I love Mondays!

There's just something about a fresh start that gets me excited; that's how I view the beginning of a new week. I hope you enjoy this week's messages, and please share this newsletter with anyone you think could benefit from it!

choice.

There’s a concept called the paradox of choice: the more options you have, the more stressed you become, the more distracted you get, and the worse you tend to perform.

In simple terms: more isn’t better—better is better.

Your attention is one of your most limited resources. You give power to what you focus on. However, it's not just a matter of where to direct your attention; it’s also a matter of knowing what to ignore.

This is where systems matter.

A well-designed system reduces decisions. It narrows options. It makes the right thing easier to do, and the wrong thing harder to do.

A truth most people miss is this: the better you want to be, the fewer options you can afford.

To be physically fit, you don’t have many options beyond consistency, working out, and properly fueling your body.

To be great at your craft, you don’t have many options outside of seeking critical feedback, embracing the boredom of consistency, and staying humble.

To be a great leader, you don't have many options outside of execution, caring about your people, and bringing out the best in others.

The key is to design a system that leaves you fewer ways to fail by reducing options.

Try it:

For one day, make one decision in advance in an area where you are usually distracted. Decide it once, write it down, and don’t revisit it. Notice what this simple decision did for you.

unintended consequences.

In professional sports, athletes, coaches, and organizations want to adapt quickly. When things start to go awry, the natural response is to improve the situation as quickly as possible.

However, have you ever tried to improve a situation, only to make it worse? I have. Many times.

That’s the Law of Unintended Consequences. This happens when you step into a complex system and make changes without understanding how it actually responds.

In systems, every action creates a ripple.

Years ago, leaders in a particular country were dealing with a surge of poisonous snakes. To fix it, they offered cash for every dead snake turned in.

At first, it worked. Thousands of snakes were collected, and the people were getting paid.

But all of a sudden, the unexpected happened: The snake population exploded.

Why?

Because the money people were receiving was so good that they started breeding snakes to collect the reward!

The government's proposed solution to the snake problem actually made it worse because they failed to account for unintended consequences.

We do this all the time— Chasing results at the expense of relationships. Speed at the expense of accuracy. Ego at the expense of learning. Self at the expense of the team.

Each choice solves one problem while quietly creating another.

The simple question, “What could be the unintended consequences of this decision?” can help you consider the potential ripple effects of your actions.

In complex systems, the fastest fix often creates the biggest mess.

Try this:

Before adjusting a drill, rule, or standard, ask: “If this works, what behavior should I see more of?” Systems always amplify what they reward.

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inversion.

There's a lot of noise in my world--the media, the fans, the pressure, etc. The industry is riddled with people critiquing you, criticizing your decisions, laughing at your failures, and telling you the one thing you need to do to fix everything.

It's also a copycat industry. If a successful organization is doing something, there is a high probability that other teams will follow suit.

This is why it's important to think for yourself when it comes to problem-solving and decision-making.

Seeing a problem differently will broaden your perspective and lead you to better answers.
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I want to introduce you to a new way to look at your problems through the lens of a concept called inverse thinking.

This style of thinking can be defined in four words: Look at the opposite.

When planning for the future, setting goals, or creating a better culture, it’s common to ask yourself the following questions:

• What do I love to do?
• What inspires me?
• What situations bring out the best in me?
• How do I want to be remembered?
• What builds my confidence?
• What do I need to do?

These are great questions. However, supplementing these questions with their inverted (opposite) versions will help you gain even more insight. Here’s how it looks:

• What do I hate to do?
• What drains me?
• What brings out the worst in me?
• What do I not want to be remembered for?
• What destroys my confidence?
• What should I avoid doing?

As you train yourself to practice inverse thinking, you will reap the benefits of enhanced perspective by learning a new way to look at old problems.

Clarity comes from exploring both ends of the spectrum.

Try this:

Pick one decision or problem you’re facing this week. First, write down what you think you should do. Then flip it and ask: “What would guarantee this goes poorly?” Identify one thing on that list and remove or avoid it before moving forward.

Hope you have a great week!

Justin Su'a

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