Here is an excerpt from an interview of Annie Duke by Molly Liebergall for the McKinsey Quarterly, published by McKinsey & Company. To read the complete article, check out others, learn more about the firm, and sign up for email alerts, please click here.
* * *
In this edition of Author Talks, McKinsey Global Publishing’s Molly Liebergall chats with former professional poker player Annie Duke about her new book, Quit: The Power of Knowing When to Walk Away (Penguin Random House, September 2022). Annie Duke retired from professional poker with more than $4 million in winnings by knowing when to stick out a hand and when to cash in her chips. Much like a poker career, life, she says, is “one long game,” and the biggest winners are also the most strategic quitters. An edited version of the conversation follows.
How can quitting be valuable?
People have the idea that quitting slows you down, that it stops your progress, but in reality, quitting really speeds you up. If you’re engaged in something that isn’t the best path for you to achieve the things that you want to achieve, then staying on that path—not quitting—is going to slow you down, whereas if you quit and switch to another path that is more likely to cause you to gain more ground, that will speed you up.
That’s the number-one reason why quitting can be so valuable. The second reason has to do with the fact that pretty much every decision we make is under the influence of two sources of: the first is pure luck. If I’m playing poker, I don’t control the cards that are coming. When you’re driving on the road, you don’t control the other cars that are driving around you. When you go into a new job, you don’t control who might quit after you go there, what new leadership might come in, or how they might behave.
The other influence is hidden information. For most decisions we make, we know very little in comparison to all there is to be known. Inevitably, after we make a decision, we learn new information. I think that we’ve all had that feeling of, if I had known then what I know now, I would’ve made a different decision. That’s that feeling of new, hidden information revealing itself to you that would’ve changed your choice.
The option to quit is what makes it so that we can react to new information. Even further, it also is what allows us to make decisions under uncertainty in the first place. . . . This lets us do things like go on a date—imagine the first date you ever went on, and if you had to marry that person.
This is where quitting becomes so incredibly valuable: the option to quit is what makes it so that we can react to new information. Even further, it also is what allows us to make decisions under uncertainty in the first place, because when we learn that new information, we have the option to quit. This lets us do things like go on a date—imagine the first date you ever went on, and if you had to marry that person.
This is what allows us to do things like , for example, or A/B testing, or anything that relies on the option to quit the stuff that isn’t working. I think that is what’s so important about understanding the value of quitting as a decision skill: it lets you deal with uncertainty, and it will get you to where you want to go, faster.
How do you know when it’s the right time to quit?
We can’t perfectly see the future. We’re not omniscient. We don’t have a crystal ball. It’s hard for us to know exactly how other paths that we might be thinking about taking might turn out. This makes this decision to quit really hard, due to not knowing exactly when the right time is.
If we were perfectly rational and omniscient, the exact time to quit would be when the expected value—what you’re getting out of the path you’re on—is no longer worthwhile, either on its own or in comparison to other paths that you might want to take. The problem for us is that it’s very hard to see that, because it’s a forecast, and we know that forecasts are uncertain. The thing I try to tell people is that you should assume that if you’re thinking about quitting, it’s already probably past the time that you should have quit.
There’s wonderful research from Steven Levitt, the economist who wrote . He built a website for people who were struggling with big life decisions like: Should I ? Should I leave my relationship? Should I move to a new town? Should I stay or should I go? Should I quit or should I grit? When they were in that moment of, “I don’t know, because it’s 50-50 and I’m having trouble deciding,” people could go to this website, and the website would flip a virtual coin for them.
You should assume that if you’re thinking about quitting, it’s already probably past the time that you should have quit.
People who are willing to go flip a coin for a big life decision like this must really feel like it’s a 50-50 choice, right? Otherwise, the choice would be clear one way or the other. Given that, you would assume that the quitters here—the ones who are told to quit by the coin or who quit on their own—would be equally happy as the ones who were told to stay.
What he actually found when he measured the happiness of the coin flippers two months and six months later was that the quitters were happier. That shows that the moment when people felt it was 50-50, it was actually well past 50-50. This is the problem that we have: we need much more signal than is actually necessary in terms of the right time to quit.
Why can grit sometimes be a bad thing?
If we think about grit and quit, I think people view those as opposing forces. In the battle of the popular mind, grit is the clear winner. . It’s a sign of character, as a matter of fact. We admire those who persevere, whereas quitting is clearly a vice—at least as people view it—quitting shows that you’re weak willed.
We can see this reflected in aphorisms like, “Winners never quit and quitters never win.” That’s how we think about the battle between the two. In reality, grit and quit are the exact same decision if you think about it, because if I choose to stick to something, that means I’m choosing not to abandon course, and if I choose to walk away from something, it means I’m choosing not to stick to it. They’re literally the exact same decision.
There are certainly circumstances under which quitting would be correct. As an example, if I’m at the top of Mount Everest and there’s a snowstorm, I should probably quit my summit attempt. That would be a wise thing to do. This means that the flip side must be true, and that sometimes sticking it out—or gritting it out—can’t possibly be correct. Those circumstances happen in particular when the path you’re on is no longer worthwhile.
There are certainly circumstances under which quitting would be correct. As an example, if I’m at the top of Mount Everest and there’s a snowstorm, I should probably quit my summit attempt. That would be a wise thing to do. This means that the flip side must be true, and that sometimes sticking it out—or gritting it out—can’t possibly be correct.
The value of grit is that . Most things that are really worth doing are going to be hard also. We want to stick to those worthwhile things even when we’re in down periods.
When grit is really great is when it’s getting to you to stick to something that is going to get you to your goal. The issue is that it also gets you to do that when the end goal is no longer worth pursuing, and when there are other paths you could take that would get you to where you want to go faster.
Why is ‘quit while you’re ahead’ actually bad advice?
There are a few problems with “quit while you’re ahead.” The first is, what makes a path worth sticking to is not whether you’re ahead right at this moment.
Let’s stay that I bought a stock at $50 and it’s now at $60. I’m ahead, but that’s not what actually tells me whether I should stick to it. What tells me whether I should stick to it is whether, going forward, I feel that this is a stock that’s in a good position or not. Is this a good place for me to have my money versus other places that I could invest my money?
“Quit while you’re ahead,” is getting you to focus on the wrong thing because it’s not telling you what “ahead” means. But the bigger problem with that aphorism is that it’s amplifying a cognitive bias we have that’s quite bad. For most things, particularly when we get bad news, we have a tendency to quit too late, but there is one place where we tend to quit too early, and that is exactly when we’re ahead.
To get this idea across, I’d love to talk about a study that was done by Colin Camerer and many colleagues, including Richard Thaler, who’s a Nobel laureate. They looked at a plethora of trip sheets of New York City , and what they found was a very interesting pattern: when the driving conditions were really good, the cab drivers were quitting early in their shift, and when there weren’t a lot of fares to pick up, they were staying in the cab and sticking it out.
For most things, particularly when we get bad news, we have a tendency to quit too late, but there is one place where we tend to quit too early, and that is exactly when we’re ahead.
This is the opposite of what you would do in an ideal world. When the driving is really good, meaning there are lots of fares around, in terms of , one would think that you would stay in the cab and keep driving because there are so many fares to be picked up. Then, when there aren’t a lot of fares around, you would say, “I’m not going to take my time doing this. I’m going to quit, and I’ll come back another day when the fare conditions are better.”
The cab drivers flipped their behavior. It turned out that most of the drivers had set an earnings goal for the day. If you hit your earnings goal really fast, that means that there are lots of fares around. They hit their earnings goal, so they were ahead, and they quit. When the driving was bad, they didn’t hit that earnings goal, and they kept driving around in their cab trying to get to their daily earnings goal.
They stuck while they were behind, and they quit while they were ahead, costing them a lot of money. It turns out that this is a very strong human tendency: when things aren’t going well for us, we tend to escalate our commitment to the cause, but when things are going really well—you have a stock at $60 that you bought at $50—then we want to get out of it right away.
* * *
Here is a direct link to the complete article.
Annie Duke is a decision-making strategist and former professional poker player. Molly Liebergall is a digital editor based in McKinsey’s New York office.
Comments and opinions expressed by interviewees are their own and do not represent or reflect the opinions, policies, or positions of McKinsey & Company or have its endorsement.