Since 2008's global economic meltdown, we've been looking for someone to blame, rather than recognizing the larger systemic issues shaping the future of business leadership.

Digitization is creating a second economy that’s vast, automatic, and invisible—thereby bringing the biggest change since the Industrial Revolution.

You are underestimating the future. You are fretting about the now; worrying about little things that don’t matter. You are wasting precious energy obsessing over irrelevant details. You don’t believe that a better future is out there and can be built, that it can exceed people’s expectations, because you’re spending so much time considering the truth of the present and the seemingly important lessons of the past.

1. Make more of your behaviors automatic. Because our willpower is so limited, our best defense is to rely on it less. Here's how the brilliant mathematician Alfred North Whitehead put it: "Civilization advances by extending the number of operations we can perform without thinking about them." A ritual is a highly precise behavior that you perform over and over, at a specific time, so it becomes automatic and no longer requires much willpower to get it done. 

2. Take yourself out of harm's way. You can't easily lash yourself to a mast, but you can selectively avoid temptations. If you want to lose weight, it makes sense to remove your favorite high-calorie foods from the shelves, and to tell the waiter at restaurants not to bring the bread.  If you want to get challenging work done, turn off your email entirely for designated periods of time rather than try to resist its Pavlovian ping.   

3. Whatever you feel compelled to do, don't. The more powerfully driven you are to take instant action, the more likely you shouldn't. When the pull is intense, it's likely you've activated your fight-or-flight physiology. That's great when you're actually facing a life-or-death situation and need to react instantly. In most life circumstances, it serves you better to reflect before you react. 

4. Sleep as much as you must to feel fully rested. For nearly 98% of us, that means at least 7 hours a night. "Fatigue," said Vince Lombardi, "makes cowards of us all." Specifically, it undermines our capacity for self-control, and we're more likely to default to instant gratification.  The best sleep ritual is not just to choose a precise bedtime, but also to begin winding down at least 30 minutes before turning out the lights.  

5. Do the most important thing first in the morning. That's when the vast majority of us have the most energy and the fewest distractions.  Our energy reservoir diminishes as the day wears on, which is why it's so difficult to get to the hardest work late in the day. Conversely, the more focused you are, the higher the quality of work you'll do, and the more you'll get done. I often get more important work done during the first 90 minutes of the morning than in the rest of the hours of the day put together. 

6. Eat energy rich foods in small doses at frequent intervals.  Food – specifically glucose – literally fuels willpower.  Unfortunately, the body can only make use of a limited amount at any given time, so we need to refuel at least every three hours.  Sugars and simple carbohydrates provide a surge of energy that doesn't last, while lean proteins and complex carbohydrates provide a steadier, more enduring source of energy and therefore willpower. 

7. Do one thing at a time.  With so much coming at us so relentlessly – emails, texts, people, and information – we assume the only way to get to it all is to juggle multiple tasks at the same time.  In fact, moving between tasks creates something called "switching time." When you shift attention from one focus of attention to another, the average time it takes to finish the first task increases by at least 25%. 

8. Work in sprints. Human beings aren't meant to operate like computers, at high speeds, continuously. Rather, we're designed to pulse between spending and renewing energy. The ultradian rhythm refers to a 90-minute cycle inside us, during which we move from a state of higher physiological arousal progressively down towards fatigue. Focus intensely, ideally without interruption, for no more than 90 minutes at a time. Then take a real break, for at least a few minutes, to relax emotionally, give the mind a rest and physically recharge.  

Think for a moment about what would make you feel most excited to get to work in the morning, and most loyal to your employer. The sort of company I have in mind would:

1. Commit to paying every employee a living wage. To see examples of how much that is, depending on where you live, go to this site. Many companies do not meet that standard for many of their jobs. It's nothing short of obscene to pay a CEO millions of dollars a year while paying any employee a sum for full time work that falls below the poverty line.
2. Give all employees a stake in the company's success, in the form of profit sharing, or stock options, or bonuses tied to performance. If the company does well, all employees should share in the success, in meaningful ways.
3. Design working environments that are safe, comfortable and appealing to work in. In offices, include a range of physical spaces that allow for privacy, collaboration, and simply hanging out.
4. Provide healthy, high quality food, at the lowest possible prices, including in vending machines.
5. Create places for employees to rest and renew during the course of the working day and encourage them to take intermittent breaks. Ideally, leaders would permit afternoon naps, which fuel higher productivity in the several hours that follow.
6. Offer a well equipped gym and other facilities that encourage employees to move physically and stay fit. Provide incentives for employees to use the facilities, including during the work day as a source of renewal.
7. Define clear and specific expectations for what success looks like in any given job. Then, treat employees as adults by giving them as much autonomy as possible to choose when they work, where they do their work, and how best to get it accomplished.
8. Institute two-way performance reviews, so that employees not only receive regular feedback about how they're doing, in ways that support their growth, but are also given the opportunity to provide feedback to their supervisors, anonymously if they so choose, to avoid recrimination.
9. Hold leaders and managers accountable for treating all employees with respect and care, all of the time, and encourage them to regularly recognize those they supervise for the positive contributions they make.
10. Create policies that encourage employees to set aside time to focus without interruption on their most important priorities, including long-term projects and more strategic and creative thinking. Ideally, give them a designated amount of time to pursue projects they're especially passionate about and which have the potential to add value to the company.
11. Provide employees with ongoing opportunities and incentives to learn, develop and grow, both in establishing new job-specific hard skills, as well as softer skills that serve them well as individuals, and as managers and leaders.
12. Stand for something beyond simply increasing profits. Create products or provide services or serve causes that clearly add value in the world, making it possible for employees to derive a sense of meaning from their work, and to feel good about the companies for which they work.