Quit

Chapter 11 Summary: • Goals, when set, are a proxy for an expected-value equation, balancing the benefits that you're trying to gain against the costs you're willing to bear. • Inflexible goals aren't a good fit for a flexible world. • With better advance planning (like identifying monkeys and pedestals and kill criteria) and the help of a good quitting coach, you can make goals more flexible, setting at least one "unless" and planning regular check-ins on the analysis that initially led to setting the goal.

Chapter 11 Summary: • Goals can make it possible to achieve worthwhile things, but goals can also increase the chances that we will escalate commitment when we should quit. • Goals are pass-fail in nature. You either reach the finish line or you don't, and progress along the way matters very little. • Don't just measure whether you hit the goal, ask what you have achieved and learned along the way. • Set intermediate goals and prioritize goals that allow you to recognize progress along the way or acquire something valuable even if you don't reach the goal.

We need to redefine what waste is. What does it mean to waste your time or money or effort? Our problem is that we tend to think about these things in a backward-looking way. We feel like if we walk away from something, that means we've wasted everything that we put into it. But those are resources that are already spent. You can't get them back.

when we quit, we fear two things: that we've failed, and that we've wasted our time, effort, or money. We need to redefine what "failed" and "wasted" mean. When we worry that quitting means we've failed, what exactly are we failing at? If you quit something that's no longer worth pursuing, that's not a failure. That's a success.

Leaders commonly fall into the trap of evaluating people solely by whether they've achieved a goal or not. When they do that, they're increasing the potential for escalation of commitment. If leaders act like success is just whether you hit the target or goal or deadline, then the people they're leading are going to learn pretty quickly that they need to get across the finish line at all costs. They won't speak up if they think the goal isn't worth pursuing any longer. They're going to be unwilling to quit even when the situation warrants it, because leadership will evaluate that as a failure.

The way we view goals as pass-fail is, by definition, inflexible and categorical, causing us to discount or completely ignore any progress that we've made. That means, to counteract this problem, we need to find ways to mark that progress, to celebrate the things that we've accomplished on the way to the finish line.