Confession time: I’m not a big reader. But when a book comes recommended by someone I truly respect, I take notice. So when Ravi Jogi “G” suggested “The Friction Project” by Robert Sutton and Huggy Rao, I knew I had to check it out. And let me tell you, Ravi was spot on! This book is a game-changer, especially for anyone interested in improving how things get done, whether at work, at home, or in life generally.

The core concept is simple: friction is anything that makes it harder for people to do what they set out to do. Think confusing processes, pointless rules, lack of resources, poor communication… you get the idea. Sutton and Rao argue that by strategically reducing friction in the right places, we can unlock enormous amounts of energy and creativity.

What really blew me away were these eight questions they pose. They’re like a diagnostic tool for identifying and tackling friction in any situation. And here’s how they’ve played out in my own life:

1. Is it the right or wrong thing for you to do? This might seem obvious, but it’s important. Sometimes the best way to reduce friction is to simply stop doing things that are unethical, pointless, or harmful.

• My Example: I used to do photoshoots for free, but clients were constantly abusing my time, canceling without notice, and generally not respecting the effort involved. To reduce this friction, I simply stopped offering free photoshoots.

2. Do you have enough skill and will to do it well? Do you need to learn new skills or boost your motivation? Sometimes the friction is internal, and we need to work on ourselves before tackling external obstacles.

• My Example: Once I decided to charge for my services, I had to ask myself if I had the skills to run a photography business. This meant learning new things, like building a website and setting up online booking and payment systems.

3. Is failure cheap, safe, reversible, and instructive? If the answer is yes, then embrace experimentation and don’t be afraid to make mistakes. If not, proceed with more caution.

• My Example: Introducing advance payments for bookings was an experiment. It might not be “cheap” if someone cancels, but it’s reversible (I can refund them), safe (protects me from no-shows), and instructive (helps clients value their appointments more).

4. Is delay wasteful, cruel, and downright dangerous? Sometimes, acting quickly is essential, even if it means taking on more risk.

• My Example: In today’s fast-paced world, especially with the “agile” mindset, delay can be deadly. When I decided to launch my paid photography services, I moved quickly. Within a week, I had a website, booking system, and was ready to accept clients. Sometimes you just have to jump in and learn as you go!

5. Are people already overloaded, exhausted, and burned out? Adding more to their plates might create more friction than it removes.

• My Example: Upper management needs to pay close attention to their team’s workload and well-being. If they see signs of overload, exhaustion, or burnout, laying off employees is not going to help; it will likely create more friction. Even if team members don’t explicitly voice their struggles, it’s the responsibility of upper management to recognize these signs and take action to make things right. A great leader can recognize this and find ways to alleviate the pressure, perhaps by redistributing tasks, providing additional support, or streamlining processes.

6. Does it require people to work alone or together? How much coordination is needed between different people, teams, and organizations? Friction often arises from poor collaboration.

• My Example: With so many of us working from home these days, it can feel like we’re working in silos. But collaboration is more important than ever. Whether it’s with my team, other departments, or even external partners, I prioritize clear communication and efficient coordination to keep things running smoothly.

7. Will reducing or eliminating friction for some people result in it being heaped on others? Is the redistribution of friction ethical and fair? This question forces us to consider the wider impact of our actions.

• My Example: As a leader, I’ve faced tough decisions about reducing workforce to cut costs. But I always ask myself: will this simply shift the burden onto the remaining team members? Will it lead to more friction down the line? Reducing friction in one area shouldn’t create a bigger problem elsewhere.

8. Are the commitment, learning, and social bonds that can result from hard work, frustration, suffering, and struggle worthwhile given the human and financial toll? Sometimes, a bit of friction can be beneficial, leading to growth and stronger relationships.

• My Example: Overcoming challenges, even when it’s tough, can make us stronger and more resilient. The struggles I’ve faced in building my photography business, dealing with difficult clients, and managing a team have all taught me valuable lessons and helped me grow both personally and professionally.

These eight questions have seriously changed how I think about problems and solutions. They’re not just about making things easier; they’re about making things better. When you feel friction, think about these 8 questions, and the answers will help you overcome it. As the book says, “Smart leaders make the right things easier and the wrong things harder” – choose your choice – right or wrong, easier or harder.