Book Review "The Power of Habit" (Chapter 5 & 6)

Hello everyone...
Welcome back to my blog. I will continue the review book "The Power of Habit" chapters 5 & 6. Hopefully you enjoy reading this book review.

Chapter 5 : Starbucks and The Habit of Success 

Willpower is the most important keystone habit in people's success.

     In this book, Mark Muraven explains that willpower was once understood as a skill. However, further research shows that it operates as a muscle, “‘like the muscles in your arms or legs…’”.

     Willingness is the only key habit that is most important for individual success. Willingness is not just a skill. This is muscle and he is tired from working harder, so that less power is left for other things. For example, if you want to do something that requires determination such as  going to run after work, you have to save your determination in the afternoon.

     To achieve better service quality every day, Starbucks makes efforts to train self-discipline. Starbucks provides a routine for employees to get used to difficult situations. There is a What What system Why give criticism and connect, discover, and respond to systems to receive orders when things get busy. There are habits learned to help baristas tell the difference between customers who only want their coffee ("A customer who rushes to speak with a sense of urgency and may seem impatient or look at their watch") and those who need a little more pampering ( "A regular customer knows another barista by name and usually orders the same drink every day." Throughout the training guide there are dozens of blank pages where employees can write plans that anticipate how they will overcome the inflection point. Then they practice the plan, again and again , until they become accustomed.

     This is how willpower becomes a habit: by choosing a certain behavior ahead of time, and then following that routine when an infl ection point arrives.

Chapter 6 : The Power of Crisis 

     Every organization has a habit about how each organization works. Bad organizational habits are the result of not optimal storage in forming a good culture. Crises provide opportunities for leaders to change bad habits and turn problematic organizations into better organizations.

     This book explains that routines can reduce uncertainty. Routines provide hundreds of unwritten rules that must be run by a company. They provide opportunities for workers to experiment with new ideas without having to ask permission first. They provide a kind of organizational memory, so managers don't have to rediscover the sales process every six months or panic every time a VP stops.

     Organizational habits offer a basic promise: If you follow an established pattern and adhere to a ceasefire, then competition will not destroy the company, profits will roll, and, finally, everyone will get rich. For example, a seller knows he can increase his bonus by giving large discounts to profitable customers in exchange for larger orders. But he also knew that if every salesperson gave a big discount, the company would go bankrupt and there would be no bonuses to share. The routine that arises is that sales staff gather every January and agree to limit how much discount they offer to protect company profits, and by the end of the year everyone gets a pay rise.

     Creating a successful organization is not an easy matter, and it is not only a matter of balancing authority, so that the organization works, leaders must foster habits that create real and balanced peace, and paradoxically, making it very clear who is responsible.

Companies with dysfunctional habits cannot turn around simply because the leader commands them. Conversely, wise executives look for times of crisis or create perceptions of crisis, and foster a sense that something must change, until everyone is finally ready to take over the pattern they live every day.

Thanks for reading...
Please wait for the next chapter and this book review will be posted next week.