Interview: Morten Hansen.
Morten Hansen is a management professor at the University of California, Berkeley. He was the co-author with Jim Collins of the book Great by Choice and also the author of Collaboration, and he has a new book that's just hitting the shelves, Great at Work: How Top Performers Do Less, Work Better, and Achieve More.
Morten has done a lot of thinking about how people do their best work and live their happiest lives, so I couldn't wait to hear his insights about happiness, habits, and productivity.
Gretchen: What’s a simple habit or activity that consistently makes you happier?
Morten: One of the things I have always done is to celebrate milestones, even the small ones, with my wife and kids. When I got an academic paper accepted in a prestige journal, I would open a bottle of champagne with my wife and have a toast, to mark the milestone but also to give thanks for her support. When I finished my last book, I took my family out to dinner and thanked them. We do this for their milestones too. Some of these are small markers, perhaps, but it’s great to pause for a moment in our hectic lives, celebrate a bit, and express gratitude. I believe we don’t celebrate enough at work. It’s an easy thing to do.
You’ve done fascinating research. What has surprised or intrigued you – or other people -- most?
In my new study published in my book Great at Work, I set out to answer a deceptively simple question: why do some people perform better at work than others? I developed a data set of 5,000 managers and employees from across corporate America to find answers. The data analysis revealed a big surprise to me and to many others; top performers do less. We live in a world where we strive to do more to succeed: we take on more assignments, go to more meetings, fly around, network more, get online 24/7, and so on, yet we don’t pause to ask, is this the best way to work? It turns out, it isn’t. That’s an uncomfortable piece of news to many, including myself: I do more and stress to get it all done, believing it is the road to success—yet it isn’t. Of course, the good news is that we can change that and perform better, and have better lives, too.
What’s something you know now about building healthy habits or happiness that you didn’t know when you were 18 years old?
When I started out working, I joined the Boston Consulting Group in London as a 24-year old. I had no real prior experience, so I came up with a great formula to succeed: I would work crazy hours. I put in 70, 80 and even 90 hours per week. I did rather well, being promoted up the ranks of the company. I discovered that some colleagues who also did well (and some better than me) worked fewer hours, but I just couldn’t figure out what they did, so I brushed it off and kept those long hours. Of course, it took a toll on my relationship with my fiancée (who, luckily, stuck with me). Now, a few decades later, I have discovered how foolish I was. I had fallen into the trap of believing that each extra hour worked improves output, and that’s not the case.
The results from my new research show that the relationship between hours worked and performance is an inverted U: you perform much better when you go from 30 to 50 hours per week on average (slacking off at 30 is no good), performance only goes up a little bit by going from 50 to 65 hours, and it DECLINES from 65 hours onwards. So my “brilliant” strategy of piling on 70 and 80 hours a week was most likely a dismal failure. Uggh. It hurts even today to think back on all that wasted time (and life). But I have learned from my data. I have created what I call the “50-hour work week” rule: Work about 50 hours per week (which is hard work), but no more. My true lesson for a good work habit: it’s HOW you work—and not how hard—that matters.
Do you have any habits that continually get in the way of your happiness?
I am a “do more” type of person. By that I mean that I take on many assignments, say “yes” to too many things, and then I work hard—and stress—to get it all done. Many people work like that. First off, it doesn’t lead to the best results, as I said. But it also makes me less happy: that stress to get it all done means I am working at night when I should be with my family, and it’s also stressful to coordinate all kinds of priorities. I don’t feel burned out (yet!), but working this way clearly increases the risk of that. I know this from my data. We asked our study participants whether they felt burned out at work and about a fifth strongly agreed they felt burned out, and another quarter agreed somewhat. Those are big numbers and it’s hard to feel happy when you’re burning out working. The solution is to “do less”: cut priorities and zoom in on what matters the most.
Have you ever managed to gain a challenging healthy habit—or to break an unhealthy habit? If so, how did you do it?
Yes! On January 1, 2017, I set the goal of getting in shape. Like so many others, I signed up with a trainer at a health club. And like so many, I have had this New Year’s resolution every year! I am a former competitive track and field athlete, so I thought this was going to be easy, but alas, I succumbed like so many others. But this year I succeeded and here’s how. I applied the idea of “20-mile march” from my book Great by Choice (co-authored with Jim Collins): the idea is to set a periodic goal (say monthly and weekly) and then set an upper and a lower bound (that’s crucial). I told myself: the goal is to exercise 3 times a week, and the lower bound is 1x, and the upper bound is 4x. My motto was: stick to the bounds, no matter what. The bounds made all the difference: I would reach my goal even if I just exercised a paltry 1 time a week. This is very different from what I used to say to myself: exercise 3 times a week, and everything below that is a failure (and sure enough, after 6 weeks in 2016 I failed and then I had, in my mind, broken my new year resolution). Now, why an upper bound? The reason is, if I exercised too many times in one week, my legs would be sore from running and so I had to rest the next week. Pacing yourself like that works really well in forming a habit, I found.
Would you describe yourself as an Upholder, a Questioner, a Rebel, or an Obliger?
I am a Questioner, absolutely. Particularly at this point in my life I notice that I question many things. Of course, I can be annoying at times, like when I ask flight attendants why we board by zones that don’t make any sense (“because that’s the way it’s done, duh.”). They are not especially impressed (or interested) when I tell them that research shows there is a better way. In my research, I found that a number of people kept asking fundamental questions about why work was done in certain ways, and that allowed them to find new and better ways. A high school principal asked his faculty, “Why do we send kids home with homework?” which challenged a 300-year old model of teaching in school. This question prompted the school to switch to a better method, where they “flipped” the classroom—homework at school, lectures via video clips at home—and results soared. It would be great to include a measure of The Four Tendencies in a study like the one I did for my book to see how work practices relate to performance. I can see why Questioners like me and the high school principal have some strengths, and yet weaknesses too (my bosses don’t especially like it when I question everything they ask me to do….oh well).
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The Four Tendencies explain why we act and why we don’t act. Our Tendency shapes every aspect of our behavior, so understanding your Tendency lets us make better decisions, meet deadlines, suffer less stress and burnout, and engage more effectively.