4 questions to Julia Milner around the power of habits

Julia Milner is a Professor at EDHEC and has published numerous scientific articles on leadership, micro-management, the role of emotions and interculturality. She is also interested in digital tools and their role in learning processes. In her new book, she explores habits and answered here a few questions to help us, at this time of year when we make resolutions, get to know ourselves better so that we can have confidence in the power of change.

Do you believe the New Year is genuinely an effective time to cultivate new habits, or is it just a cultural myth?

The New Year is often treated as a magical reset, a moment when we expect to leave old habits behind and suddenly become better versions of ourselves. In reality, change has less to do with the calendar and more to do with how life is structured. While the New Year can feel meaningful as a psychological marker, its impact depends on how it is used.

The problem is not making resolutions but believing that motivation alone will carry them forward. Habits last when they are built into systems rather than fueled by hope, making sure to normalise “restarting”.

There is also a risk in expecting instant transformation. That kind of pressure often works against us. A more helpful approach is to see the New Year as a trial period rather than a verdict on success or failure. Small experiments matter. Committing to five minutes a day instead of an hour lowers resistance. Focusing on beginning instead of winning keeps momentum alive. The aim is not perfection but steady movement forward. Progress grows when mistakes are treated as information rather than proof of failure. 

The New Year can spark change, but only when it is viewed as the start of a longer path, not the finish line.

What motivated you to work for years on the processes of change and ultimately the power of habits – in both senses, as levers and as burdens?

This book grew out of a long-standing curiosity about the space between wanting to change and actually doing it. 

Through years of research in leadership and behavioral science, I kept returning to the same question: why do we hold on to habits that no longer help us, even when we know they are holding us back? I came to see that the answer has little to do with willpower alone. It has more to do with understanding our motivations and shaping our surroundings so they support the changes we want to make.

There was also a personal turning point behind this work. Like many others, I experienced failed resolutions and goals that quietly faded away. Eventually, it became clear that the issue was not a lack of discipline but the way I was approaching change. I began studying successful leaders not only for what they achieved, but for how they let go of what was no longer effective. That insight led to the idea of becoming a quitter, someone who knows when to step away from habits, projects, or even identities that no longer support growth. This is not about giving up. It is about creating space for what truly matters.

This book reflects that shift, moving away from the pursuit of perfection and toward acceptance of the imperfect, ongoing process of becoming.

You argue that focusing on the 'what' often demotivates people, while understanding the 'why' and 'how' is key to lasting change. Could you share some of the essential psychological and behavioral counterarguments you’ve developed?

One of the most common misconceptions about habits is the idea that knowing what to do is enough. We all understand the basics: eat better, move more, wake up earlier. Yet information on its own rarely turns into action.

Lasting change depends on answering two more meaningful questions: why it matters personally and how to make it easier to follow through. 

Wanting to read more, for instance, becomes more compelling when it connects to something deeper, such as curiosity or the need to unwind. In other words: make sure to connect habits to your values, while lowering the barriers to (re)start.

Identity also plays a powerful role. Habits are more likely to stick when they fit naturally with how we see ourselves, such as thinking of oneself as someone who values health. When a habit feels like an obligation imposed from the outside, resistance grows. This is why small, early successes matter. Simple actions create momentum and quietly reinforce identity.

Just as important is accepting the need to restart. Setbacks are not signs of failure but sources of insight. The people who build habits successfully are not those who never falter, but those who return to the process with a better understanding of what truly works for them.

In an era where apps, wearables, and AI-driven platforms promise to help us build better habits, can technology bridge the gap between intention and action, or does it risk becoming just another distraction?

Technology is neither a hero nor a villain. It reflects how we choose to use it. Apps and wearables can be genuinely helpful when they are designed around human behavior rather than simple tracking.

For students especially, the right tools can make a real difference. Digital planners, flashcard apps, and adaptive study schedules can turn overwhelming workloads into manageable routines and support consistency without exhaustion. A habit tracker that acknowledges small successes can reinforce motivation, while one that punishes missed days often does the opposite. What matters is using technology as support rather than dependence. A useful question to ask is whether a tool simplifies a habit or adds another layer of effort. If monitoring steps or study time becomes stressful, it is no longer helpful.

The real strength of technology lies in how personal it can be. Newer platforms can adjust to individual patterns, suggesting study breaks when focus drops or workouts when energy is higher. At the same time, caution is essential. The same tools meant to help can easily compete for attention. A healthier approach is to treat technology like a habit in itself and choose it deliberately. Use it to reduce friction, such as automating small decisions, and to increase enjoyment, like pairing routines with music you love.

The goal is not to depend on technology, but to use it thoughtfully in service of what matters most, whether that is performing well academically, building a skill, or making room for a more satisfying life.