The second chapter of the book focuses on The New Habit Formula, a simple three-step process that draws on psychology, behavioural economics and neuroscience to help embed a new behaviour. With nods to Charles Duhigg (The Power of Habit), BJ Fogg (TinyHabits.com) and more, it punctures the myths and lies about habit building and gives you the formula they need.

There’s nothing like a good opening line, whether it’s “A long time ago in a galaxy far, far away” or “did it hurt when you fell from heaven?” Having a powerful opening question – the Kickstart Question – can stop the syndrome of the frustrating conversation that never quite gets to the point.

There are many powerful questions out in the world. But there’s only one question that makes every other question more powerful and more effective. It’s a question of only three words, but it’s no coincidence that the acronym is AWE …

In most organizations people are working hard and coming up with outstanding ideas to solve … the wrong problem. People too easily mistake the first challenge that’s raised as the real challenge. But it so rarely is. There’s one question – the Focus Question – that slows the rush to fix the first challenge and helps people get to the heart of the real challenge.

To be more effective and have more impact, we’ve got to be working on the real challenge. But somehow we all end up working hard on other problems that might be intriguing … but are just not as important. What keeps distracting us? There are three familiar patterns that can keep us from honing in on the real challenge: Proliferation of Challenges; Coaching the Ghost; and Abstractions & Generalizations.

If you’re succeeding at work, it’s a sure bet you’re not lazy. But it’s also a sure bet that you’re at full capacity. You just can’t do any more, because you’re already working all the hours there are. It’s time to do something differently, and using the Lazy Question might just be the most simplest new tool to increase your level of impact.

“Plans are useless, but planning is indispensable,” said Eisenhower. And yet our strategic conversations tend to be all about the output: that thick document laying out the next 12 months, 3 years, 5 years … But Eisenhower was right. And the essence of planning lies in a smart question.

If you’re looking to shoot up the corporate hierarchy, if you’re claiming the moniker of HiPo, if you’re wanting to make a dent in this universe, then there’s one question you must be able to answer. It’s the Strategic Question, and in many ways it’s the hardest question of all to face.

A little known but powerful model explains why most managers spend their time ineffectively overworking, frustrating themselves and their team in the process. The Drama Triangle suggests three roles get played at a time of dysfunction: Victim, Persecutor and Rescuer. Understanding those three roles (and how to escape them) offers manages and leaders the opportunity to work less hard and have more impact.

Neuroscience is the new frontier in management and leadership skills. Brain-based science is giving us a deeper understanding of how we really work and the implications for being an effective leader. Learn the TERA model for understanding the neuroscience of engagement, and which question (of all the questions) might be the most effective at raising the TERA Quotient.
8 Question Masterclasses