In 2001, Apple held a keynote to launch their new product, with the tagline of the event invitation “Hint: It’s not Mac.” Rumors were that Apple would release a revolutionary PDA, while it turns out to be a music player. That actually disappointed many in the tech industry. However, many were wrong and Steve was right.
The launch of the tiny music player changed the world of consumer electronics and reshaped Apple. It can be argued that it’s the most important product Apple ever introduced. Before the iPod, Apple was a niche computer maker with 3% market share and cool looking iMacs and iBooks. The iPod eventually changed how we all consume music.
In 2007, the iPhone. Just before Steve Jobs unveiled the iPhone, he said, “Today Apple is reinventing the phone.” He was only half right. The iPhone did more than that. It redefined the entire mobile phone industry and the behavior of all mobile phone users. It created a truly personal computer, one that we can bring with us all the time in the pocket.
None of us realize that we need a tablet (we didn’t even know what to call it back then ) when we have a powerful laptop and a brilliant smartphone. Walter Mossberg, the principal technology columnist for The Wall Street Journal from 1991 through 2013, currently Executive Editor of The Verge and Editor-at-Large of Recode, wrote, “It’s about the software, stupid”, meaning hardware features and build are less important to the iPad’s success than software and user interface, his first impressions of which were largely positive.
Wait a minute… Have you noticed it yet?
Yes, Steve was wearing the exact same outfit in every single event, for the iPod keynote in 2001, the iPhone keynote in 2007, the iPad keynote in 2010, and almost every single keynote event he was in, to the point that the black turtleneck, blue jeans, and sneaker become the essential brand elements when people think and talk about Steve Jobs.
Back in 1996, psychologist Roy Baumeister conducted an experiment together with his former Case Western Reserve University colleagues Ellen Bratslavsky, Mark Muraven, and Dianne Tice, examined the effect of a tempting food challenge designed to deplete participants’ willpower.
They kept the 67 study participants in a room that smelled of freshly baked chocolate cookies and then teased them further by showing them the actual treats alongside other chocolate-flavored confections. Part of the participants did get to indulge their sweet tooth, while the other part of the participants, whose resolves were being tested, were asked to eat radishes instead.
As the scientists noted in their Journal of Personality and Social Psychology paper (PDF), many of the radish-eaters “exhibit[ed] clear interest in the chocolates, to the point of looking longingly at the chocolate display and in a few cases even picking up the cookies to sniff at them.”
After the food bait, while the participants thought the experiment was over, Baumeister and his team then gave them a second, seemingly unrelated puzzle to solve. And this was not an average puzzle, it was almost impossible to solve, purposely designed to test the persistence of the participants.
Baumeister found that those who ate radishes made far fewer attempts and devoted less than half the time solving the puzzle before they gave up, compared to the chocolate-eating participants and a control group that only joined this latter phase of the study.
In other words, those who had to resist the sweets and force themselves to eat radishes could no longer find the will to fully engage in another challenging task. They were already too tired, their willpower had depleted. And this directly affects their self-control, discipline, and yes, decision making.
The research illustrates the relationship between our energy and our decision making. Most of the time, bad decisions are made, not because we lack certain information and intelligence to make a good judgment, it’s simply that we don’t have the energy and willpower required to process the problem we’re facing at that moment. This research also gave us a clearer picture of how our energy and willpower affect our self-control and discipline.
To perform at our peak, a clear and sharp mind is required. Yes, there are numerous ways and techniques to strengthen our willpower and maximize our energy by training them regularly. However, the best way to optimize your decision-making is by avoiding decision fatigue.
The trend of minimalism is growing in many spaces like digital design, architecture, and day-to-day lifestyle. The core purpose is somewhat similar to what we like to achieve here — gain better clarity, improve focus, and keep only the things that matter.
Which is why I called this Decision Minimalism.
The implementation of this concept breaks into three phrases: track, measure, and automate.
If you want to change what you eat, don’t start by shopping for chicken breast. Instead, start with paying attention to what you’re currently eating. The first step to change a behavior is not by changing what you do and how you do things immediately, but by observing and tracking the current behavior.
To practice decision minimalism, don’t hop right into dumping all your clothes, start by tracking your current decision. Observe the patterns — when and how good decisions are made; when and how you made poor judgments; when and why you became indecisive. This provides a better layer of clarity on what you should change.
Efficiency is about how quickly you make a decision or get the work done with very little input, the other side of it is effectiveness — how big the impact of your decision or action. After you get a clear picture of your decision-making pattern, measure the effectiveness of every decision you made.
What do I mean by this? Find out what decisions you made, deliver the greatest impact on your life, your visions, and your goals. At the same time, identify the decisions that make little to no impact toward your current priorities.
According to the Pareto Principle, 20 percent of your decisions generate 80 percent of the results — good or bad. Find out both the 20 percent that generates good outcomes and the bad outcomes, and channel your energy to do more of the former and avoid the later.
The third step is to put part of your decision-making on autopilot. There are always important decisions and obligations you need to make consistently on a regular basis.
For example, what to eat, it’s an important question because it directly affects how we feel and how we perform. The thing is, it might not be aligned with your current focus if your number one goal now is to build your business.
This is the time you automate this repeated decisions. In fact, Ramit Sethi solves this by hiring a nutritionist to plan what he should be eating, and a personal chef to prepare him the meals. In his words, these are important decisions related to health but he prefers to put his main energy and focus on his businesses.
You might be thinking: “Are you kidding me? Not everyone can afford a nutritionist and a personal chef, Dean.”
Yes, I get it. Hiring a personal chef may not be for everyone. However, the purpose here is to demonstrate a real-life example of decision minimalism.
I’m a big believer in starting small, you don’t need to hire a chef to start practicing the concept of decision minimalism. There are a few ways to achieve the same results without spending you a dime (some of them even save you big bucks).
Now, let us get back to what Steve Jobs did for a moment. I’m not sure if you notice anyone else besides Steve Jobs, wore the same outfit most of the time?
In 2014, Facebook founder and CEO Mark Zuckerberg had his first-ever Q&A publicly. He answered many questions in that session but one of the most interesting questions is this:
“Why are you wearing the same t-shirt every day?”
In case you haven’t noticed that yet, Mark Zuckerberg wears the same gray t-shirt at most public events. While everyone is expected a playful answer, Mark said this,
“I really want to clear my life to make it so that I have to make as few decisions as possible about anything except how to best serve this community.”
He doesn’t actually wear the same t-shirt, he said, once, he has 20 identical gray t-shirts at home. But for him, what he is wearing is really not that important. Yes, of course, he needs to wear something, but he really doesn’t want to think about it because it doesn’t fall under the 20 percent of the decision he should be making. Instead, he decided to focus all of his energy on how best serve the Facebook community and simply wear (automate) the same gray t-shirt.
In fact, here is Mark Zuckerberg running in Beijing.
Many creatives and entrepreneurs who are working in a highly competitive space want to maximize their performance in both work and life. And there is no shortage of tricks and gimmicks that claim to do that.
Here are Steve Jobs and Mark Zuckerberg, who impacted the world with their creativity and innovation (and make billions at the same time), opts for this simple strategy to improve their decision-making with almost no extra effort and investment required.
Before you consider other “proven” productivity tips and “approved” performance-enhancing drug, implement decision minimalism to reduce choices and decisions you need to make in order to reduce decision fatigue and improve your judgment. Even if making fewer decisions doesn’t save you tons of time, it will still help you perform better by making you happier.