Quitting gets a bad rap. Language favors grit over quitting. We’re taught that people who quit are cowards and that quitting is an obstacle to overcome.
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I reject this. I wrote #QUIT to rehabilitate quitting’s image and to show people that it is a valuable decision skill and our best tool for making decisions under uncertainty.
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It allows us to change course when new information is revealed, let go of things that aren’t worthwhile, and make the best next move.
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If you’re looking for a turnkey way to use the frameworks in #QUIT w/your team to make better decisions, sign up for my Flight Cohort on @BalloonPlatform . Your team will go through the “monkeys and pedestals” exercise & receive prioritized results & actionable next steps.
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You’ll also get exclusive access to my other frameworks (like a decision premortem, kill criteria development, and how to rethink goals), all structured as discussion prompts to use with your team.
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There are only 25 spots available! If you sign up by Nov. 18, you’ll get 10 copies of @quit for your team included. Sign up for my @BalloonPlatform Flight Cohort today 👇🏻
It’s critical to understand that while your intuition is probably telling you that improving quitting behavior won’t make a difference in your decision-making or your business – that intuition is not correct.
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Quitting is your secret weapon. It’s a superpower that takes time to master, but once you do, you will save your organization time, energy, and money.
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Lead your team through this exercise during my Flight Cohort on @BalloonPlatform. You'll identify mission-critical parts to tackle first, create experiments to decide what’s worth pursuing, identify tasks to put on the backburner & build a project plan around these pieces.
I can guarantee using this framework with your team will help you make the best next move and save your team time, energy, and money.
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If you’ve already purchased #QUIT, you can get a discount code for 10% off of the Balloon Flight Cohort by filling out this proof of purchase form: surveymonkey.com/r/QuitADuke
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Inflexible goals aren’t a good fit for a flexible world.
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After we set a goal, it becomes a fixed object.
The goal becomes the object of our grit, instead of all the values expressed and balanced when we originally set the goal, even as all the inputs that led to choosing that particular goal evolve.
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The conditions in the world change.
Our knowledge changes.
The weights we attach to the benefits and costs change.
In #QUIT, I outline the various cognitive and motivational forces that work against good quitting behavior. There’s sunk cost bias, desire for certainty, escalation of commitment, status quo bias, and endowment bias (to name a few).
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I go into different mental models and frameworks to build good quitting behaviors into your toolbox, like thinking in expected value, increasing flexibility in goal-setting, establishing “quitting criteria” and contracts, etc.
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I can’t emphasize enough how important these tools are — but it can be difficult to bring your team or company along as well, especially when collaborative settings add in a whole host of additional group dynamics and biases that work against good decision-making.
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