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  • CHADE-MENG TAN: Morning, everybody.

  • Thank you all for being here.

  • My name is Meng.

  • I'm the Jolly Good Fellow of Google,

  • and I'm delighted to be here with my friend Shawn,

  • a fellow Jolly Good Fellow and also

  • a fellow international bestselling author,

  • whose latest book is "Before Happiness,"

  • available at all major bookstores.

  • The first thing you need to know about Shawn Achor

  • is that he is genuinely really nice.

  • You know about his public persona.

  • He's that nice, smiling, happy guy.

  • And in person, he is really that guy.

  • So that's the first thing you need

  • to know about him, genuinely beautiful human being.

  • The second thing you need to know about Shawn

  • is that he has one of the most popular TED Talks

  • ever, almost 6 million views the last I checked,

  • like 5.9 million or something.

  • So if he has $1 per view, he's going

  • to be the Six Million Dollar Man.

  • He's going to run in slow motion all the time.

  • His lectures airing on PBS have been seen by millions.

  • He is the winner of a dozen Distinguished Teaching Awards

  • at Harvard University, a fairly good university

  • the last I heard.

  • Just kidding.

  • Shawn is one of the world's leading experts

  • on the connection between happiness and success,

  • and he has traveled to 50 countries.

  • The first 49, it's kind of meh.

  • But 50, that was impressive.

  • With that, my friends, please welcome my friend Shawn A.

  • SHAWN ACHOR: Thank you.

  • Thank you, everyone.

  • CHADE-MENG TAN: So thank you for being here.

  • I've been looking forward to having you

  • for a really long time.

  • SHAWN ACHOR: Me too.

  • I'm absolutely thrilled.

  • And thank you so much for coming out.

  • It makes it so much more fun to have even all the people that

  • are being streamed in.

  • So thank you.

  • CHADE-MENG TAN: So this is going to be purely a conversation.

  • Q&A is a composition between us and Shawn.

  • And I'm just going ask a couple questions, and about

  • halfway into this conversation we're

  • going to invite you to ask him questions.

  • Feel free to embarrass him.

  • Don't embarrass me.

  • Embarrass this guy.

  • So Shawn, my first question for you a very simple question,

  • how do you define happiness?

  • SHAWN ACHOR: It's actually pretty difficult for us

  • to define it.

  • As Meng mentioned, I've traveled to now

  • over 50 countries over the past seven years

  • studying happiness, which is great.

  • And one of the things that I realized very quickly

  • was that everyone had a different definition

  • of happiness, What they thought would create happiness,

  • the triggers for happiness seemed

  • to be different based upon different cultures,

  • different individuals, even at the same organization.

  • So if you can't define it, maybe can't study it.

  • And if you can't study it, then we

  • can't have things like positive psychology

  • that are looking at how do we raise levels of happiness

  • for other people.

  • Part of what we found is that even though everyone

  • in this room and everyone watching

  • has different definitions of happiness,

  • if I ask you on a scale of 1 to 10

  • how happy you felt over the past two weeks, most of us

  • can kind of put ourselves on that spectrum.

  • We can put ourselves somewhere on that range.

  • What we found is that even though that's

  • a subjective experience, if I go into a hospital

  • with a broken arm, there's no pain meter they can hook me

  • up to that automatically means I'm experiencing an 8 out

  • of 10 on a pain scale, the same thing is true happiness.

  • We treat people based upon the pain

  • that they actually experience, and we can actually

  • study people based upon their subjective experience

  • of happiness that they're experiencing in the world.

  • Part of what I'm hoping to do and part of the reason I

  • wanted to come to talk with you is

  • that what I'd love for us to do is to help the world redefine

  • what happiness actually means.

  • Because I think that there's a lot of confusion about

  • what happiness actually is.

  • And if we do come up with a definition that's aspirational,

  • maybe we can start a movement not only within our schools

  • and in our families but in our companies worldwide.

  • There's a lot of articles that are coming out right now

  • talking about how having a happy life

  • and having a meaningful life that a meaningful life is

  • so much better than having a happy life in terms

  • of the levels of health you experience in the long run.

  • I think those studies, while well-meaning,

  • are actually leading us astray.

  • Because I think it's impossible for us

  • to sustain happiness without meaning.

  • And as soon as we start to try to define happiness in our life

  • without having meaning, all we're talking about

  • is pleasure.

  • And pleasure is very short-term, right?

  • We could put chocolate bars in front of each of you,

  • and then we'd be done in terms of our happiness.

  • Somebody's like, wait, was that an option this morning?

  • I didn't even know that that would be an option.

  • CHADE-MENG TAN: It's Google.

  • It's always an option.

  • SHAWN ACHOR: Exactly.

  • Exactly.

  • You've got pleasure at your fingertips,

  • but that doesn't necessarily mean that you automatically

  • have happiness at your fingertips.

  • Because happiness, the way that we

  • are hoping to start your redefine this for the world

  • is to not have happiness be pleasure,

  • because that's very short-term.

  • And we get addicted to

  • It.

  • We were talking about that this morning.

  • If happiness is just a pleasure, it becomes a trap, right?

  • So if I'm not feeling pleasure right now,

  • well, then I must not be happy.

  • Then I'm not going to keep working at this,

  • or I'm not going to keep trying, because this

  • is too difficult now.

  • What I'm interested in is how do we redefine happiness

  • to be-- I stole this definition from the ancient Greeks--

  • the joy that we feel striving for our potential?

  • And I love this definition.

  • I was at the Divinity School before getting

  • into studying positive psychology,

  • and I was studying Christian and Buddhist ethics.

  • Because I was interested in how does the beliefs

  • you have about the world change the actions

  • you decide to do within that world.

  • And one of the things that I loved about this definition

  • when I saw it is it changes the way that we pursue happiness.

  • Because if happiness is just pleasure,

  • we have to keep running after it very quickly,

  • and we know it's not going to last.

  • But if happiness is joy, joy is something

  • we can feel in the ups and downs of our life.

  • It's something we can experience even when things are not

  • pleasurable, when you're working on a very difficult project,

  • when you're going for a difficult run,

  • or when you're biking into and it's a really long bike

  • ride, whatever is it you're experiencing.

  • Even childbirth is not a pleasurable experience

  • all the time, but you can actually

  • feel joy in the midst of that.

  • What I want people to do is to recognize and to actually

  • seek out that joy, which I know is one of your pet projects

  • as well.

  • How do you see joy, but joy that's connected to growth?

  • Because if happiness is actually disconnected from growth,

  • it turns out we stagnate and our happiness

  • goes away pretty quickly.

  • I love playing video games.

  • I love them.

  • And they're very high levels of pleasure, and I'm OK at them.

  • But in terms of long-term meaning,

  • there's not too much for me in my life.

  • Now for some people, there's a lot of meaning in video games.

  • But for me, not so much.

  • So if I keep doing it, even though I'm having pleasure

  • that pleasure actually dissipates after a while,

  • because I'm not actually pursuing any of my potential

  • except within that one domain.

  • The thing I love about joy that we experience

  • striving towards our potential is

  • that potential could be anything.

  • It could be as an entrepreneur, as a business leader.

  • It could be as a lover, as a son, as a daughter,

  • as a human being.

  • And the more than we actually strive towards that potential,

  • that's where people experience that greater

  • levels of happiness, and it allows

  • us to stop making that disjunct between happiness and success.

  • Because I was out in Indonesia, and I was speaking out

  • at one of the factories there.

  • And one of the managers came up to me and said,

  • this talk on happiness might work at places like Google

  • or it might work in places in America,

  • but seriously actually our problem in our country is not

  • that people are unhappy work.

  • Our problem is sometimes people are way too happy.

  • Because I had this guy come into work three hours late today,

  • and I tried to yell at him, and he was like,

  • what are you doing?

  • Let's just relax and just enjoy ourselves.

  • And I was like, that guy didn't make me happy at all.

  • But what he's talking about there is not happiness, right?

  • That's short-term pleasure.

  • The guy decide to stay home that morning

  • and didn't do the work that he was supposed to be doing.

  • But if that's what it is, then long-term

  • his levels of happiness are actually going to decrease.

  • He's never going to get to see what his potential was

  • within that organization.

  • He might not get to see what his potential was

  • in terms of applying his self-control and his behavior

  • to his task.

  • So what we want people to do is to recognize

  • that that can be more on the side of apathy.

  • I think the opposite of happiness is not unhappiness.

  • The opposite of happiness is apathy,

  • which is the loss of joy that we feel within our lives.

  • Because if you think about it, unhappiness can sometimes

  • make us breakup with people we shouldn't be dating.

  • Or unhappiness can cause us to move to do different jobs,

  • or it can cause us to want to get better grades in school.

  • Unhappiness can be very helpful.

  • What I think becomes the problem is

  • when we've lost that joy in our life, when

  • we lose that joy striving towards our potential.

  • So I think that there's a revolution inside of us.

  • If we can help people realize that happiness is joy

  • that we feel on the way to our potential,

  • some amazing things start to change.

  • CHADE-MENG TAN: Fascinating.

  • It's especially fascinating in the context

  • of one of your teachings from your previous book,

  • which I thought was ground-breaking.

  • And when I first read it, I was really impressed.

  • In your previous book, which is "The Happiness Advantage,"

  • you talk about the relationship between happiness and success.

  • And you put it on its head, the reverse

  • of what everybody else was thinking.

  • SHAWN ACHOR: Yeah.

  • CHADE-MENG TAN: Which is everybody

  • was thinking that if you're successful, you're happy,

  • which is basically the premise of Asian parenting.

  • [AUDIENCE LAUGHING]

  • CHADE-MENG TAN: Right?

  • Trust me, I know.

  • But what you say, and I agree with you,

  • is that it's the reverse.

  • It's that happiness brings about success.

  • So can you talk more about that?

  • SHAWN ACHOR: Sure.

  • So you guys might have heard "The Battle Hymn of the Tiger

  • Mother" book that came out about tiger parenting, which

  • is the style of parenting you're describing,

  • which is I'm going to push you so far right now,

  • and you're going to hate me for it, but when you're successful,

  • when you're off at Harvard, Stanford,

  • when you've got a good job, then you're going to be happier.

  • CHADE-MENG TAN: Right.

  • SHAWN ACHOR: And it turns out that that formula, which

  • undergirds our managing styles at most companies, our learning

  • styles, our personal development styles, it's

  • scientifically broken and backwards for two reasons.

  • The first reason is that every time your brain has a success--

  • and you've experienced this.

  • Everyone in this room has experienced

  • this-- your brain just changes the goal post of what

  • success looks like for you almost immediately.

  • You've got good grades in school?

  • Don't get excited yet, because now you

  • need to get into better schools.

  • You got into a better school?

  • Don't get excited there, because then you have to get a job.

  • You don't even have a job yet, right?

  • So you have to get that internship and job.

  • You hit your sales target?

  • We raise your sales target.

  • You had double growth earnings last year?

  • That's phenomenal.

  • That means we can double the growth again this year.

  • And that's not the problem.

  • We want to see what your brain is capable of.

  • We want growth to improve.

  • We want to see sales improve, all

  • of these different types of things.

  • The problem is where happiness comes in that formula.

  • Because if happiness comes after success,

  • which is a moving target, the brain

  • never gets there for very long.

  • We can raise your success rates your entire life.

  • We can raise your income.

  • We don't actually do this.

  • We watch people whose success rates rise.

  • That'd be very hard for us to do.

  • We watch people whose success rates rise dramatically,

  • and their happiness levels flatline.

  • They actually don't move.

  • So as your success rises in your life,

  • your happiness levels will actually remain about the same.

  • But flip around the formula, if you

  • can get people to deepen the social connection they feel,

  • the meaning embedded in the relationships, the breadth

  • and depth of the relationships, if you change and raise

  • their levels of optimism, if you get people to see stress

  • as a challenge instead of as a threat,

  • when our brain is positive first,

  • every single educational outcome and business outcome

  • we can test for rises dramatically,

  • and our success rates rise.

  • So raised success rates, happiness flatlines.

  • But raise levels of happiness withinside organizations

  • and schools, and their success rates

  • rise dramatically, which is phenomenal.

  • I spent 12 years at Harvard, first as an undergraduate

  • and then I was at Divinity School,

  • and then I was a teaching fellow there.

  • And when I first got into Harvard, I applied on a dare,

  • so I didn't expect to get in.

  • We didn't have any money for college,

  • but I got a Navy ROTC scholarship,

  • which allowed me to go there through MIT.

  • And so I found myself in classrooms full of people

  • who were incredibly smart and were just amazing.

  • And I remember that I could have felt bad about myself,

  • like the mistake, but I remember just sitting there thinking

  • this is amazing to get to have the opportunity

  • like this morning, to get to spend time

  • with all these incredibly brilliant and motivated people.

  • And you can look around, and for many of you--

  • I know some of you are from Harvard, actually--

  • and you could see the students who

  • saw their education as a privilege.

  • They saw what they were doing as an opportunity,

  • and they invested in it in completely different ways.

  • They'd take classes that they'd get a bad grade in,

  • like an A-minus, just because they wanted to learn.

  • Or they'd get involved with a sport--

  • CHADE-MENG TAN: Obviously not Asian.

  • That's like an Asian C.

  • SHAWN ACHOR: Exactly.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: I like that.

  • CHADE-MENG TAN: I'm just kidding.

  • Almost.

  • SHAWN ACHOR: We'd have people that

  • would ride the bench on a sport for three years

  • just so they could make friends, and those

  • are the people who loved their time there.

  • And actually, in one of our studies

  • we found that those are the people who

  • give the most in alumni donations

  • back to the school later on, which

  • is why Harvard got interested in happiness in the first place.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: But afterwards, I got the opportunity

  • to stay at Harvard.

  • I knew that if I left they wouldn't let me back in.

  • And so I stayed there for the next eight years,

  • and I lived in the dorms with the freshman as a Proctor

  • there.

  • And Harvard invited me to do that-- I wasn't that guy who

  • stays in the freshman dorms meeting people-- for most

  • of it.

  • So what it meant was I could watch these students transition

  • from high school to college.

  • And what I saw very quickly was no matter

  • how happy they were getting into that school, two weeks later,

  • many of them, their brains were not

  • focused on the privilege of being there or even fully

  • focused on their philosophy or physics.

  • Their brains were scattered thinking about the competition,

  • the workload, the stresses, the hassles, and complaints.

  • And very quickly, what was promised to create great

  • happiness wasn't.

  • 80% of Harvard students, according to the "Crimson" poll

  • that they had, 80% of them reported

  • experiencing depression at sometime during the four years

  • there.

  • And a study that came out in 2003 by the University Health

  • Services, they measured 6,000 undergraduates

  • and found that 10% of them had contemplated suicide

  • at some point during their time there,

  • which is extraordinarily high.

  • And I know that these are statistics,

  • but those are human beings.

  • And it was heartbreaking watching some of these students

  • and some of the people that we know

  • lose that connection to meaning in their life and the potential

  • that they had.

  • One of the studies that I got to do early on

  • was I looked at 1,600 Harvard students

  • to find out who rises to the top.

  • If you have people that are extremely intelligent,

  • extremely successful, ambitious, who

  • rises to the top in terms of their happiness and success?

  • And I looked at everything.

  • I looked at what grades they got in school.

  • I looked at their familial income.

  • We looked at the SAT scores before getting into school.

  • We looked at the number of friends on Facebook.

  • We looked at the number of romantic partners

  • that they had had.

  • Which by the way, at Harvard they've

  • dated less than one person, on average,

  • after their entire four years of college.

  • CHADE-MENG TAN: Must be engineering?

  • I don't know.

  • SHAWN ACHOR: Yeah.

  • Possibly.

  • It was lower than any school we saw so far.

  • It was actually 0.5 sexual partners per Harvard student.

  • CHADE-MENG TAN: Yep, engineering.

  • SHAWN ACHOR: Yeah.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: Which I only mention because I don't even

  • know what that statistic means, 0.5.

  • We were always taught to round up.

  • CHADE-MENG TAN: Better than MIT.

  • SHAWN ACHOR: Possibly.

  • Probably.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: But 0.5 sexual partners,

  • it's the scientific equivalent of second base,

  • and it was useless information to us.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: What we did find was imagine a student who

  • ever since they were one-year-old

  • was placed into a crib wearing a onesie that you can buy

  • at the bookstore, at The Coop, that says "Bound for Harvard"

  • and maybe a cute little Yale hat, in case something terrible

  • happened.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: And ever since there

  • were in special pre-K school that they got into four years

  • before they were conceived, they were

  • at the top 1% of their class.

  • Junior high, high school, standardized tests, top 1%.

  • They get into Harvard, and they have a terrible realization.

  • 50% of them are now below average.

  • And to put it more poignantly, when

  • I was counseling students I would tell them

  • it seems as if 99% of Harvard students

  • do not graduate in the top 1%, which

  • they don't find funny at all.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: But the reason that's interesting

  • is they decide the only way I can

  • be happy is if I'm in the top 1% of one category of one

  • institution, right?

  • Not worldwide.

  • And they pick grades-- which if you

  • know the research on grades, you can roll a pair of dice,

  • and that's as predictive of your future job success

  • as your college GPA is, which is why

  • a lot of people who make straight A's in college

  • work for people who got straight C's in business school.

  • Some of you are like, yep.

  • But part of what I think is fascinating--

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: What I think is so fascinating about this

  • is that we've got the formula backwards.

  • They thought, well, if I got into a good school,

  • if I got a great job, if I got to where I am in life,

  • of course I'd be happier.

  • And it turns out that it doesn't automatically

  • cause greater levels of happiness.

  • But amazingly, the formula could actually work in the other way.

  • We found something that we now call the happiness advantage,

  • which is when the brain is positive it has

  • an unfair advantage over the brain at negative, neutral,

  • or stressed.

  • You're 31% more productive.

  • Sales rise from a neutral salesperson

  • to the same salesperson at optimistic by 37%.

  • We found that people who provide social support work,

  • you're 40% more likely to receive a promotion

  • over the next two-year period of time.

  • We find that you live longer.

  • We just did a study, actually.

  • I love this study.

  • I got to work with one of my friends

  • who w one of my students at Harvard, Alia Crum.

  • And she went off to Yale.

  • We did a joint study at UBS in the middle

  • of the banking crisis, the big Swiss bank.

  • And one of the things we were looking for

  • is that oftentimes the companies would

  • want to push you very hard, and then your stress levels rise,

  • and then they give you a stress management program.

  • And the stress management program

  • goes something like this.

  • Did you know that stress is related to the 10 leading

  • causes of death and disease in the United States?

  • Did you know that the World Health Organization

  • found stress to be the number one killer?

  • Stress is related to 80% to 90% of all doctor-related visits.

  • And stress is catabolic.

  • It literally tears down every organ in the human body.

  • As soon as you hear that, what do you think it?

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: More stress.

  • You're like, stop emailing me so much work.

  • You're destroying every organ in my body, which

  • I think would make a great away message at work.

  • But part of what we found is that all of that's true.

  • All of that information is absolutely true.

  • Stress is terrible killer.

  • But just like with Vitamin C and coffee and alcohol,

  • we keep finding studies that are like,

  • alcohol will save your life, and it will kill you.

  • Vitamin C causes cancer and cures cancer.

  • And we get so frustrated.

  • We're like, well, what am I supposed to do?

  • Am I supposed to drink coffee or not?

  • Am I supposed to drink red wine or not?

  • The reason is that it's less about the external world

  • but about how your body and your brain

  • process what comes into your system and what you experience.

  • The same thing's true with stress.

  • So there's an equally true information

  • that says that stress actually releases a growth hormone that

  • speeds up the recovery of your cells

  • faster than anything we've seen.

  • Not low levels of stress but moderate to high

  • levels of stress actually turn on your immune system

  • to the highest possible level.

  • We found that stress deepens your social bonds more

  • than anything, which is why last week I was out

  • working at the Pentagon, and one of the things they were saying

  • is that's why we on-board people in the military

  • with bootcamp and not a beach vacation,

  • because we know that that stressful period doesn't

  • tear people down.

  • It actually causes them to create these meaning

  • structures, these narratives, and these relationships

  • that they talk about for the entire rest of their life.

  • In fact, every moment of high human potential

  • occurs in the midst of stress, not the absence of it.

  • So what we did is we just showed them videos

  • and created a small training for the UBS

  • employees in the middle of a banking crisis

  • when they went through four restructurings

  • and they were told that they didn't get their bonus.

  • One of my very first talks was actually

  • at a Swiss bank out in Zurich.

  • And the introduction was, we don't

  • have bonuses for everyone, but here's a talk

  • on happiness from a guy from America.

  • [AUDIENCE LAUGHING]

  • CHADE-MENG TAN: Yay.

  • SHAWN ACHOR: Exactly.

  • Which is amazing, because they immediately

  • stonewalled the information.

  • But 10 minutes later, as soon as they

  • started hearing that there's research about this,

  • suddenly things started to change.

  • Because it wasn't about just, oh, let's

  • be happier in the midst of this challenge.

  • It was like, here's how we can actually change the way that we

  • view this world and actually ripple this out

  • to other people around us.

  • I'm going off track.

  • We can come back to that.

  • But the part of what I found was so interesting about the stress

  • study was we had two groups.

  • One group saw stress as debilitating,

  • and one group saw stress as enhancing.

  • And we tracked them for the next six weeks.

  • And I was hoping that the group that saw stress as enhancing

  • would actually have lower levels of stress.

  • That was my hope, and we were wrong.

  • Turns out they had equal levels of stress and extremely high.

  • But their health-related symptoms, their back aches,

  • headaches, and fatigue, their energy levels at work

  • improved by 23% for the group that saw stress as enhancing,

  • a nearly 30% increase in their productivity,

  • and their levels of happiness improved.

  • What that means is stress is inevitable in our lives,

  • but the way that we perceive stress changes how

  • it affects the human body.

  • And the reason why we feel such a negative effect from stress

  • is because stress should be meaningful, right?

  • If I tell you your inbox is full of spam, you're like, OK,

  • I don't care.

  • But if your inbox is full of things

  • you need to get back that you wanted to get back

  • to that are meaningful for your job or connections

  • you want to make, suddenly you care about it.

  • Or if I tell somebody that somebody's kid is failing

  • English, they don't really care.

  • If their kid's failing English, they care a whole bunch.

  • Stress has meaning in it.

  • But when we separate the energy from stress from meaning,

  • that's when we get these negative health effects.

  • So what we found is we can actually train people out

  • of these ideas, which is incredible.

  • So all we have to do is deepen somebody's social connection,

  • change their optimism, or change the way that they view stress,

  • and we can actually improve every single business

  • and educational outcome worldwide, which is incredible.

  • CHADE-MENG TAN: Lovely.

  • Your first book, that really spoke to me on one level.

  • Because when you talk about the happiness advantage,

  • like happiness before success, I reflect on my life.

  • And for me, I'm a meditator.

  • I've been doing it 20 years.

  • And if your meditation practice is deep enough,

  • you get into a state where you are

  • happy independent of sensations and thoughts.

  • You are just happy.

  • And then everything you experience is bonus.

  • And then I found that when I'm consistently

  • in that from of mind I became even more successful.

  • And what you gave me was the vocabulary and the research

  • to understand this whole experience.

  • So I'm really grateful to you for that.

  • So for me, I decided to dedicate my life to creating

  • the conditions for world peace by making peace, joy,

  • and compassion universally accessible.

  • And I know that's what you want to do as well.

  • And so my question next to you is, how do you spread it?

  • How do spread happiness?

  • You and maybe in general.

  • How do you spread happiness in general?

  • SHAWN ACHOR: Well, we're actually

  • helped out by our brains.

  • One of the things that I've found so incredible in some

  • of this research that's coming out is one of the experiments

  • that I have people do in some of my talks--

  • which actually we can do it right now, if you want.

  • Let's do it real quickly.

  • So you don't have to do any of my experiments today.

  • I'm not allowed to bring consent forms to talks,

  • because we had an electric shock problem a couple years ago.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: But here's what I need you to do.

  • And you can do this even if you're

  • watching from a remote location.

  • All I need you to do is just partner up with someone

  • that's sitting next to you.

  • Partner up into pairs of two.

  • Of course pairs of two.

  • Partner up into pairs.

  • The only caveat is legally I'm required to tell you you cannot

  • partner up with someone that you're married to for this

  • experiment or that you want to be married to.

  • So move around if you're struggling with this.

  • CHADE-MENG TAN: You know who you are.

  • SHAWN ACHOR: Yes, exactly.

  • So does everyone have a partner?

  • You can move closer, because you need to sit next to them.

  • So here's what I need you to do.

  • The person that's sitting closest to this wall,

  • to the exits is your person number one in the pair.

  • The person furthest from that wall,

  • you're person number two in the pair.

  • If you're remote, just pick one person to be number one.

  • Some of you are like, I already knew

  • I was person number one in this pair.

  • There should be a two and a one in each group.

  • So raise your hand if you're person number one.

  • Raise your hand if you're person number two.

  • OK.

  • That's not the experiment.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: I have to do that.

  • Because I did this experiment on Wall Street a couple months

  • ago, and it literally took that struggling bank five minutes

  • to figure out who number one in the group was.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: Which explains what's going on there.

  • So here's what I need you to do.

  • How many of you, by the way, have a psychology background,

  • read a lot of psychology books, studied psychology?

  • OK.

  • So for my psychology friends, this

  • is the emotional prime of the experiment.

  • For everyone else, this is nothing.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: But here's what we ask you to do.

  • Over the course of your life, you've

  • taken your genes, your genetic predispositions,

  • you've beat both those genes out through your self-discipline

  • and your self-control.

  • You were able to pass the classes that you needed to

  • in school to get into the schools

  • you wanted to to apply yourself to your job here at Google.

  • What I'd love for you to do is to use

  • all of that self-discipline and control

  • that you've been cultivating for decades,

  • and I'd like you to use it to control your behavior for just

  • seven seconds of this experiment, if you can.

  • At eight seconds, you can do whatever

  • you want to or with your partner.

  • But for seven seconds, you're mine.

  • So what we ask you do in this experiment, person number one,

  • is to not get angry with person number

  • two when they do to you what I'm about to tell

  • them to do to you.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: Don't get angry.

  • Don't get sad.

  • Please, please don't cry like the group at the Pentagon.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: I was so embarrassed.

  • CHADE-MENG TAN: Those generals.

  • SHAWN ACHOR: Person number one, you basically

  • are going to do nothing with person number two.

  • So person number one and two, please turn and face

  • one another.

  • Person number one, make sure you're

  • within striking distance of person number two.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: And person number one, just

  • go neutral on the inside.

  • Try to feel no emotions, and try and think

  • no thoughts, which for some of you

  • might be extremely easy right now.

  • Then control your hands, person number one.

  • Don't move your hands even to defend yourself

  • from person number two.

  • And person number one, just control your face.

  • Show zero emotion on your face.

  • No fear, no flinching, no frustration, zero emotion.

  • Once you're ready, person number one,

  • you're using your decades of self-discipline

  • to control the control your thoughts, your emotions,

  • your hands, and your face.

  • Then person number two, please turn to them,

  • make sure you're looking at them directly

  • in the eyes, and for the next seven seconds,

  • person number two, please just smile genuinely and warmly

  • but directly up into the eyes while

  • looking at them warmly and deeply.

  • Ready?

  • Go.

  • Some of you already failed.

  • And stop.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: So we're going to switch it around,

  • because some of you were terrible at that.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: Just switch it around real quick.

  • My psychology friends know you never repeat a psychology

  • experiment with some form of deception in it,

  • but just switch it around.

  • It's incredibly easy, we know at this point,

  • for person number to control themselves.

  • But just try it.

  • Person number two, go neutral on the inside.

  • Using your self-discipline and control

  • that makes you a lot more successful than person number

  • one is at life, just control yourself.

  • And person number one, look at them.

  • Make sure you look at them directly, deeply, warmly

  • in the eyes.

  • And for the next seven seconds, it's your turn for retaliation.

  • Go.

  • And stop.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: So what I love about this experiment

  • is even if you're successful at it,

  • as soon as you say stop people relax as if that was

  • the hardest thing they had to do all day, which literally was

  • doing nothing for the seven seconds.

  • But first of all, I'm just curious in this room,

  • it's a quiet room, so it's hard.

  • This experiment works much better

  • if you've got more priming going on.

  • But I'm just curious, failure at this experiment

  • means you smiled when I asked you not to,

  • and success means that you did not smile.

  • Raise your hand if you failed miserably at this by smiling.

  • Oh, OK.

  • So a lot of you.

  • That's terrible.

  • Raise your hand if you successfully

  • did what I asked you to for the full seven seconds.

  • So 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17,

  • 18.

  • 18 liars.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: What we find is--

  • CHADE-MENG TAN: Pants on fire.

  • SHAWN ACHOR: Exactly.

  • Actually, I don't know why I counted you,

  • because I don't know how many people are in the room.

  • But what we find is 80% to 85% of people worldwide cannot

  • control themselves for the seven seconds of this experiment.

  • I did this with senior-level bankers, all men,

  • all in their mid-50s in Tokyo, Japan,

  • and the smile percentage was 77%.

  • What we're finding is it's extremely universal.

  • You mentioned I've been to over 50 countries,

  • and I've done this experiment in all of them.

  • But one I made a mistake with.

  • And this gets directly back your question.

  • But I wanted to tell you about this.

  • So last year I got invited by the royal family in Abu Dhabi,

  • as one does, to get to give a talk on happiness.

  • And I was so excited about this opportunity

  • that I went over there and was meeting all of these people

  • that I'd never met before and been to a place I'd never

  • had that I wasn't thinking when I got into the talk,

  • because I was too excited.

  • And one of the talks there was for 300 women in the Middle

  • East about how we can raise up levels of happiness

  • and positive leadership there.

  • And some of you are smiling because you

  • know the mistake I made.

  • I tried the smiling experiment in the talk and only

  • halfway through realized that 90% of the room

  • was veiled for the smiling experiment, which

  • had I thought it before I would not have made that mistake.

  • But I'm so grateful I did, because the women in the room

  • taught me something.

  • They told me that the experiment still

  • worked because they could see the smile in the other woman's

  • eyes.

  • And even behind the veil, the smile was contagious.

  • The reason why this is so fascinating is what we found

  • is inside the human brain, what we discovered also by accident

  • is over the past 15 years we've discovered these things

  • in the human brain called mirror neurons.

  • So if you put me into a fMRI brain scan,

  • scan my brain while I'm smiling, parts of my brain

  • will show activation telling me that I'm smiling.

  • But if I stop smiling, which is what

  • you were just trying to do, and someone smiles at you

  • or you see a picture of somebody smiling,

  • those small parts of your brain called

  • mirror neurons will show activation,

  • and they'll tell you you're the one that's smiling.

  • And your motor neurons will cause your face

  • to contort into a smile before you can stop yourself,

  • because you already think you're smiling.

  • So if you were looking at your partner

  • and their lips were quivering while they

  • were trying not to smile, that's weird.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: That shouldn't be happening.

  • But what's occurring there is their mirror neurons

  • are fighting against their motor neurons.

  • Your brain already thinks you're smiling,

  • so it's like, what's the problem here,

  • face, as your brain is trying to find out

  • what's going on between those.

  • These happen with yawns.

  • So if you see somebody yawn, our likelihood of yawning

  • increases because our brain actually

  • tells we're the one that's yawning.

  • But why this is so fascinating and why

  • this is crucial to this contagious effect

  • that we can have is it turns out that if you

  • have 15 strangers waiting for a plane-- they don't even know

  • they're part experiment yet.

  • They're just at an airport-- and you

  • introduce an undercover researcher,

  • a confederate to stand in the middle of the 15 people

  • and bounce nervously in place, tap his foot on the floor

  • and look at his watch repeatedly with a frown on his face,

  • within two minutes of waiting for that plane or train,

  • depending on the study, 7 to 12 of the 15 individuals will

  • unconsciously start bouncing nervously in place

  • and/or tapping their foot on the ground

  • and/or looking at their watch more than four times

  • in two minutes.

  • If you don't believe me, this is one

  • of the experiments you can do yourself

  • the next time you get on a plain,

  • if you want to spread stress and negativity--

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: --to the people on your plane,

  • which is why do this at a different gate.

  • But the reason I love this experiment--

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: --is it shows this, that not only do smiles

  • and yawns spread, it turns out negativity, stress,

  • uncertainty, pessimism we can pick up like secondhand smoke.

  • You can be optimistic, but if you're

  • surrounded by people who are negative,

  • your brain through these mirror neurons can pick it up.

  • And when we tell people that, they're like, OK.

  • Well, here are the people I'm cutting out of my life.

  • I'm not going to hang out with this person.

  • I'm going to de-friend them on Facebook.

  • I'm not even going to look at this person anymore, which

  • is awkward because they're in my family.

  • And what happens is in each one of those moments

  • we're eliminating social connection.

  • But these mirror neurons give us the power

  • to actually spread positive change even better.

  • Because as we've been studying you,

  • we've been studying you wrong.

  • There's no wires connecting your brains.

  • There's no organic material.

  • So we've made the mistake of assuming

  • that all of your brains were separate, and they're not.

  • It misses out on how beautiful the human organism actually

  • is, because our brains are not wired together.

  • Our brains are wirelessly connected

  • through a mirror neuron network.

  • Your thoughts right now are changing your nonverbals,

  • how you're sitting here, which is changing the way that people

  • sitting next to you are processing this information.

  • We're in a continual feedback loop with the people

  • that we walk past in the cafeteria.

  • We're in a continual feedback loop

  • with our family members and our friends.

  • And what we found is if we can buffer

  • our brain against the negative, if we can create even

  • a single positive change in our life, meditation, exercise,

  • gratitude, whatever it is you're doing,

  • we can actually watch that positive effect

  • that's occurring in your brain wirelessly impact

  • the people's brains of the people around you.

  • One of the opportunities I got last year

  • was to work at a hospital.

  • And hospitals have a terrible time,

  • because when you think about hospitals

  • you think about sickness and disease, Right?

  • And you can't change that.

  • But we went into the Ritz Carlton

  • to figure out what they were doing

  • to get people to love coming there.

  • And they have nice buildings, but one

  • of the things that the train-- maybe you

  • know this-- they teach them to do something

  • called the 10-5 Way, which is if you

  • walk within 10 feet of somebody at a Ritz Carlton,

  • they're trained to make eye contact and smile at you.

  • And within 5 feet, the employees are trained to say hello.

  • It's actually really fun to go in and out

  • of those sphere with them at the Ritz,

  • even if you're not staying there.

  • But what we love about the experience

  • is that we could import it down to this hospital,

  • to these groups of hospitals.

  • And we trained them post-Katrina down in Louisiana.

  • And some of the doctors were like, why would you

  • have to train people to smile?

  • Isn't that human nature?

  • But then other doctors were like, uh, you

  • hired me to save people's lives.

  • It doesn't matter how I walked down the hallways.

  • I save people's lives.

  • That's what I'm hired for.

  • I'm not going to do this stupid smiling initiative from HR.

  • So we said, that's fine.

  • But then we trained 11,000 of their coworkers

  • to make eye contact and smile and to do the 10-5 Way.

  • And what happens is everyone started picking up

  • the pattern, the doctors, and nurses, the staff.

  • But the cool part was the patients,

  • who didn't know what was going on,

  • picked up and then started initiating the social script,

  • because they were learning that when I walk down this hallway

  • I'm supposed to treat people as if they're human beings.

  • We pick up social scripts all the time.

  • If you get onto subway in New York or The T in Boston,

  • you start smiling, some people start

  • moving away from you, right?

  • Because we know the social script.

  • Let's not necessarily do eye contact,

  • and let's not actually smile at strangers.

  • We know that rule.

  • But part of what we were finding was not

  • only did hospital hallways change,

  • which would be a cute story about how hospitals can change,

  • what I was interested in is what happened

  • six months later to their business outcome.

  • Six months later, the hospitals that did this,

  • they saw a significant increase in their unique patients

  • that came to the hospital.

  • The likelihood of patients to refer

  • the care, the quality of care that they received skyrocketed.

  • And the doctors' happiness level at work

  • were the highest not only in the hospital chain

  • but in a decade at that organization.

  • That's a one-second behavioral change

  • that shows we can change the social script around this

  • and actually impact not only our happiness but the quality

  • of care that we provide and our business outcomes.

  • My question-- and it's the one that you have been championing

  • here at Google-- is, what if we had more than one second

  • with somebody?

  • What if we could change somebody not just short-term?

  • But what if we could actually change the very lens

  • with which we viewed the world?

  • And that's where things become really powerful, I think.

  • CHADE-MENG TAN: I have a suggestion for that--

  • SHAWN ACHOR: Yes.

  • CHADE-MENG TAN: --wish is to look at human being

  • and to think, I wish for this person to be happy.

  • You don't have to do or say anything.

  • Just think.

  • And that thought alone changes everything.

  • Because it changes your facial expression,

  • changes your behavior, and eventually people,

  • they like each other, and they don't really know why.

  • This operates on an unconscious level.

  • SHAWN ACHOR: Yeah.

  • CHADE-MENG TAN: So I suggest that to everybody,

  • that one thought.

  • I wish for this guy to be happy.

  • And then leave it at that.

  • See what happens.

  • SHAWN ACHOR: That's cool.

  • CHADE-MENG TAN: Oh, I love how you say it's beautiful.

  • I see it, and I raise you one--

  • SHAWN ACHOR: OK.

  • CHADE-MENG TAN: --which is I think

  • that in addition happiness is contagious.

  • The other thing I found to be contagious is calmness.

  • If you walk into a room in a meditative, calm state,

  • no matter how bad things are, if you walk in

  • and sit down meditatively calm, it starts to spread.

  • People start calming down.

  • So for those of you who are meditators,

  • practice that in a meeting where things are not going well.

  • Give that a try.

  • See if you can change anything.

  • And sometimes people notice.

  • That guy, every time he walks in the room, something changes.

  • See if that happens to you.

  • SHAWN ACHOR: That's cool.

  • CHADE-MENG TAN: Which leads me to the next question.

  • The thing I really like about this book are

  • two words that you use, which I thought was genius.

  • And the words you use are positive genius.

  • And can you talk about what is a positive genius

  • and how that relates to happiness and success?

  • SHAWN ACHOR: Sure.

  • So only 25% of your successes here at Google

  • are predicted based upon your intelligence

  • and technical skills.

  • CHADE-MENG TAN: The rest is their good looks, right?

  • SHAWN ACHOR: The rest are good looks.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: Which we know from tech, financials, and medicals,

  • where I thought IQ would matter more, it doesn't.

  • About 25% of job success is predicted by how smart you are.

  • 75% of your successes are predicted

  • by three other factors, your optimism,

  • the belief that your behavior matters,

  • your social connections, and the way you perceive stress.

  • What we found are that there's these individuals

  • and organizations-- and not even organizations, nonprofits

  • and families-- that we call positive geniuses, who,

  • regardless of the environment that they find themselves in,

  • are able to continually architect these realities that

  • cause them to see past to not only success but to happiness

  • as well.

  • Your brains are phenomenal.

  • Some of you are like, yeah, I knew that.

  • That's why I work here.

  • But your brain can process about 40 bits

  • of information per second, which is really fast.

  • The only problem is your brain receives 11 million pieces

  • of information per second from all of your nerve endings.

  • So as you're constructing a picture of the world,

  • your brain picks and chooses two to four small facts,

  • and then you architect an entire reality around them.

  • And if we know what those facts are for you, if we

  • hear how you're describing your work or your relationships

  • or your life, those facts you go to immediately,

  • those actually predict not only your levels

  • of happiness and your stress levels

  • and how calm you are, but it predicts your success rates,

  • your educational outcomes, your health outcomes in the future.

  • Part of what we found is that these positive geniuses

  • have practiced or have created these patterns where

  • they can continually architect these positive realities over

  • and over again.

  • And what I loved about this is it

  • was something that could be taught.

  • I think one of the deepest and coolest parts of this research

  • in positive psychology is this idea

  • that I believe at base is just that change is possible,

  • which I actually think most people would give

  • lip service to but don't actually believe that.

  • Because I think most people think that just their genes

  • are their environment, that that person's happy

  • because they were born happy.

  • Or I'm happy because I was born optimistic

  • or my parents were optimistic, and that's

  • the end of the story.

  • Or there are some people that are pessimistic as well.

  • There is a researcher up in Minnesota who's studying twins.

  • And they found if you take identical twins

  • and raise them apart-- they were already

  • going to be raised apart.

  • They didn't do that for the study,

  • but that they have identical twins raised

  • different families, different environment, same genes,

  • and what they found is, on average, the levels

  • of happiness were very similar.

  • So he concluded 80% of your long-term happiness

  • is based upon your genes, which actually I

  • believe most people believe.

  • They think the majority of our happiness

  • is based upon the way your brain was wired from the beginning.

  • And if you believe that statement,

  • you have to believe the next one, which

  • is his famous statement.

  • Stop trying to change your happiness.

  • You're as likely to change your happiness

  • as to change your height, which is also

  • 80% determined by genes.

  • He's since recanted that statement, because it turns out

  • he was only half right, which in this case

  • makes him fully wrong.

  • Because genes do set the initial baseline.

  • We can shine a light at a three-day-old,

  • and if they turn towards that light and that auditory click,

  • they're trying to increase their neocortical arousal,

  • and they're more likely to be an extrovert at age 10.

  • They turn away from it, and they're

  • more likely to be an introvert.

  • That's day three.

  • We haven't even had time to screw them up yet, right?

  • They've got these predispositions for this.

  • Some of you, genetically happiness

  • is a much easier choice than it is for other people.

  • Same thing with obesity, with alcoholism,

  • all of these different types of things.

  • But that's only the beginning of the story.

  • The reason why we keep finding genes to be so important

  • is that average person doesn't fight their genes.

  • And if you've seen my TED Talk, one of the things I talk about

  • is how most of our research we're

  • interested in the average.

  • We want to find out how many aspirin the average person

  • should take if they get a headache, which

  • we should already see a problem.

  • Because regardless if you're 90 pounds or 250 pounds, yeah,

  • about two pills should do it.

  • But as soon as we ask questions about potential,

  • about happiness, about optimism, about success,

  • those are a different group of questions.

  • And when we ask questions like that, what we do

  • is we create a cult of the average.

  • Because if we ask questions like, how fast can

  • a child learn how to read?-- and in our research,

  • we changed it to, how fast does the average child

  • learn how to read, and then we tailor the classes right

  • towards that average.

  • Same thing with genes.

  • If we look at how much genes matter, we look at the average,

  • and the average person does not fight

  • their genes and their environment.

  • But if you look at those same graphs with those same twins,

  • we find that they can scatter dramatically

  • from their genetic set point and from our environment.

  • Only 10% of your long-term levels of happiness

  • are predicted based upon the external world.

  • 90% of your long-term levels of happiness

  • is predicted by how your brain processes that external world.

  • And one of the things we found-- and there might be people

  • here in the room, you've seen a change in your life.

  • You've actually seen how you've become more optimistic or more

  • jaded in your life, whatever direction you've been going on

  • that trajectory-- I was telling you this morning,

  • I had an identical twin come up to me after one of my talks

  • and she said, I used to be a very negative person, just

  • like my sister, but now I'm extremely positive.

  • I'm like, that's amazing.

  • What did you do?

  • How did you break that cycle from your genes?

  • That's what I study.

  • And she thought about it, and she was like, actually,

  • I think it happened when I was 15.

  • I was involved in a horrific car accident, and I almost died.

  • And I realized that life was a privilege

  • and that I had a whole new lease on life.

  • And from then on, I've seen the world

  • in a completely different way.

  • What I love about that is that's a trauma that caused growth.

  • It wasn't just post-traumatic stress,

  • which is all we hear about.

  • But actually, it was trauma that caused somebody to not only

  • grow, create post-traumatic growth but a deviation

  • from our genes.

  • And that is what I find that these positive geniuses are

  • able to do is to realize that they can actually

  • be co-creators of the lens with which they view

  • the world with their environment and their genes,

  • so much so we can get people with genes for pessimism

  • to act in the world and to become high-level optimists.

  • We actually haven't found anyone who

  • is not capable of changing if they're

  • willing to be able to make some of these positive changes

  • within their life, which shows us

  • that if we just push against our environment and our genes

  • and create some of these positive habits

  • that you've been doing here at Google and the programs

  • where you get people to create these ideas,

  • if you take advantage of some of the exercise equipment

  • and all of the incredible things you have,

  • you can actually get people to change from their genetic set

  • point and create a whole new trajectory, which is amazing.

  • CHADE-MENG TAN: Yeah.

  • Thank you.

  • So Alex has the mic.

  • Let's get some questions from the audience.

  • Yeah, Alex, you get to choose who to give the mic to.

  • He has the power.

  • AUDIENCE: Hi.

  • A direct follow-up to what you just said.

  • I grew up with the quote 10% of the world

  • is what you make of it, and 90% is

  • how you take it, which is kind of what you just said.

  • You said 90% of your happiness is

  • based on how you process your external world.

  • Do you have some scientific fact?

  • How did you come up with that 90%?

  • Because before I thought that that was made up.

  • SHAWN ACHOR: Yeah.

  • That research comes from a researcher

  • named Sonja Lyubomirsky.

  • And part of what they were looking at initially

  • was if we know your external world,

  • we can predict short-term happiness very easily.

  • If a stock goes down, your happiness

  • goes down, unless you short the stock.

  • Or if something bad happens to you,

  • immediately you have a response period.

  • If you don't actually have a response period completely,

  • sometimes that can actually be problematic.

  • I don't study people that are happy all the time,

  • because that can actually be a form of a disorder where they

  • don't--

  • CHADE-MENG TAN: Or they live in Colorado.

  • SHAWN ACHOR: Exactly.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: So anyway, what they

  • found was your happiness levels in aggregate over time, which

  • is when we watch your patterns move, only 10% of it

  • was predicted by any of those external factors

  • that we were looking for.

  • So the rest of it had to be determined

  • based upon your genes and what she calls the voluntary actions

  • you make in your life.

  • Those are the habits.

  • I like where she's going with this,

  • and it's helpful sometimes to say those things.

  • But I also think we get stuck with the percentages.

  • Because if I'm born with genes for pessimism-- actually,

  • I was born probably with genes for depression.

  • I actually went through two years of depression myself

  • when I was at Harvard while I was at the Divinity School.

  • And as I was coming out of that, what was helping me pull out

  • of it was positive psychology and some of these habits

  • that we were doing.

  • I was doing this journaling exercise where you actually

  • journal about positive experience

  • and meaningful experience over the day.

  • And because our brains can't tell

  • the difference between visualization

  • and actual experience, it doubles the experience

  • for the brain, and you start to see more meaning.

  • Even though I have genes for that,

  • I don't actually experience depression very much any more.

  • And when I start to go down into a trough a little bit,

  • I know it's short-lived, and I can actually pop back out of it

  • faster and faster now.

  • And if that's the case, then how much are

  • the genes mattering at this point?

  • Are the genes starting to go from 40% down

  • to 30% down to 0%?

  • If I have genes for pessimism but I'm

  • acting like an optimist, maybe they have 0% of effect

  • upon people.

  • So part of what I think is just the recognition

  • that the external world does not have

  • a tyranny over people's levels of happiness, which

  • is why if you've traveled a lot you've

  • seen-- I've worked with very wealthy bankers who have just

  • been so depressed and devastated in the middle of a banking

  • crisis.

  • And I've worked with farmers in Zimbabwe who

  • lost their land who are living under a military dictator,

  • and they're some of the most optimistic people

  • I've ever met.

  • So I think it goes with the common sense

  • that we can find people within every environment that

  • are positive and negative.

  • I think the key, though, is how do we view reality.

  • Because I was actually out in northern California

  • out here speaking to a group of software companies,

  • all CEOs of these top software companies.

  • You probably know all these people.

  • And one of the CEOs offered to drive me to the airport

  • after my talk, because he wanted to figure out

  • how we could cascade this research out

  • through his organization.

  • And so I got into his really nice car

  • and put on my seat belt, and he got in on the other side

  • and immediately started talking to me about what

  • his company was experiencing, all the change and stress.

  • And that bell was going off in his car

  • because he hadn't put on his seat belt

  • yet and just kept going off and eventually got tired

  • and just stopped.

  • And I turned to him and I was like,

  • you don't wear a seat belt?

  • And he said, no, I listened to your talk.

  • I love your research.

  • I'm an optimist.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: I was like, oh, you're an idiot.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: But I'd love to work with you.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: Optimism is great for a lot of things,

  • but it doesn't stop cars from hitting us.

  • It doesn't stop reality from impinging upon us.

  • And that's irrational optimism.

  • And there's books and ideas out there

  • that if you're like, if I just change my mindset,

  • everything will change for me.

  • And that's actually irrational.

  • Because if you sugarcoat the present,

  • we make bad decisions in the future.

  • And if we think that reality won't impact us,

  • we don't make any changes to that reality,

  • and it causes us to be blind to injustices that are going on

  • in the world or to racism or to weaknesses in our life

  • that we want to improve.

  • Irrational optimists don't put on a seat belt

  • because they don't think anything bad can happen

  • to them, and a pessimist doesn't put on a seat belt

  • because they think they're going to die anyway.

  • But a rational optimist, which is what I'm hoping people

  • go for with this idea, rational optimism

  • doesn't start with rose-colored glasses.

  • It starts with a realistic assessment of the present, both

  • the good and the bad, but maintains the belief

  • that our behavior matters.

  • It's linked to our social support networks.

  • I love that.

  • The rational optimism takes a realistic assessment

  • of the present first but maintains

  • the belief my behavior matters.

  • It's linked to the people around me.

  • And that, I think, is where we want to go with this.

  • I get people after my talks who say,

  • I'm not an optimist or a pessimist.

  • I'm just a realist right now, which

  • usually means they're a pessimist.

  • But what they're saying is actually nonsensical,

  • because both optimists and pessimists

  • can both be realists.

  • Realism's seeing the problems in this world and in our work

  • and in our lives.

  • Optimism and pessimism is what happens after the problem.

  • So you have to see reality.

  • You know that reality has an impact.

  • But do I believe that that problem is

  • permanent and pervasive, it affects everything,

  • or it's local, it's one part of your reality,

  • and that it's temporary?

  • This too will pass.

  • That's where we want people to get to,

  • not to ignore the reality but to realize

  • that they can change it.

  • So I love that quote that you were talking

  • about that you grew up with, because it really is about,

  • how do you take the world that you have and move forward?

  • So thank you.

  • AUDIENCE: Thank you.

  • AUDIENCE: I've heard the saying you are the average of the five

  • people you associate with the most.

  • SHAWN ACHOR: Wow.

  • AUDIENCE: And whether it's five or six,

  • I don't think the quantity really matters.

  • And the intent of the question is

  • you grow with the people around you.

  • And so I started to really question my relationships

  • from high school to college and now Google and moving forward.

  • Were these relationships based-- they've changed so much,

  • and people that I used to care about I

  • haven't talked to in so long.

  • And I'm progressing forward in my career,

  • and I'm really only associating with people--

  • I try to have genuine conversations with everyone.

  • But then I realized two years later

  • that, oh, I don't even talk to this person I cared about so

  • much, just because he's not a part of my career anymore.

  • Because it's such a huge part in my life.

  • SHAWN ACHOR: Yeah.

  • AUDIENCE: And so it's really tough

  • to see are all my relationships that superficial

  • to the point of helping me just kind of

  • be a more powerful force in the world?

  • Because I think we all care about changing the world

  • and having an impact, and that's really hard

  • when you try to really build relationships.

  • And when you say cut people out of your life

  • that are bringing you down, it may

  • be that they're in a stage in which they need the most,

  • and you've just cut them out.

  • Sometimes I reflect on this, and I go into a very dark place

  • very quickly.

  • SHAWN ACHOR: Yeah.

  • AUDIENCE: I'm pretty happy guy, more or less than not.

  • But I think about this stuff a lot,

  • and I was wondering what your opinions are.

  • SHAWN ACHOR: Yeah.

  • Thank you for sharing that, because I think about this lot

  • too because I find the same thing.

  • It's less about my career.

  • It's more about who's in my immediate vicinity.

  • I even saw it with my freshmen then when I was a Proctor.

  • I'd be so close and tight with my freshmen.

  • And then as soon as they got moved off

  • to the River Houses or the Quad, I was like, OK,

  • I've got my new friends, the new freshmen

  • that came in this year.

  • And what I found was it was so frustrating because I cared

  • so much about my family members, these friends

  • that I had had in the past, but they were outside of my sphere,

  • because we're so used to interacting

  • with the people that are in your sphere, which at work,

  • if you're focused on work, that entire sphere might be here.

  • So of course the people closest to you

  • might be the people that are directly related

  • to that career.

  • And I make a little bit of fun of cutting the negative people

  • out of our life, because I actually

  • don't want people to do that.

  • I think it misses out on how powerful we can actually

  • be in these relationships, even if they're short-term.

  • Because at Yale they found that if you

  • have three strangers come into the room,

  • all with different emotions--

  • I get asked a lot, who's more powerful,

  • the positive people in your life and the negative people?

  • You might have a positive team, but there's

  • this one negative guy on the team that's

  • dragging the whole team down, or one positive person that you're

  • talking about that's very calm that gets everyone else to be

  • calm.

  • We can't answer that question, because it's different

  • every time we test it.

  • Sometimes it's the positive person.

  • Sometimes it's the negative person.

  • What we found is it was a different variable.

  • They found that the other two people in the room

  • leave with an increased likelihood of experiencing

  • the emotions of the most verbally

  • and non-verbally expressive person in the room.

  • So what that means is verbally or non-verbally,

  • if I'm very expressive of my pessimism or my negativity,

  • I'm changing that social script.

  • And what we found is social influence in our lives

  • is defined by three things, the strength

  • of our message, the immediacy, how important that message is

  • to people, and the number of sources

  • that are giving that same message.

  • What we found is that if you're wanting to try and create

  • a positive effect upon other people,

  • you want to increase the strength of that message, to be

  • more positive verbally and non-verbally

  • in those relationships to try and change those five or six

  • people that might be in our average circle.

  • But also, you're trying to increase the end.

  • Oftentimes when we think about those negative people,

  • we should actually not be going straight

  • for the negative person.

  • We should be increasing the positivity

  • of the people in the middle that we could tip towards positive

  • that help make that person actually

  • see a social script that's more positive.

  • But what's interesting, the other part about your question,

  • is these strong ties versus weak ties, which I actually

  • do a lot of research on.

  • Weak ties are actually much more predictive

  • of your long-term success than the strong ties are.

  • Happiness levels, though, are related

  • to both, the breadth and depth of your relationships.

  • So part of what we find is people,

  • depending on your introversion or your extroversion,

  • you can have lots of friends or small friends, deep or broad,

  • and what we found is that it really is how you see it,

  • how you see those interactions.

  • Do you see them as only weak ties, in which case

  • they don't actually provide as much meaning

  • to you, in which case you don't actually

  • feel sustained by that social support network?

  • It's what we see with social media a lot of times.

  • When people follow people on Twitter or on any social media

  • platform, if they follow people they

  • don't know they get no return on their investment of time

  • in terms of social connection.

  • But if they follow people that they're

  • friends from high school and they see that they just

  • had a kid or they just got a job and they actually

  • do see them at some point or they do interact with them,

  • they have a depth of their social knowledge

  • that deepens that relationship and causes more meaning.

  • So what I've been doing in my life-- this sounds very

  • similar to what you're experiencing--

  • is I try to reconnect with some of those people in very

  • short bursts but in meaningful ways.

  • And one of the habits that I have people

  • do at these companies is every day

  • when you get into work write a two-minute email praising

  • or thanking or reconnecting with one person.

  • That's it.

  • Two minutes maximum, so it's super short.

  • It's two or three sentences.

  • Try it today.

  • Just connect with one of those people

  • you feel like is outside of that career sphere.

  • And if you do it for three days, you'll

  • literally become addicted to it, because you're

  • going to spend all day long thinking about how amazing you

  • were for writing that email.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: But what happens is 21 days later as you've

  • reconnected to those people, your brain realizes, wow,

  • I have incredibly robust social support.

  • I saw some of you this morning that I hadn't seen from my time

  • at Harvard, and it's so exciting.

  • I haven't seen you in so long, and it's so exciting

  • to have those opportunities.

  • What we found is social support is the greatest

  • predictor of long-term happiness we have.

  • So instead of fleeing from negative

  • or only investing in our sphere, if we can find just small ways

  • to increase and deepen that social connection,

  • we've found it's the greatest predictor of happiness.

  • At Columbia, they found that if I

  • know the collective IQ on a team and the years of experience,

  • neither of those are as predictive as how

  • tight the team feels, so we know it's important.

  • But then the last part, my favorite statistic right now,

  • which is actually by a guy named Dr. House, which I think

  • is hilarious, he found that the social connection

  • is as predictive of how long you will live as obesity,

  • high blood pressure, or smoking.

  • We fight so hard against the negative,

  • and we forget about how powerful two minutes

  • of a positive interaction could be.

  • So yeah, I feel the exact same thing,

  • and I think it's how we perceive those relationships

  • that, while they might be temporary,

  • that doesn't take away the meaning involved with them,

  • just as everything that is temporary in life

  • is not destroyed of meaning.

  • This is from Buddhism, right?

  • While things are temporary, that doesn't

  • mean that there's not meaningful.

  • In fact, that can actually increase the meaning

  • of those short times that we have with those people.

  • CHADE-MENG TAN: We're out of time,

  • so I just have one short last question for you, Shawn.

  • What can we, Google, do for you?

  • SHAWN ACHOR: Oh.

  • You already did it for coming.

  • Thank you so much for coming.

  • I think the biggest thing is help us

  • get this positive research out there more.

  • Tal Ben-Shahar told me that he had an adviser who said that

  • the average scientific journal article is only read by seven

  • people total--

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: --which is incredibly

  • depressing for a researcher to hear, because I know that

  • also includes my mom.

  • [AUDIENCE LAUGHING]

  • SHAWN ACHOR: So if there's any way

  • you can share this research.

  • I think the best way is to tell people about it.

  • Tell people they're not just their genes

  • or their environment.

  • But really the best way is to show them.

  • Pick up a positive habit.

  • Get involved with one of these programs

  • to create one of these positive changes.

  • Because what we find is that it ripples out

  • so much to effect other people.

  • Real quick story.

  • I was working with a CEO of a fast food company.

  • He sold his company for hundreds of millions of dollars

  • and had a breakdown.

  • He made millions of dollars.

  • But that night he went on track with his wife

  • and start walking off some of the weight that he had gained

  • and talking about things that he was grateful for, doing

  • that positive habit.

  • It was so helpful that they start doing it and telling

  • their kids that they were doing it.

  • And they got a call from one of their friend's parents

  • who said, did you hear what happened at the summer party

  • for your daughter?

  • And they were like, oh, no.

  • Was there drinking or boys?

  • And they said, no, she got everyone in her friend group

  • to sit around and talk about the things

  • that they were grateful for that were going on at school.

  • We can actually create a different social script

  • for the world where people don't wait for happiness off

  • in the future but actually are creating it now

  • and actually are tipping this world away

  • from negativity and stress to a world that

  • believes this behavior matters and can see ways of changing

  • this reality into a better reality for all of us,

  • which is why I get excited.

  • CHADE-MENG TAN: Thank you.

  • SHAWN ACHOR: So thank you.

  • Thank you so much.

  • CHADE-MENG TAN: Thank you.

  • [AUDIENCE APPLAUDING]

  • CHADE-MENG TAN: Thank you.

CHADE-MENG TAN: Morning, everybody.

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A2 初級

ショーン・アンカー『しあわせの前に』|Googleで語る (Shawn Achor, "Before Happiness" | Talks at Google)

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    Precious Annie Liao に公開 2021 年 01 月 14 日
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