum changers, what they found is these are people who suddenly became very deliberate about their habits. There’s something almost magical about understanding how habits work, because studies show that once you understand, once you think about the structure of a habit, it becomes easier to change that habit. And once you change that habit, you start making these small, incremental adjustments to your day that over a year or over a decade can add up to a huge difference.

Step 4: Make Steady Changes

One way to break that cycle is to reward ourselves in a different way. Instead of eating cake, we can go play a game or listen to music.

Some of the choices that trigger dopamine's release: eating sweet foods, taking drugs, having sex.

So begin with a victory you can define and which means something to you.

How long does it take to form a new habit? An average of 66 days, according to a 2009 study from University College, London. Repetition and giving yourself time to adjust are the main factors in forming a new behavior pattern.

But studies show that 1/3 to 1/2 of the American population are introverts.

2006 study

Bridgespan predicted that there would be a huge need for top-notch nonprofit leaders, driven by the growth of the nonprofit sector and the looming retirement of baby boomers from leadership posts.

the need for C-suite leaders5 grew dramatically.

the majority of our survey respondents (57 percent) attributed their retention challenges at least partially to low compensation, an issue that can feel daunting to many nonprofits. Lack of development and growth opportunities ranked next, cited by half of respondents as a reason that leaders leave their organizations.

those jobs keep coming open.

Surprisingly, little is due to the wave of retirement we have all been expecting: only 6 percent of leaders actually retired in the past two years.6

major reason is turnover:

losing a star performer in a senior development role costs nine times her annual salary to replace.

supply grew with it. Organizations largely found leaders to fill the demand.

corporate CEOs dedicate 30 to 50 percent of their time and focus on cultivating talent within their organizations.1

lack of learning and growth

lack of mentorship and support

he number one reason CEOs say they would leave their current role, other than to retire, was difficulty with the board of directors.

respondents said that their organizations lacked the talent management processes required to develop staff, and that they had not made staff development a high priority

combination of learning through doing, learning through hearing or being coached, and learning through formal training.

skill development can compensate for lack of upward trajectory. Stretch opportunities abound in smaller organizations where a large number of responsibilities are divided among a small number of people.

found that staff members who feel their organizations are supporting their growth stay longer than those who don’t, because they trust that their organizations will continue to invest in them over time.1

“When you invest in developing talent, people are better at their jobs, people stay with their employers longer, and others will consider working for these organizations in the first place because they see growth potential.”

define the organization’s future leadership requirements, identify promising internal candidates, and provide the right doses of stretch assignments, mentoring, formal training, and performance assessment to grow their capabilities.

Addressing root causes may steer funders away from supporting traditional approaches, such as fellowships, training, and conferences, and toward helping grantees to build their internal leadership development capabilities, growing talent now and into the future across their portfolio of grantees.