What is *Triggers* by Marshall Goldsmith about?

*Triggers* explores how environmental and psychological factors derail behavior, offering strategies to overcome them. Marshall Goldsmith introduces daily self-monitoring via “active questions” to foster lasting change by focusing on effort, not outcomes. The book combines leadership insights with practical tools, emphasizing accountability in personal and professional growth.

Who should read *Triggers* by Marshall Goldsmith?

Professionals seeking behavioral change, leaders aiming to improve team dynamics, and individuals interested in self-improvement will benefit. The book targets those committed to actionable strategies, explicitly excluding those resistant to change (“successful adults won’t change unless they want to”).

Is *Triggers* by Marshall Goldsmith worth reading?

Yes, for its actionable frameworks like **active questions** and **AIWATT**. Reviews praise its blend of executive coaching wisdom and relatable anecdotes, though some note the daily discipline required. It’s ideal for readers valuing structure over abstract theory.

What are the key concepts in *Triggers*?

- **Active Questions**: Daily self-assessment prompts like “Did I do my best to…” focusing on effort. - **AIWATT**: A decision-making filter (“Am I Willing And Tired To…”) to pause before reacting. - **The Circle of Engagement**: Environment, beliefs, and behavior interconnectedness.

How does *Triggers* address belief systems?

Goldsmith identifies **belief triggers** (e.g., “I don’t have time”) that sabotage change. By reframing these mental barriers through self-questioning, individuals take ownership of their responses.

What are environmental triggers in *Triggers*?

Triggers are external cues (people, events) prompting automatic reactions. They’re neutral—**productive** or **counterproductive** based on response. Example: A critical colleague triggering defensiveness vs. curiosity.

How does Marshall Goldsmith’s approach differ from other self-help methods?

Unlike habit-forming guides, *Triggers* emphasizes **daily environmental awareness** and **instant course correction**. The “magic bullet” is relentless self-monitoring, not willpower alone.

What criticism exists about *Triggers*?

Some note the simplicity of active questions risks underestimating deeper psychological barriers. Others highlight the challenge of maintaining daily discipline long-term.

트리거 요약

지속되는 행동 만들기-- 당신이 되고 싶은 사람이 되는 법

마셜 골드스미스, 마크 라이터

3.92(9485 Reviews)

트리거 요약 개요

세계 정상급 경영진들이 자기 파괴적인 습관을 깨기 위해 왜 마셜 골드스미스(Marshall Goldsmith)의 "트리거(Triggers)"를 신뢰하는지 확인해 보세요. 의도를 행동으로 변화시키는 혁신적인 "능동적 질문(active questions)" 기법을 배워보십시오. 최고의 비즈니스 리더들조차 단순한 환경적 트리거가 우리의 최선책을 어떻게 방해하는지, 그리고 우리가 얼마나 쉽게 통제력을 되찾을 수 있는지에 대해 놀라움을 금치 못했습니다.

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트리거의 같은 아이디어를 담았습니다. 나에게 맞는 목소리, 깊이, 속도를 고르고 언제든 바꿔 보세요.

1장

The Power of Behavioral Triggers: How Our Environment Shapes Who We Become

Have you ever wondered why you keep making the same mistakes despite your best intentions? Marshall Goldsmith's "Triggers" might be the wake-up call you need. This bestseller has transformed the leadership approaches of CEOs from organizations like the World Bank, Intel, and McKesson, becoming required reading in executive coaching circles worldwide. When Oprah Winfrey interviewed Goldsmith on Super Soul Sunday, she called the book "a game-changer for anyone who wants to change their life." Drawing from his 35+ years coaching Fortune 500 executives, Goldsmith reveals the hidden forces that derail our best intentions and provides a practical framework for lasting change. The book's brilliance lies in its simplicity-showing that meaningful change doesn't require complicated techniques, just awareness, structure, and consistent effort in the face of environmental triggers that constantly shape our behavior.

2장

Why Meaningful Change Remains So Elusive

Meaningful behavioral change is perhaps the most difficult challenge humans face. Consider your own experience: How long have you been telling yourself "This is the day I make a change"? How many New Year's resolutions have fallen by the wayside by February? How many diet plans have lasted less than a week? The pattern is frustratingly familiar to most of us. We face three fundamental problems when attempting change. First, we often can't admit we need to change, either because we're unaware or because we've created elaborate excuses. We might blame circumstances ("I'm too busy to exercise"), other people ("My spouse brings unhealthy food home"), or external factors ("My job is too stressful to quit smoking"). Second, we underestimate inertia's power-doing nothing is easier than starting something difficult, even when the long-term benefits are clear. The comfort of familiar routines, even harmful ones, creates a powerful gravitational pull. Third, we lack execution knowledge-understanding what to do doesn't guarantee we'll actually do it. Many people know they should exercise more but struggle with creating sustainable workout habits. Even when the benefits of changing behavior are indisputable, we ingeniously invent reasons to resist. When Mayor Bloomberg attempted to ban supersize sugary drinks to fight childhood obesity, New Yorkers lodged every objection imaginable until a judge struck down the law. People cited personal freedom, economic impact on businesses, and government overreach - anything to avoid confronting the actual health issue. We're masters at avoiding change, especially when it applies to ourselves, often employing sophisticated rationalizations to maintain our status quo. Two immutable truths govern behavioral change. First, meaningful behavioral change is incredibly difficult because it requires rewiring neural pathways that have been strengthened over years or decades. Second, no one can make us change unless we truly want to change. External pressure, whether from family, doctors, or employers, rarely succeeds without internal motivation. Change must come from within-a person who doesn't wholeheartedly commit to change will never change, regardless of incentives or consequences. Consider smoking cessation statistics: despite life-threatening consequences, two-thirds of smokers who want to quit never try, nine out of ten who try fail, and successful quitters typically fail six times first. Each attempt provides valuable lessons, but the journey is rarely linear. Behavioral change becomes exponentially harder when other people are involved. Unlike breaking a solo habit, becoming a better partner or manager requires others to recognize and validate your change. Their skepticism, based on past experiences with you, can make sustaining new behaviors even more challenging. The good news? Behavioral change doesn't have to be complicated-it can be simple, but simple is far from easy. Success requires understanding that setbacks are normal, progress is rarely linear, and sustainable change often comes from small, consistent actions rather than dramatic transformations. The key lies in accepting these truths while maintaining unwavering commitment to the desired change.

들리는 모든 단어를 눈으로 확인하세요

트리거 요약의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

3장

The Belief Triggers That Sabotage Our Best Intentions

We harbor deep rationalizations that sabotage lasting change by canceling its possibility before we even begin. These aren't mere excuses but belief triggers-inner convictions that derail our progress, operating like invisible software in our minds that automatically generates resistance to change. "If I understand, I will do" is perhaps the most common misconception. Understanding doesn't guarantee doing. Corporate retreats where everyone agrees on next steps often lead nowhere a year later. Knowledge without action creates only the illusion of progress. Consider how many people thoroughly understand the principles of healthy eating yet struggle with their diet, or how managers can articulate leadership best practices but fail to implement them consistently. We also deify willpower while mocking its absence, calling those with remarkable self-control "strong" and those needing help "weak." Yet few of us can accurately gauge our willpower. We overestimate it and underestimate how our environment undermines it. Like Odysseus who tied himself to the mast to resist the Sirens' call, we rarely foresee the challenges ahead. Studies show that even minor disruptions like lack of sleep or stress can deplete willpower reserves we assumed were bottomless. Another insidious belief is "Today is a special day." We readily designate any day as "special" to excuse our lapses-the Super Bowl, birthdays, anniversaries, holidays, work celebrations, or even arbitrary occasions like National Cookie Day. We promise ourselves that tomorrow we'll return to normal discipline. But successful change doesn't happen overnight. By excusing momentary lapses as outlier events, we trigger self-indulgent inconsistency. Research indicates that people who make frequent exceptions to their goals are 70% less likely to achieve lasting change. We comfort ourselves with "At least I'm better than..." comparisons that give us a free pass to ease up. We convince ourselves others need to change more than we do, triggering a false sense of immunity from the work required for real transformation. This comparative mindset creates an artificial ceiling for our potential growth. Many of us show contempt for simplicity and structure, believing we're above needing help with seemingly simple tasks. When doctors initially resisted using checklists that virtually eliminated central line infections, they were exhibiting this belief trigger-finding simple solutions demeaning despite proven success. This resistance to structure appears in countless scenarios, from executives avoiding basic time management tools to athletes skipping fundamental drills. We also fail to recognize that self-control is a limited resource. After working several hours, we become tired and more likely to abandon our goals. The effort of maintaining discipline itself triggers depletion, making persistence increasingly difficult. Research shows decision fatigue sets in after making as few as 50 small choices, dramatically affecting our ability to maintain commitments. Perhaps most dangerously, we hold contradictory beliefs about time: we chronically underestimate how long tasks take, yet believe time is infinitely spacious for eventual self-improvement. This faith in time's endless patience triggers procrastination. Studies show we consistently underestimate task completion times by 40-60%. We'll start getting better tomorrow, seeing no urgency to begin today, failing to recognize that tomorrow never arrives with more available time than today.

4장

The Environment That Controls Us

Most of us remain unaware of how profoundly our environment shapes our behavior. Whether experiencing road rage on crowded freeways, becoming entitled in high-end restaurants, or acting aggressively in competitive sports environments, our surroundings trigger behavioral changes we rarely recognize. Even subtle environmental cues, like room temperature, lighting, or background noise, can significantly impact our decision-making and emotional responses. The fundamental misapprehension is that we think we control our environment when actually it controls us. Our environments can induce unethical behavior, as with Karl, whose "make your number" demands created a culture where his team took increasingly unethical shortcuts - from manipulating sales figures to misrepresenting product capabilities to clients. Even personal relationships aren't immune-like Jackie, who negotiated harshly against a friend leaving the company, later regretting how the professional environment made her behave like "an amateur human being." The corporate setting had transformed her usual compassionate nature into calculated ruthlessness. Some environments are deliberately designed to manipulate us, like luxury malls engineered to maximize spending through strategic layout designs, ambient scents, and carefully curated music. Casino layouts deliberately eliminate windows and clocks to distort time perception. Others, like our bedrooms, should support good habits but often don't because we fill them with distracting devices, work materials, and poor lighting that disrupts our sleep patterns. Most critically, our environment isn't static but situational-changing throughout the day. Each new situation presents different who-what-when-where-why specifics that put our behavioral integrity at risk. The mother who confidently manages her home transforms into a different person in a budget meeting. A teacher who shows patience with students might become aggressive in traffic. Even powerful executives adopt different personas throughout their day - collaborative in team meetings, authoritative with subordinates, deferential with board members - though many delusionally believe they control their environment rather than the reverse. Feedback is our first step in becoming mindful about the connection between our environment and behavior. Through feedback - whether from colleagues, friends, personal reflection, or data tracking - we learn to see our environment as a triggering mechanism. A behavioral trigger is any stimulus that impacts our behavior: a notification ping prompting social media checks, an open office causing distraction, or a stocked pantry encouraging snacking. Triggers can be direct or indirect, internal or external, conscious or unconscious, anticipated or unexpected, encouraging or discouraging, and productive or counterproductive. The most important distinction is whether triggers push us toward becoming the person we want to be (productive) or pull us away (counterproductive). Our responses to triggers reveal the tension between what we want (short-term gratification) and what we need (long-term benefit). Understanding this helps us redesign our environments to support our desired behaviors rather than undermine them. For instance, removing phones from bedrooms to improve sleep quality, or reorganizing workspaces to enhance focus and productivity.

트리거 요약에서 더 많은 것을 얻으세요

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5장

The Planner-Doer Disconnect

Why don't we become the person we want to be? The answer lies in understanding that within each of us exist two separate personas: the planner who makes worthy goals, and the doer who must execute them. As the day progresses, these two personas grow further apart. We start each morning as confident planners with to-do lists and good intentions, but later become followers who face unexpected obstacles, diminishing energy, and flagging motivation. The disconnect is universal: we are superior planners and inferior doers. The concept of situational leadership provides a framework for understanding this internal planning-doing disconnect. Just as effective leaders adapt their style to match followers' readiness levels, we must apply the same approach to self-management. The planner in us should assess the doer's needs and provide appropriate structure. When tasks are critically important, like attending a daughter's wedding, we need little guidance. But for challenging behavioral changes, like controlling impulsive behavior in meetings, we require more structure. One client, Rennie, solved his habit of giving redundant assignments by placing a simple index card reminder in front of himself during meetings. Our failure to execute plans isn't just about environmental intrusions-we willfully discount past experiences. Even under ideal conditions, we struggle to follow through. At a dinner with seventeen successful executives who promised not to interrupt each other, all broke their promise within minutes despite clear rules and financial penalties. To avoid being blindsided by our environment, we must master three interconnected stages: anticipation, avoidance, and adjustment. In high-stakes situations, we excel at anticipation. The problem lies in life's minor moments when we don't associate situations with consequences. These seemingly benign environments actually demand our greatest vigilance. As Peter Drucker noted, many leaders don't need to learn what to do but what to stop. Similarly, our smartest response to challenging environments is often avoiding them altogether. We readily avoid physically dangerous situations, but struggle to avoid enjoyable environments that trigger problematic behaviors. When avoidance isn't possible, we must adjust. However, adjustment is the least common outcome of forecasting, occurring only after we've anticipated our environment's impact and ruled out avoidance.

6장

The Wheel of Change: Four Essential Choices

To truly become who we want to be, we must understand all our options through the Wheel of Change, which illustrates four fundamental choices: creating or preserving positive elements, and eliminating or accepting negative ones. This framework provides a comprehensive approach to personal and professional transformation. Creating is the glamorous poster child of behavioral change-the exciting process of self-invention where we imagine a "new me." The challenge lies in doing this by choice rather than being passively shaped by external forces. Creating spans from simply adding one new behavior (usually sufficient for already successful people) to completely reinventing ourselves. For example, a successful executive might add daily meditation to enhance focus, while an entrepreneur might completely reimagine their leadership style. The key is maintaining authenticity while pursuing intentional growth. Preserving requires deep soul-searching to identify what truly serves us well and the discipline to maintain it rather than abandoning it for something new and shiny. Successful people often don't practice preserving enough-they're wired to fight the status quo, instinctively choosing "getting better" over "being good," risking the loss of desirable qualities. This might include maintaining long-standing relationships, protecting core values, or safeguarding effective work habits that have proven valuable over time. When Frances Hesselbein became CEO of the Girl Scouts in 1976, she faced an organization with declining membership and an anachronistic image. Rather than scrapping everything, she identified what was worth preserving-including cookie sales and the organization's identity as a moral guide for young women. Her "tradition with a future" approach quadrupled membership and tripled diversity. This exemplifies how selective preservation can coexist with innovation to create powerful results. Eliminating is our most liberating, therapeutic action, yet we approach it reluctantly, fearing we might jettison something we'll later need. We readily eliminate things causing immediate, certain harm-unreliable friends, caffeine that makes us jittery, stultifying jobs. The real test comes in sacrificing something enjoyable that isn't ostensibly harming our career-like micromanaging-that we believe works for us (if not for others). This might include letting go of perfectionist tendencies, abandoning ineffective management styles, or releasing outdated beliefs about success. Accepting is perhaps the most difficult element for high-achievers, who often believe everything can be changed through sufficient effort. When Alicia was promoted to head HR at a large company, her team used the wheel to develop their strategy, including accepting that improving the workforce would take years and they might not get credit. Other examples of acceptance might include recognizing market limitations, acknowledging personal constraints, or coming to terms with organizational realities that can't be changed in the short term. Good things happen when we systematically ask what we need to create, preserve, eliminate, and accept. The process helps us focus our energy where it matters most, avoiding the trap of trying to change everything at once. Discovering what really matters is a gift, not a burden, as it allows us to direct our efforts toward meaningful transformation while maintaining what already works well. This balanced approach leads to sustainable change and authentic growth.

들리는 모든 단어를 눈으로 확인하세요

트리거 요약의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

7장

The Power of Active Questions and Daily Accountability

In coaching practice, certain "magic moves" reliably create change: apologizing, asking for help, optimism, and asking active questions. Self-questioning, though rarely pursued, changes everything. Traditional engagement approaches rely on passive questions like "Do you have clear goals?" Such questions cause people to think about what's being done to them rather than what they're doing for themselves. When asked passive questions, employees provide "environmental" answers that blame external factors rather than taking personal responsibility. To test the difference between passive and active questions, researchers conducted a controlled study with three groups. The control group received no training. The second group answered daily passive questions like "How happy were you today?" The third group answered active questions like "Did you do my best to be happy?" After two weeks, the results were striking. While the control group showed little change, the passive questions group reported positive improvement. Most significantly, the active questions group showed twice the improvement on every measure! This simple language tweak-focusing on what individuals can control-made a dramatic difference in happiness, meaning, relationships, and engagement. The six most powerful active questions are: 1. Did I do my best to set clear goals today? 2. Did I do my best to make progress toward my goals today? 3. Did I do my best to find meaning today? 4. Did I do my best to be happy today? 5. Did I do my best to build positive relationships today? 6. Did I do my best to be fully engaged today? These questions work through multiple mechanisms: reinforcing commitment, targeting motivation where needed, breaking goals into manageable daily increments, and creating accountability through reporting to someone-a coach. Daily Questions function as "commitment devices"-tools that announce our intentions and commit us to follow through. They focus us precisely where motivation is lacking, not where we're already performing well. By shrinking overwhelming objectives into manageable 24-hour increments, they neutralize our greatest enemy in behavioral change: impatience. The magic of Daily Questions isn't in spreadsheets or nightly calls-it's in reporting to someone who serves as our coach. A coach functions at multiple levels: as scorekeeper tracking our progress, as referee calling out inconsistencies, or as full advisor engaging in dialogue about our efforts. At the most basic level, a coach provides accountability-we're more productive when being watched.

8장

Creating Structure That Transforms Behavior

We do not get better without structure. Structure's power lies in repetition and transparency. It limits our options so external factors don't throw us off course. We use structure naturally in many areas-shopping lists, recipes, exercise regimens-yet we resist applying it to interpersonal behavior, telling ourselves "I shouldn't need to do that" or "The other person needs to change, not me." While structure is essential for improvement, it must fit both the situation and personalities involved. Robert, an insurance company CEO, was a classic high-energy salesman with legendary sales results but struggled as a leader. His challenge required changing both himself and his environment through a simple structure of six basic questions used in bimonthly one-on-one meetings. The structure played to Robert's communication strengths while slowing him down to focus internally. When Robert retired four years later, his leadership rating had improved from the 8th to the 98th percentile. We often make poor choices at day's end due to "ego depletion." Our self-control is finite, depleted through the day by resisting temptations, making decisions, and regulating behavior. Decision fatigue leaves us either making careless choices or surrendering to inaction. Under depletion's influence, we talk too much, share overly personal information, become arrogant, cheat more readily, help less, and grow either more aggressive or more passive. Structure is our best defense, reducing the choices we must make and preserving our dwindling willpower. For unexpected interpersonal moments when we're least prepared, creating simple anticipatory structures can trigger smart responses rather than foolish behavior. For example, imagine approaching a boring meeting knowing you'll be tested afterward on your efforts to be happy, find meaning, build relationships, and stay engaged. This mental reframing transforms indifferent environments into opportunities for self-improvement. By pretending we'll be tested, we become hyperaware of our behavior, shifting from past regrets or future impatience into the present moment-the only place where meaningful change happens. This "pretend you'll be tested" approach can be extended throughout our day with Hourly Questions. When we're miserable in dull situations, we're either dwelling in the past or anxiously awaiting the future. Self-testing forces us to live in the present-alert and mindful of our behavior because we know we'll soon account for our actions.

트리거 요약에서 더 많은 것을 얻으세요

매일 새로운 인사이트를 10만 개 이상의 레슨에서 만나보세요
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9장

Becoming the Trigger: The Ultimate Transformation

There are no absolutes in behavioral change-we never achieve perfect patience, generosity, empathy, or humility. The best we can hope for is consistency in our effort that makes others charitable about our shortcomings. What's worrisome isn't occasional lapses but when striving stops and we begin coasting on reputation-when we settle for "good enough." "Good enough" becomes problematic in interpersonal relationships. The connection between skill and motivation is crucial-we're highly motivated to do things we excel at because good performance creates a reinforcing feedback loop. Conversely, insufficient skill practically guarantees marginal motivation. We often maintain professional standards at work but behave poorly at home where structural accountability is absent. We also compartmentalize on the job, treating strengths as our "real self" while disowning weaknesses. This artificial distinction between professional and amateur gives us license for mediocrity in areas we've decided don't define us. Nadeem's transformation with Simon demonstrates the power of becoming the trigger ourselves. After taking responsibility for their poor relationship, Nadeem committed fully to improvement, going "eighty percent of the way" toward reconciliation. The surprise wasn't that Nadeem improved, but how quickly the problem vanished-in just six months. When later asked what he'd do differently, Nadeem said, "I'd go a hundred percent. I learned that if I change my behavior, I change the people around me." This is the ultimate blessing of not settling for good enough: when we fully commit to behavioral change, we become an irresistible force rather than an immovable object. We begin to change our environment rather than be changed by it. We become the trigger. The Circle of Engagement represents an equilibrium between ourselves and our environment. When we lack awareness, triggers lead instantly to impulses and behaviors, creating chaos. But awareness provides breathing space to make better choices. While we might honor permanence in careers, marriages, or communities, there's one area where changelessness becomes hazardous: our interpersonal behavior. We wear our resistance to changing how we treat others as a badge of honor. Only when it's too late do we question these choices. The solution is simple: make one change, one triggering gesture you won't regret later. Do something that represents a departure from your habitual behavior-call your mother, thank a customer, withhold cynicism. It will benefit everyone around you and feel so good you'll want to do it again.

★★★★★

트리거 요약 완독을 축하합니다

“23일째 매일 사용하고 있어요. 이제 제 일상의 한 부분이 되었습니다.”

jayallen

트리거 요약의 핵심 주제

environmental triggers
behavioral change
executive coaching
habit maintenance
willpower depletion

트리거 요약의 명문장

Meaningful behavioral change is perhaps the most difficult challenge humans face.
Understanding doesn't guarantee doing.
We overestimate it and underestimate how our environment undermines it.
We're masters at avoiding change, especially when it applies to ourselves.
No one can make us change unless we truly want to change.

트리거 요약의 등장인물

Marshall GoldsmithAuthor and executive coach
Mark ReiterCo-author of the book
Mayor BloombergPolitician used as a case study on behavior

저자 소개

세계적인 경영 컨설턴트이자 뉴욕 타임스 베스트셀러 작가인 마셜 골드스미스(Marshall Goldsmith)는 복잡한 아이디어를 설득력 있는 이야기로 풀어내는 숙련된 공동 저자 마크 라이터(Mark Reiter)와 함께 *트리거: 행동의 변화를 이끌어내는 심리적 방해물(Triggers: Creating Behavior That Lasts—Becoming the Person You Want to Be)*를 집필했습니다.

'싱커스50(Thinkers50)' 리더십상을 두 차례 수상한 골드스미스는 40년 동안 150명 이상의 CEO를 코칭하며 지속 가능한 행동 변화를 위한 프레임워크를 정립해 왔습니다. 이는 심리학적 통찰과 개인 및 직업적 성장을 위한 실행 가능한 전략을 결합한 트리거의 핵심 주제이기도 합니다. 그의 전작인 *일취월장(What Got You Here Won’t Get You There)*과 *모조(Mojo)*는 리더십 개발 분야의 기초가 되는 저서들입니다.

경영 코칭 원칙을 이해하기 쉬운 산문으로 정제하는 라이터의 전문성은 그를 여러 베스트셀러를 함께한 골드스미스의 신뢰받는 공동 저자로 만들었습니다. 이들이 협업한 트리거는 뉴욕 타임스와 월스트리트 저널 베스트셀러 1위에 올랐으며, 전 세계 32개 언어로 번역되어 독자들과 만나고 있습니다.

트리거 요약 다운로드

트리거 요약을 무료 PDF 또는 EPUB으로 받으세요. 인쇄하거나 오프라인에서 언제든 읽을 수 있습니다.

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This plan is essential for anyone struggling with impulsive habits or feeling controlled by subconscious routines. It provides a neuroscientific framework for professionals and individuals looking to regain cognitive control and intentionally reshape their daily behaviors.

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학습 계획

Unshakable Presence: From Overthinking to Action

This plan is designed for professionals whose contributions are hindered by hesitation and mental loops. It provides actionable tools to shift from passive overthinking to assertive leadership and high-impact communication.

1 h•3 섹션

학습 계획

The Architecture of Self-Mastery

This plan is essential for leaders and professionals who want to bridge the gap between their intentions and actions. It bridges the gap between neuroscience and practical psychology, making it ideal for anyone seeking to master their internal drive and social influence.

30 m•3 섹션

학습 계획

Thinking, Fast and Slow: Decision Toolkit

In an era of information overload, understanding the mechanics of human judgment is a critical superpower for leaders and professionals. This toolkit is essential for anyone looking to minimize cognitive errors and master the psychological drivers behind every choice we make.

3 h 15 m•4 섹션

학습 계획

The Master Manipulator's Field Guide

In high-stakes environments, psychological safety is often threatened by calculated manipulators. This guide is essential for professionals seeking to identify toxic behaviors and build resilient defenses to protect their careers.

1 h 30 m•3 섹션

학습 계획

The Neurobiology of Unstoppable Growth

This plan is essential for leaders and high-performers who want to leverage brain science to overcome burnout and stagnation. It bridges the gap between biological reality and professional excellence, making it ideal for anyone navigating high-pressure environments.

1 h 30 m•3 섹션

컬럼비아 대학교 동문들이 제작 | 샌프란시스코에서 개발

BeFreed는 호기심 넘치는 글로벌 커뮤니티를 하나로 연결합니다

4.7

평균 평점

앱 평가 7.84천 개 이상

BeFreed 커뮤니티

정말이지 아직 앱을 다 써 보지도 않았는데, 며칠 써 본 것만으로도 깊은 인상을 받았어요… BeFreed는 제가 써 본 어떤 학습 앱과도 차원이 달라요. 몰입감이 엄청나고 집중력도 실제로 좋아져서, 스마트폰을 하염없이 스크롤하는 분들께 딱이에요!

@ladyInfinity

정확히 23일 전에 BeFreed를 구입했는데, 그날부터 하루도 빠짐없이 쓰고 있어요. 제 일상 업무 흐름과 학습 습관에 완전히 자리 잡았어요.

@jayallen

솔직히 이 앱은 제 기대를 전부 뛰어넘었어요. 어떤 주제든 오디오로 만들어 달라고 할 수 있고, 결과물이 놀라워요. 제 전문 분야는 심리치료 쪽이고 여러 학문이 얽혀 있는데도 답변이 아주 정확해요.

@Raguipa

제일 고마운 건 스크롤하는 시간이 확 줄었다는 거예요. 검색하는 시간은 줄고 흡수하는 시간은 늘었어요. 오디오북 전권, 팟캐스트, 학습 플랜의 조합이 정말 훌륭해요.

@colonyofcreatorsNGO

저는 24년째 PhotoReading 속진 학습 강사로 일하고 있어요… 책과 독서, 배움이 제 전문인데, BeFreed는 정보를 소화하기 쉽게 전달하는 혁신적인 방식을 정말 잘 구현했어요.

@BeFreed user

단순한 책 요약 앱이 아니에요. '재미' 스타일을 써 봤는데, 전통적인 방식보다 훨씬 나은 요약이고 아이디어를 이해하기도 쉬워요. 이것만으로도 값어치를 해요.

@austinakon

이 앱이 정말 좋아요. 며칠 써 봤는데 듣는 걸 멈출 수가 없어요. 시작하기에 이보다 좋을 수 없어요.

@jcrules328

정말 마음에 들어요. 한 달 정도 써 봤는데 숨은 보석을 찾은 기분이에요. BeFreed로 제가 원하는 주제를 직접 만들 수 있어서 좋고, 목소리도 훌륭한 데다 내레이션 선택지가 무궁무진해요.

@DanielCZ

정말이지 아직 앱을 다 써 보지도 않았는데, 며칠 써 본 것만으로도 깊은 인상을 받았어요… BeFreed는 제가 써 본 어떤 학습 앱과도 차원이 달라요. 몰입감이 엄청나고 집중력도 실제로 좋아져서, 스마트폰을 하염없이 스크롤하는 분들께 딱이에요!

@ladyInfinity

정확히 23일 전에 BeFreed를 구입했는데, 그날부터 하루도 빠짐없이 쓰고 있어요. 제 일상 업무 흐름과 학습 습관에 완전히 자리 잡았어요.

@jayallen

솔직히 이 앱은 제 기대를 전부 뛰어넘었어요. 어떤 주제든 오디오로 만들어 달라고 할 수 있고, 결과물이 놀라워요. 제 전문 분야는 심리치료 쪽이고 여러 학문이 얽혀 있는데도 답변이 아주 정확해요.

@Raguipa

제일 고마운 건 스크롤하는 시간이 확 줄었다는 거예요. 검색하는 시간은 줄고 흡수하는 시간은 늘었어요. 오디오북 전권, 팟캐스트, 학습 플랜의 조합이 정말 훌륭해요.

@colonyofcreatorsNGO

저는 24년째 PhotoReading 속진 학습 강사로 일하고 있어요… 책과 독서, 배움이 제 전문인데, BeFreed는 정보를 소화하기 쉽게 전달하는 혁신적인 방식을 정말 잘 구현했어요.

@BeFreed user

단순한 책 요약 앱이 아니에요. '재미' 스타일을 써 봤는데, 전통적인 방식보다 훨씬 나은 요약이고 아이디어를 이해하기도 쉬워요. 이것만으로도 값어치를 해요.

@austinakon

이 앱이 정말 좋아요. 며칠 써 봤는데 듣는 걸 멈출 수가 없어요. 시작하기에 이보다 좋을 수 없어요.

@jcrules328

정말 마음에 들어요. 한 달 정도 써 봤는데 숨은 보석을 찾은 기분이에요. BeFreed로 제가 원하는 주제를 직접 만들 수 있어서 좋고, 목소리도 훌륭한 데다 내레이션 선택지가 무궁무진해요.

@DanielCZ

유용한 정보와 아이디어를 8~15분짜리 팟캐스트 스타일 오디오로 압축해서 들을 수 있다는 게 정말 좋아요. 원래 팟캐스트는 군더더기가 많아서 안 좋아했는데, 여기는 그걸 싹 걷어냈어요.

@BeFreed user

박사 과정을 마무리하는 중이라 낯선 자료를 많이 읽어야 해요… BeFreed에서는 프롬프트만 입력하면 앱이 자료를 찾아서 오디오 팟캐스트로 만들어 줘요. BeFreed의 과정이 NotebookLM보다 더 매끄럽게 느껴져요.

@Brad

아침을 준비하거나 산책하거나 출퇴근할 때 들을 것을 YouTube에서 자주 찾곤 했는데, BeFreed는 광고도 군더더기도 없이 훨씬 더 딱 맞는 걸 들려줘요!

@BeFreed user

이 플랫폼의 가장 큰 장점은 활용도예요. 다루지 못하는 주제가 말 그대로 하나도 없어요. 무엇을 던져도 다 소화해요… 제한이 전혀 없으면서 약속을 실제로 지키는 학습 도구는 정말 드물어요.

@jayallen

BeFreed는 환상적이에요. 디자인이 편해서 헤매는 시간은 줄고 배우는 시간은 늘었어요. 오디오북, 팟캐스트, 학습 플랜의 조합은 천재적이에요. 제 하루가 완전히 달라졌어요.

@BeFreed user

처음엔 이탈리아어로 팟캐스트를 만드는 방법을 이해하는 데 시간이 좀 걸렸는데, 알고 나니까 — 와! 정말 대단해요! 어떤 주제든 설명해 달라고 하면 정말 똑똑하게 잘 설명해 줘요!

@matteo77

BeFreed는 제가 매일 쓰는 오디오북 앱이 됐어요… 제일 마음에 드는 건 텍스트를 넣으면 이동 중에도 들을 수 있는 오디오로 만들어 준다는 점이에요.

@kotanzu1

유용한 정보와 아이디어를 8~15분짜리 팟캐스트 스타일 오디오로 압축해서 들을 수 있다는 게 정말 좋아요. 원래 팟캐스트는 군더더기가 많아서 안 좋아했는데, 여기는 그걸 싹 걷어냈어요.

@BeFreed user

박사 과정을 마무리하는 중이라 낯선 자료를 많이 읽어야 해요… BeFreed에서는 프롬프트만 입력하면 앱이 자료를 찾아서 오디오 팟캐스트로 만들어 줘요. BeFreed의 과정이 NotebookLM보다 더 매끄럽게 느껴져요.

@Brad

아침을 준비하거나 산책하거나 출퇴근할 때 들을 것을 YouTube에서 자주 찾곤 했는데, BeFreed는 광고도 군더더기도 없이 훨씬 더 딱 맞는 걸 들려줘요!

@BeFreed user

이 플랫폼의 가장 큰 장점은 활용도예요. 다루지 못하는 주제가 말 그대로 하나도 없어요. 무엇을 던져도 다 소화해요… 제한이 전혀 없으면서 약속을 실제로 지키는 학습 도구는 정말 드물어요.

@jayallen

BeFreed는 환상적이에요. 디자인이 편해서 헤매는 시간은 줄고 배우는 시간은 늘었어요. 오디오북, 팟캐스트, 학습 플랜의 조합은 천재적이에요. 제 하루가 완전히 달라졌어요.

@BeFreed user

처음엔 이탈리아어로 팟캐스트를 만드는 방법을 이해하는 데 시간이 좀 걸렸는데, 알고 나니까 — 와! 정말 대단해요! 어떤 주제든 설명해 달라고 하면 정말 똑똑하게 잘 설명해 줘요!

@matteo77

BeFreed는 제가 매일 쓰는 오디오북 앱이 됐어요… 제일 마음에 드는 건 텍스트를 넣으면 이동 중에도 들을 수 있는 오디오로 만들어 준다는 점이에요.

@kotanzu1

웹에서 BeFreed가 어떻게 논의되고 있는지 더 보기

지금 바로 학습 여정을 시작하세요

3장

트리거 요약

트리거 요약 개요

다양한 학습 방식으로 트리거 요약 살펴보기

The Power of Behavioral Triggers: How Our Environment Shapes Who We Become

Why Meaningful Change Remains So Elusive

들리는 모든 단어를 눈으로 확인하세요

The Belief Triggers That Sabotage Our Best Intentions

The Environment That Controls Us

트리거 요약에서 더 많은 것을 얻으세요

The Planner-Doer Disconnect

The Wheel of Change: Four Essential Choices

들리는 모든 단어를 눈으로 확인하세요

The Power of Active Questions and Daily Accountability

Creating Structure That Transforms Behavior

트리거 요약에서 더 많은 것을 얻으세요

Becoming the Trigger: The Ultimate Transformation

트리거 요약 완독을 축하합니다

트리거 요약의 핵심 주제

트리거 요약의 명문장

트리거 요약의 등장인물

저자 소개

트리거 요약 다운로드

다른 사용자들도 좋아한 책

트리거 요약에 관한 자주 묻는 질문

What is Triggers by Marshall Goldsmith about?

Who should read Triggers by Marshall Goldsmith?

Is Triggers by Marshall Goldsmith worth reading?

What are the key concepts in Triggers?

이 학습 계획의 일부

Self regulation

더 알아보기

BeFreed는 호기심 넘치는 글로벌 커뮤니티를 하나로 연결합니다

다양한 학습 방식으로 트리거 요약 살펴보기

The Power of Behavioral Triggers: How Our Environment Shapes Who We Become

Why Meaningful Change Remains So Elusive

들리는 모든 단어를 눈으로 확인하세요

The Belief Triggers That Sabotage Our Best Intentions

The Environment That Controls Us

트리거 요약에서 더 많은 것을 얻으세요

The Planner-Doer Disconnect

The Wheel of Change: Four Essential Choices

들리는 모든 단어를 눈으로 확인하세요

The Power of Active Questions and Daily Accountability

Creating Structure That Transforms Behavior

트리거 요약에서 더 많은 것을 얻으세요

Becoming the Trigger: The Ultimate Transformation

트리거 요약 완독을 축하합니다

다른 사용자들도 좋아한 책

이 학습 계획의 일부

Self regulation

더 알아보기