Brené and Adam Grant on Rewarding Effort With Time

MongoDB is the database built for developers by developers. It's asset compliant, enterprise ready, and fluent with AI.

“That's why so many of the Fortune 500 trust MongoDB with their most critical workloads.”

And the best part is developers swear by it. Literally, we can't use the actual words they said in this ad, so let's just call it a really great database. Ready to think outside rose and columns, start building faster at MongoDB.com/Build. Support for the show comes from BMC.

Before you trust AI to make your business decisions, before you can reliably scale automation across every workflow, before all your data pipelines are connected with intelligence, your business faces some complex challenges ahead. Namely, tackling things like orchestration as a competitive advantage,

unifying your modern and legacy systems, or transforming your mainframe. Before you take them on, make sure you do one thing. BMC first. BMC is the automation engine for the AI era. Over the years, they've helped customers worldwide run and modernize their businesses by automating,

managing and optimizing complex IT environments. They've partnered with 80% of the Forbes Global 100. Before automation, before scale, before transformation,

before you begin BMC first.

What can you do when you partner with BMC? Get started today, learn more at BMC.com. Hi everyone, I'm Renee Brown and this is dear to lead and I am back for episodes six of this special series with my friend Adam.

Hi Adam. Hey Brennan. How's it going? So far so good, but we'll see where this goes, what we. Yeah.

You know, you're one of, so there are several, there are teachers in the book, and the teachers in the book will include you. Our folks who I thought their work was, their impact on the book and my research and my thinking was so big, it was more than just kind of a paragraph.

It was, I wanted to share less and directly from you. So thank you again, it's one of my all time favorite books. And so I share an excerpt from think again in the book.

“Were you surprised to see yourself come up and yet another chapter?”

It was, it's such an honor to be featured at all. And I, you know, I, of course, skip through the part that I wrote, not wanting to reread my own writing. Oh yeah, that's horrible. I don't do that either.

The worst had so many edits when I got into the first paragraph alone.

Yeah, I can't do this. That's enough for you thinking for now. And then I thought I was home free. And I'm just, you know, sailing along a couple hundred pages, and all of a sudden I came across my name.

You're in, yep, you're in the chapter called The Big reward. And so I talk about your op-ed. Let's get everyone caught up. So you wrote an op-ed for the New York Times titled, "No, you don't get an A for effort." Tell me about the origin of this op-ed.

Tell me the premise. Okay, this started when I was teaching a week-long course for brand new MBA students. And at the end of the class, a couple years ago, I got several grade complaints that were worded completely differently from any prior grade grubbing I had come across.

And different students wrote different versions of, "I'm not happy with my grade because it doesn't reflect the effort that I put into this course." I was so surprised to read that because we don't grade effort. We grade excellence.

“I believe, leaving aside the fact that in a week-long course,”

there wasn't a lot of room for herculey and amounts of effort. And I was really curious about why they expected to be rewarded for hard work alone, as opposed to Master A.

And what finally crystallized for me was that some of these students had been,

they had taken the wrong lesson from Carol Dweck's work on growth mindset. Same or, this is really, this is so interesting to me. Well, there's a whole generation of, you know this well of parents and teachers who were told, "Don't praise ability, praise effort." Because if you tell a kid, you're really smart.

When they fail, they're going to think, "Well, I didn't have the cognitive horsepower. I don't have the talent to succeed at that." Whereas, when you praise kids for effort, when they fall short of a goal, they learn, "Oh, I need to try harder." And that's much better for their resilience, it's better for their persistence,

But if you take that too far and you only praise effort, what you're essentially doing is you're rewarding students for only their inputs and ignoring their outputs.

“You're telling them, "You should keep beating your head against the brick wall."”

As opposed to saying, "Huh, that strategy is not effective for me. Let me find a different one." And I guess where I landed as I was working through this puzzle was, I think we should be praising effort that leads to progress. But we don't just want to look at how much energy you expend

or how long you persist. We want to ask, did that move you forward? Is your effort, is it fueling your growth? And if not, it might not be the right effort. It's so powerful to me.

And so there's 10 directions we could take this conversation. And I'm going to write one of them down. If we have time, I want to circle back to it.

So I read that off that when it first came out.

I agreed with it wholeheartedly. No, and. You know my commitment to the paradox.

“I'm not Jim Collins would say the tyranny of the or the genius of the end.”

I'm going to go with end. And what I have found working inside of organizations. Is kind of dualistic thinking that either says, I am going to praise and reward effort. Even when the outcome is bad.

Or on the other side, this is a perversion of the original growth mindset thinking. And if I see you putting a ton of effort into something, but the deliverable of the outcome is subpar. Then you get nothing for me. And so my thinking is that we should be rewarding effort.

With time with our time. And so, if I see you, we'll take this student example. If I see you, really busting your ass. Your end-class, your taking notes, your present. You're asking compelling questions.

You have an active role. Because you know, both teaching and MBA programs. You have an active role in your group. You are all in and you're spending a lot of time and energy. Trying to move the ball down the field.

And the ball's not leaving the 50 yard line. You know, it's just, I'm not going to call that a touchdown. I'm not going to reward that with seven points. Because the ball's still on the 50 yard line. I'm also not going to dismiss you for how hard you're working.

Because I see you working. What I am going to reward you with is my time in trying to sit down with you and say, I see your effort. Let's talk about why the ball's not moving. And this is really hard because I think in the dualistic situation where you can just give them nothing,

or you can give them seven points. Both of those answers are easy for you as the score giver. Because you don't, it takes no investment from you. Right. You're just, you're just a judge. You're not a coach. You're just a judge on a coach. That's exactly right. You're a scoreboard, not a coach.

Right. That's it.

So to me, when I work with leaders, I always say, if you see effort,

don't reward it in call it excellence or success. Because that's a lie. And that's usually about your own comfort. And also don't ignore it because man, one day you're going to wish you had someone that put that much effort into something.

Reward it with your time. So I'm curious about your take on that.

“Oh, I find that very compelling. I think that's what's needed because if somebody,”

if somebody is putting in the energy and they're not getting the result, then that's the ideal moment for coaching. Yes, that's coaching. That's when they need somebody to say, okay, you're working really hard. Let's talk about what it would look like to work really smart.

Or it seems like, you know, we actually haven't given you the training that would allow you to master this area of expertise. So we want to invest in that and invest in you. Okay, God, I need your help with something. Oh. This is so exciting.

I didn't think we were going to come here, so but I'm so excited about it. One of the questions I get a lot from leaders,

especially not, actually, all the way from kind of first line managers,

all the way up to see sweet leaders is I'm working so hard.

And when we get underneath why there's no effort and no result, I'm not exaggerating right now at all in this context of geopolitical crisis. Terrific shoes, volatile markets, changing strategies, horrific supply chain issues.

The problem identification always lands on prioritization, the lack of prioritization skills.

No one's teaching it. No one's talking about it. The communication around it is terrible.

“What can you tell me or teach me about prioritization?”

Oh, it's such an interesting question. It's such a crisis right now everywhere I go. It doesn't matter what industry I'm working in, even with sports teams I'm working with right now. Are we should we be prioritizing toughness or discipline? Should we be prioritizing accountability?

And I think there's probably a swirl of those things that all are related to each other. But what do you tell a leader that said I'm working so hard?

I'm not seeing the results because the priorities from on higher shifting daily.

I think I'm thinking I'll add here. I love it. I think maybe the best lesson I've gotten on prioritization came from a conversation I had a few years ago with Jeff Fazos. Who, you know, whether you love or hate him and whether you're an Amazon fan or detractor.

“I think Jeff has been remarkably effective at being clear on his priorities.”

I don't think you can argue that no matter how you feel. Yeah. You might not agree with what the priorities are, but he's clear on him. Yeah. And I was asking him how he decides what to prioritize.

And I came away from that conversation with a two by two that I think about maybe once a week. And I don't even have a real job. So that's to be much more relevant for leaders than it is for me. But Jeff said the two questions he asked himself when he's making a decision are one. How consequential is it?

How high are the stakes? And then two, how reversible is it?

“Is he walking through a door that's going to lock behind him?”

Or is it a revolving door? And he said there's only one quadrant there that I spend real time and energy on. It's the highly consequential irreversible decisions. Because they really matter and you can't easily undo them next year. So imagine Amazon made a huge investment in the cloud.

He's not going to wake up on morning and say, you know how those billions we've poured into cloud computing. Just kidding, I want them back. It's not an option.

He said with those decisions, he does not want to first move our advantage.

He considers that a disadvantage. He will procrastinate as long as possible. Because he wants to see other people make commitments and make mistakes and learn from those. And also he wants to gather enough information. You know, qualitative and quantitative data to try to figure out what the right important some high permanent commitment is.

And he said, I don't waste a lot of energy on the other three quadrants. If a decision is less consequential or more reversible, I will act quickly on the best information I have and just say open to doubting what I know. I will delegate it to other people. And I think that for me, this framework has, I guess it has two applications. One is in our own lives to ask what are the consequential irreversible decisions?

Let's prioritize those. The other stuff probably doesn't matter that much. And two, this is a question to ask up the hierarchy. Right, if you feel like you're putting in a ton of work and the leaders above you are not delivering on giving you clarity. Right, asking them, hey, we've got a lot of things we're being asked to do here.

Which are most consequential for you? Which are most irreversible for you? Do you agree that those are our top priorities? What do you make about that? God, I could talk to you for 12 hours about this.

It's what I talk about every day with folks. And so it's really interesting to me, I think that, okay, I have like a lot of questions. So we're talking about rewarding effort with our time and our thought partnership. And I brought up the example of prioritization. I wonder if depending on where you are in an organization.

If part of rewarding effort with time is leaders helping coach leaders on how to make decisions and appraisals of what's consequential and what's not, what's reversible and what's not.

I have a different understanding of what's consequential and not. Then if I report up to someone who reports up to someone who reports up to someone who reports up to the C suite. Does that make sense? It does. So how do you think about doing that?

Well, I'm thinking right now about 4,634 misses in my own organization. Based on what you just said that have happened over the last two weeks. Because what I'm thinking right now in real time, I'm almost like I'm almost breaking into a sweat. Is I have not taught to my teams about what feels consequential and reversible and irreversible and not consequential.

I have not done mission and critical communications, just a part of the book.

“I have not shared with them what I believe is consequential and consequential and what's reversible and not reversible.”

I do not think my team is aligned. That was like a conversation worth having. Yes, because I because what I do see is and what I hear leaders talk about all the time is action over impact. Which can feel really shitty. That's really shitty feedback to give someone like hey, listen, I see a lot of your work, but I feel like you're engaging a lot of action over impact. And I wonder if that diagnosis is wrong.

Because my mindset is different about what's consequential and reversible. Yeah, if they have a different idea about what's important and what can be undone, then they're going to invest their action in other things. Yeah, because I'm getting stuff that is coming up to me that fills in consequential and totally reversible. Wow, and okay, so I'm curious about why that is. I know there's the what's the famous parable about when Bob Rubin was the Treasury Secretary and he made an offhand comment in a hallway about gold.

And then this rumor starts spreading the wildfire Rubin loves gold and helps sudden people are spending all this time. Like gold markets and pricing and people people over way, the offhand comments that leaders make.

“They're constantly trying to infer what's important by observing your behavior and observing your attention.”

Is there a signal you said that said this thing that's inconsequential and reversible is actually really important to me. Yeah, I'm having an IRL meltdown real time folks, this is what it looks like. Yes, because I'm. I can be. I can be undisciplined in my emotional reactions to anything that doesn't meet our value of beauty and excellence. And that can be perceived as life or death consequential.

And therefore people are spending wild amount of time on something that I had an emotional reaction to. Because there was a dangling modifier and.

I'm making that because I'm never really sure what that means, but like I.

Yes, it's about my emotional responsiveness and going under the line. And undisciplined in my responses, and then my response is perceived as oh shit, this is life or death per day. So coming back then to where we started the conversation through having an emotional reaction. You signaled that a different kind of effort would have been rewarded. Yes, yes, but it's not actually the effort you wanted.

No, it's not. And in a more disciplined response. I would have been more focused on systems than people, and we would have corrected systems. Not having, you know, and not making people feel like stuff is more consequential and irreversible than it actually is. Does that make sense to you?

Yeah, yeah, it does. So how do you think about course correcting on that? Because it's what's interesting is it's reasonable to assume that if you have a strong emotional reaction to something, that's highly consequential for you.

And separating those two things is not always easy for people.

“Why would you a mode about something that doesn't really matter?”

Oh, because I think that's probably a huge difference between you and me. I am an emotional being. Are you a highly sensitive person in the Elena Aaron sense? No. No, but I am.

If we send something to someone I'm working with and misspell that person's name, that can feel irreversible and consequential to me.

“But normally, I think the response to that is.”

Should be above the line where I'm a good coach, a good challenger, I'm a good creative.

What systems do we have in place to make sure things have a second set of eyes? What's the proofing channels that we're using?

You know, that's the answer to that question. Not, I need six people spending 60 hours for three weeks on the mailing list. Yes. Does that make sense? Yeah, it does. So, this is an interesting example of something that reflects on your values. And therefore, it's worth spending some time on, but it's not consequential in the capital C sense.

It's not consequential nor is it like reversible in the capital R. And it's interesting because I'm working with a company right now. And the CEO is really talking about experimentation and reversibility. And leaders are having a hard time seeing the same things as reversible as what he thinks are reversible, like pricing, or, you know, we can try something.

“But I think if you're heading that market, it builds very different.”

And so, it does go back to, I never thought, I never thought,

when we were award effort was time and thought partnership. I think we have to start by when we see effort as a leader. And maybe even as a college professor, when we see effort that is not leading to success or mastery, maybe one of the first things we need to do is reflect on our own part in that. Yeah, did I send you a message, excuse me, or implicitly, that this was the effort I wanted?

And this is how we measure success. This is the effort we're looking for in service of this mission completion. It's your garden starcloth for the fruiting, by action in quality and the smallest price in hand. For example, for mini-cutting, only 24, 18 or 40, just one, two and 80. And there are now all the products in our field, and in the action app, action, small price, big joy.

You know, it's so funny, my first organizational psychology class, when I was a junior in college,

I remember just falling in love with the material and thinking, I want this to be my future career, not knowing that would look like. And studying really hard for the midterm and getting a B+ and I was crushed. Crush, this is my thing, and I didn't ace it. And I remember sitting down with the head tier and asking her why did all the preparation that I did not result in an A or at least an A minus. And she said to me, look, our expectations are really high in this course.

And you've regurgitated a bunch of material. We wanted you to think about novel ways of applying the material. So this was not a test of whether you know the course concepts, it's whether you can use and extend the course concepts. And I studied very differently for the next tests and to much better on it, because she had taught me how to redirect my effort. And I'm realizing now, I failed to pay that lesson forward to the students who told me that they're great to not reflect their effort.

God, that's such a great example. I mean, it's such a great example of rewarding effort with a conversation with you about, yeah, you're smart. I get it, you understand the material. Interesting to see the responsibility of your knowledge to different contexts and how can you apply it and create creative with it.

“Like, this is what I'm talking about. So I do think, well, I think we reward effort with our time.”

And we start, I think I'm going to start, I don't know what anyone else is going to do, I'm going to start when I see effort, but I see the ball not moving down the field.

And what is success going to look like? I think that's, that's really.

And then work with them because they may have a full understanding of that and still not be moving the ball down field.

“And I think that happens a lot, especially with young leaders and new people and students.”

I really want to hear the post-mortem on how this conversation goes. It's making me think just to you about your example of, you know, if we misspelled someone's name. I'm realizing now, as you've talked about that, there's nuance in the reversibility concept that I hadn't seen before, which is in technical terms, that is not a reversible mistake. You cannot unsend the email. You can't take back the letter, right? The error was made. But the impact is reversible. You know, you could show remorse to the recipient.

You can let them know what a priority is for you to get it right. And then, as the saying often goes, the best, the best apology is changed behavior. You can demonstrate to them moving forward. You're not going to make the same mistake.

“And that, I think, can reverse the impact, even though the event itself is not reversible.”

I think that's true. I think that's absolutely true. And I'll just do a full confession here since we, since it's like the Adam Bernay confessional. This should be the new podcast, you know, with each of the little call, the collars on. Take a picture of ourselves in a confession, which will take me back to Catholic primary school. The confession for me is, if I can be above the line, you know, below the line is kind of hero victim villain. Oh, my God, you screwed this up. You have no idea how hard this is on me. I'll do it myself.

Above the line is coach, challenger, and creative. So my job is a leader, and I can be not good at this. That's my way of saying I can be really shitty here. Is I can clean it up with a note to the person and say, you know, so sorry, we did this. I apologize. Or if I can stay above the line, I can say, we misspelled them. I'd love for you to reach out and make it right. Which is so much more rewarding for that team member who did it because then they get to clean it up and they get to. Not be the person who made the mistake and didn't show up again to clean it up. And so.

But let me tell you what we're talking about here. If I pulled back from this conversation and asked myself, well, a group of leaders had lunch on Thursday and listened to this conversation.

“What's going to what's going to be their first comment?”

The first comment to each other when the podcast is over is going to say, well, that shit takes a lot of time.

Getting that right takes a lot of time. Thankfully, we recorded a podcast about that very excuse. Yeah, how we did. Well, like a self do you want to do it? Do you want to, like, do you want to invest a little time now? Yes. You save a lot of time later. That's it. That's it. I love it. Our podcast is going to become like a self referencing system. We're going to close the whole loop and we're just going to be like, if you disagree with this, see podcasts one A and we'll take you on there.

I just want to say, and this will be such a great time for you to practice taking a compliment. Much is meant to me for you to do this six part series with me on the new book. It really has meant a lot to me and I appreciate you and I appreciate the conversations. Well, I appreciate that and I was, I was so flattered that you were willing to have me do this because I, I feel like most of the learning that I've done from your work has been outside of interaction with you. It's been reading your books. It's been watching your TED talks. It's been listening to your podcasts. And so to have a chance to talk to you about the book right after I finished reading strong ground was it was a treat for me and I think I don't know if you remember this, but

the first time we met, it must have been 2014. I want to say we were speaking at the same event and you're in a green room and I walked in. I don't belong here. I'd massive imposter syndrome.

I, I should not be talking to Renee Brown. She's too big of a deal. What? And I remember I remember being so uncomfortable and then thinking, but she's all about courage. So I need to have this conversation. If that version of me had known that we were going to have a conversation like the series that we've just done, I think I would have been speechless. But you are, you are amazing and making me feel like I do belong and I appreciate that.

I've already started to use it as a bit of a reference and say, okay, I need to go back to the empathy misses and look at those because I'm really failing on to these. I need to revisit the chapter on paradox because I'm fighting against two things that actually have to be handled in tension. And so I think strong ground is the book that the people are going to rely on over and over again.

“I really appreciate it and thank you for being a part of the book. Thank you for being a part of the conversation and thanks for hanging with me as I struggle through real-time learnings in our conversations.”

I'm already thinking like if I could suck back all the copies of strong ground, I'd like to add like four paragraphs, which is not something the book needs, it's already it's hefty enough.

And should be called weak sky. I have no one writes that book.

I guess one way I didn't think strong ground would show up for me is I hope it is foundational for people in terms of changing their minds.

I've already changed my mind about some things that I wrote and not that the conclusion is different, but there's a lot of nuance under some of these things that we got underneath in these conversations that I think will make me a better leader and a better person. So I'm grateful for that.

“I'm always excited to be part of rethinking as it happens in real time and I think I'm just excited to see all the impact the book is going to have on people both in their professional lives and in their personal lives.”

Thank you. Adam Grant, folks. Thank you so much.

As we come to the end of these six episodes, I just have to say that I'm so grateful for Adam and the conversations that we've had about strong ground. I appreciate the learning, the unlearning, the knowing, the unknowing and the rumbles.

“Stay tuned for the next two weeks while I answer your questions about strong ground and a two-part ask me anything.”

Looking forward to it. Dare to lead is produced by Brune Brown Education Research Group. Music is by the sufferers. Get new episodes as soon as they're published by following Dare to lead on your favorite podcast app. We are part of the Vox Media Podcast Network. Discover more award winning shows at podcast.voxmedia.com.

And every time Voxybe. Now let's start on stepstown.de/alljobs. Stepstown, easy to find the real talent for all jobs.