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Willpower Doesn't Work

Willpower Doesn't Work

Discover the Hidden Keys to Success
by Benjamin P. Hardy 2018 258 pages
3.99
3k+ ratings
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Key Takeaways

1. Willpower is overrated: Shape your environment for success

Willpower doesn't work.

Environment trumps willpower. Relying on willpower alone to change habits or achieve goals is ineffective and unsustainable. Instead, focus on designing your environment to naturally facilitate desired behaviors and outcomes. This might involve removing temptations, creating accountability systems, or surrounding yourself with supportive people. By shaping your surroundings, you make positive choices easier and reduce the need for constant self-control.

Examples of environmental design for success:

  • Removing junk food from your home to eat healthier
  • Putting your phone in another room while working to avoid distractions
  • Joining a mastermind group for accountability and motivation
  • Setting up automatic savings transfers to build wealth

2. Your surroundings shape you more than you realize

You and your environment are two parts of the same whole.

We adapt to our contexts. Our behaviors, thoughts, and even our biology are profoundly influenced by our environments, often in ways we don't consciously recognize. This includes physical spaces, social circles, cultural norms, and information we consume. Understanding this interconnectedness allows us to be more intentional about the environments we choose and create.

Key environmental influences:

  • Physical spaces (e.g., office layout, home organization)
  • Social circles and relationships
  • Cultural norms and expectations
  • Information diet (media, books, conversations)
  • Daily routines and habits

3. Create "enriched" environments for high performance and recovery

The core purpose for having a morning routine is to put yourself into a peak state in the morning—so you can then operate from that state for the rest of your day.

Balance stress and recovery. Optimal performance requires alternating between two types of enriched environments: those that provide positive stress (eustress) to drive growth, and those that facilitate deep recovery and rejuvenation. Design your day to include both high-intensity work periods and dedicated recovery times.

Elements of enriched environments:

  • For high performance: Clear goals, focused attention, immediate feedback
  • For recovery: Nature, relaxation, social connection, mindfulness practices
  • Regular alternation between the two states

4. Remove obstacles and distractions from your environment

Elimination is the fastest path to progress and forward momentum.

Declutter for clarity. Simplifying your physical and digital spaces reduces cognitive load and makes it easier to focus on what's truly important. This includes eliminating physical clutter, digital distractions, and unnecessary commitments. By removing obstacles, you create a clearer path to your goals.

Areas to declutter:

  • Physical spaces (home, office, car)
  • Digital environments (phone apps, computer files, inbox)
  • Time commitments and obligations
  • Relationships that drain energy or hinder growth

5. Design your default options to make positive choices automatic

If you don't shape your environment, it will shape you.

Automate good decisions. Set up your environment so that the easiest, default choices align with your goals. This reduces the need for willpower and makes positive behaviors more automatic. Consider how you can restructure your surroundings to make desired actions the path of least resistance.

Examples of positive default options:

  • Keeping healthy snacks easily accessible
  • Setting up automatic bill payments and savings transfers
  • Blocking distracting websites during work hours
  • Placing exercise equipment in a visible, convenient location

6. Use "forcing functions" to compel desired behaviors

When you attribute the cause of something to yourself, rather than to your situation, you commit what psychologists call the fundamental attribution error.

Create productive constraints. Implement external pressures or limitations that force you to act in alignment with your goals. These "forcing functions" can be self-imposed or environmental factors that make it difficult or impossible to deviate from desired behaviors.

Examples of forcing functions:

  • Public commitments to create social accountability
  • Financial investments in goals to increase motivation
  • Deadlines and time constraints to drive focus
  • Removing options that conflict with goals (e.g., not keeping junk food at home)

7. Adapt to new environments by committing fully and embracing discomfort

Being adaptive is all about how you learn.

Grow through challenge. To thrive in new environments, commit fully to the change and be willing to experience discomfort. Embrace a growth mindset, develop tolerances for uncertainty and difficult emotions, and actively seek out opportunities to stretch beyond your comfort zone.

Strategies for adapting to new environments:

  • Commit 100% to the change you seek
  • Develop tolerances for uncertainty and fear
  • Practice emotional regulation techniques
  • Seek out mentors and support systems
  • Embrace a "beginner's mind" and stay curious

8. Rotate work environments to boost creativity and productivity

The environment you're in should clearly match the behavior you're doing.

Leverage context for performance. Different types of work are best suited to different environments. By intentionally rotating your work settings based on the task at hand, you can optimize your focus, energy, and creativity. This might involve working from different locations or simply changing rooms within your home or office.

Examples of environment rotation:

  • Deep focus work: Quiet, distraction-free space
  • Creative ideation: Novel, stimulating environments
  • Collaborative tasks: Open, social settings
  • Recovery periods: Nature or relaxing spaces

9. Seek unique collaborations to drive innovation

Unique collaborations can create a scenario in which the knockout strengths of each business, idea, or person, when combined, result in "one plus one equals ten."

Combine diverse perspectives. Innovation often emerges from unexpected combinations of ideas, skills, and resources. Actively seek out collaborations with people or organizations from different fields or backgrounds. These unique partnerships can lead to breakthrough insights and solutions that wouldn't be possible in isolation.

Benefits of unique collaborations:

  • Fresh perspectives on problems
  • Complementary skills and resources
  • Cross-pollination of ideas
  • Expanded networks and opportunities
  • Potential for disruptive innovations

Last updated:

Review Summary

3.99 out of 5
Average of 3k+ ratings from Goodreads and Amazon.

Willpower Doesn't Work receives mixed reviews, with an average rating of 3.99 out of 5. Positive reviews praise its insights on environmental design and personal development, while critical reviews point out repetitive content and lack of scientific citations. Some readers find the book life-changing, while others consider it superficial. The author's marketing tactics are criticized by some reviewers. Despite the divided opinions, many readers appreciate the book's focus on changing one's environment rather than relying solely on willpower to achieve goals.

Your rating:

About the Author

Dr. Benjamin P. Hardy is an organizational psychologist with a Ph.D. from Clemson University. He is a father of six and currently resides in Windermere, Florida. Hardy's work focuses on personal development and productivity, emphasizing the importance of environmental design in achieving goals. His approach challenges traditional notions of willpower and self-improvement, advocating for strategic changes in one's surroundings to facilitate personal growth. Hardy's ideas have gained traction in the self-help genre, though some critics question the scientific basis of his claims. His writing style is described as clear and accessible, often incorporating personal anecdotes and case studies to illustrate his points.

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