Are Some Slots Better Than Others

Would you rate yourself as highly productive?

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We’ve learned a lot about personal productivity and what makes some people more productive than others. Last year we published a survey to help professionals assess their own personal productivity — defined as the habits closely associated with accomplishing more each day. The survey focused on seven habits: developing daily routines, planning your schedule, coping with messages, getting a lot done, running effective meetings, honing communication skills, and delegating tasks to others.

After cleaning up the data, we obtained a complete set of answers from 19,957 respondents across six continents. Roughly half were residents of North America; another 21% were residents of Europe and 19% were residents of Asia. The remaining 10% was comprised of residents (in descending order) from Australia, South America, and Africa.

Our survey had its limits — for example, respondents were a self-selected sample of readers of HBR.org, and the ratings were self-assessments of habits rather than objective measures of people’s productivity. Nevertheless, we believe the survey results provide useful insights into important productivity habits and challenges facing professionals.

Three general patterns stood out: First, working longer hours does not necessarily mean higher personal productivity. Working smarter is the key to accomplishing more of your top priorities each day. Second, age and seniority were highly correlated with personal productivity — older and more senior professionals recorded higher scores than younger and more junior colleagues. Third, the overall productivity scores of male and female professionals were almost the same, but there were gender differences on particular habits that promote personal productivity.

More specifically, we found that professionals with the highest productivity scores tended to do well on the same clusters of habits. They planned their work based on their top priorities, and then acted with a definite objective. They developed effective techniques for managing a high volume of information and tasks. And they understood the needs of their colleagues — for short meetings, responsive communications, and clear directions.

Let’s go deeper into the survey results. On geography, the average productivity score for respondents from North America was in the middle of the pack, even though Americans tend to work longer hours. The North American score was significantly lower than the average productivity scores for respondents from Europe, Asia, and Australia. On the other hand, the North American score was significantly higher than the average productivity scores for residents of South America and Africa (though recall these were the areas where we had the least data).

Sep 26, 2012  As a general rule, the higher the denomination, the higher the long-term payback. So, nickels usually pay better than pennies, quarters pay better than nickels, dollars better than quarters, etc. An increase in long-term payback does not mean you'll lose less per spin, on the average. 5 slot myths: Why what you think you know is wrong. In other words, players can tell when the house edge (or hold percentage) is larger for some slots or some casinos, and smaller for others.

The loosest slots in town in every casino some slots pay out more than others this is how to find them. After all, the money is better in your pocket or purse than in those large casino vaults under the ground. But no one knows about other types of loose machines. That’s right. Even in stand-alone machines some are looser than others. Mar 03, 2008  $5 minimum for 3-reel slots and $1 minimum for video slots. Also, some slot machines give you a 98 or 99% guaranteed return. It says so on a sign hanging over the slot machines. Play on those and with as high a minimum bet as you can afford since the higher the minimum, the better. Players can discern when slots are loose. In other words, players can tell when the house edge (or hold percentage) is larger for some slots or some casinos, and smaller for others. For example, A lot of players believe that some slots are looser than others, so much so that they search out constantly. Or, they think land-based casinos position their loosest slot machines near the entrances to give a sense of winning and excitement as you walk by the door.

Drilling down into the data, we found the higher productivity scores for Europe, Asia, and Australia were driven by strong habits in areas such as daily schedules, not constantly checking messages, focusing early on the final product, and thinking carefully before reading or writing.

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While our survey turned up significant differences in productivity scores by continent, it showed minimal differences between the average scores of male and female respondents. Overall, the respondents were 55% male and 45% female.

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Yet there were some noteworthy differences in how women and men managed to be so productive. Women tended to score particularly high when it came to running effective meetings — women were more likely than men to send out an agenda in advance, keep meetings to less than 90 minutes, and finish meetings with an agreement on next steps. Women were also more likely to say that they prepared their calendars the night before and responded promptly to important emails.

By contrast, men did particularly well when it came to coping with high message volume — not looking at their emails too frequently and skipping over the messages of low value. Men were also more likely than women to report keeping free slots in their daily schedules, getting quickly to the final product, and composing outlines before writing memos.

Beside geography and gender, we analyzed the responses to our questionnaire by age and seniority. There were five age brackets — with the most respondents in the under-30 bracket and the least in the over-60 bracket. We found that the productivity scores of respondents rose systematically the older they got. This trend seems to reflect the benefits of learning from years of experience how to work smarter. The drivers of these higher productivity scores for respondents in older age brackets were their stronger habits in four areas: developing routines for low-value activities, managing message flow, running effective meetings, and delegating tasks to others.

The story was somewhat similar when it came to seniority. There were five levels of seniority captured in the data, with 5 being the most junior and 1 being the most senior. The number of respondents was highest in the most junior level and lowest at the most senior level. As with age, the productivity scores rose systematically with successively higher levels of seniority. This may suggest that business professionals attain higher levels of seniority in part by cultivating good productivity habits (or vice versa, people become more senior and then have to become more productive). However, the drivers of higher scores for senior level respondents were different than those for older respondents. More senior respondents achieved high productivity from better planning of their schedules, getting a lot done, and stronger communication skills.

Finally, we focused on the tails in each of the four demographic categories. We defined tails to include all respondents whose total score fell outside of two standard deviations from the mean. The left tail comprised those with the lowest scores; the right tail had the highest scores. We didn’t find any geographic or gender patterns on either tail, though we saw a few of the youngest and most junior professionals in the right tail with the highest scores.

The professionals in the right tail with the highest productivity scores were particularly adept at overcoming procrastination, getting to the final product, and focusing on daily accomplishments. Low ratings on these three habits were typically reported by professionals with the lowest productivity scores. In addition, professionals in the right tail were much better at advance planning — reviewing schedules the night before, sending out meeting agendas, and setting success metrics for their teams. Professionals in the left tail had low scores on these aspects of advance planning. They also did not leave open slots in their schedules and did not use outlines before writing memos.

So what should professionals take away from the results of our survey? If you want to become more productive, you should develop an array of specific habits.

First, plan your work based on your top priorities, and then act with a definite objective.

  • Revise your daily schedule the night before to emphasize your priorities. Next to each appointment on your calendar, jot down your objectives for it.
  • Send out a detailed agenda to all participants in advance of any meeting.
  • When embarking on large projects, sketch out preliminary conclusions as soon as possible.
  • Before reading any length material, identify your specific purpose for it.
  • Before writing anything of length, compose an outline with a logical order to help you stay on track.
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Second, develop effective techniques for managing the overload of information and tasks.

  • Make daily processes, like getting dressed or eating breakfast, into routines so you don’t spend time thinking about them.
  • Leave time in your daily schedule to deal with emergencies and unplanned events.
  • Check the screens on your devices once per hour, instead of every few minutes.
  • Skip over the majority of your messages by looking at the subject and sender.
  • Break large projects into pieces and reward yourself for completing each piece.
  • Delegate to others, if feasible, tasks that do not further your top priorities.

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Third, understand the needs of your colleagues for short meetings, responsive communications, and clear directions.

  • Limit the time for any meeting to 90 minutes at most, but preferably less. End every meeting by delineating the next steps and responsibility for those steps.
  • Respond right away to messages from people who are important to you.
  • To capture an audience’s attention, speak from a few notes, rather than reading a prepared text.
  • Establish clear objectives and success metrics for any team efforts.
  • To improve your team’s performance, institute procedures to prevent future mistakes, instead of playing the blame game.

You have to get to know which slots are faster

by Frank Scoblete

I am sure that readers of this magazine are well aware of the fact that the higher the denomination of the machine, the better chance those machines are looser than the ones below them. This fact has a law attached to it: The Higher Denomination Machines are Looser Law it’s called.

You probably also know that the big progressive machines such as Megabucks, Wheel of Fortune, and Quartermania are much tighter than non-progressive stand-alone machines such as Wild Cherry and Red, White and Blue. The law behind this fact is called The Big Jackpot Machines Ain’t Looser Law.

All the readers of this magazine know these facts because just about every writer for this magazine explains these facts in many different ways, over and over, in order to make your slot play return more of your money to you. After all, the money is better in your pocket or purse than in those large casino vaults under the ground.

But no one knows about other types of loose machines. That’s right. Even in stand-alone machines some are looser than others. Yes, even Frank Legato, the Will Rogers of Strictly Slots doesn’t know about these loose machines; and Strictly Slots contributor and computer whiz John Robison, who lives in one of those GIANT slot machines, doesn’t know about these loose machines, and Jeff Compton, who is a slot machine, has no idea about them either. President Bush doesn’t even know about them and he knows about almost every other secret in the world.

Only me.

Only I do.

Only I know which stand-alone machines are looser than less looser stand-alone machines.

Now you will know this too because I am a generous guy and I want to see you all have a better chance to take home the casino’s money—or, at the very least, take home some of the money you brought to the casino to play the slot machines. To do that I have to reveal this secret to you in this column otherwise you would have to wait until my next column.

But before I reveal this secret to you, let me explain something about the difference between you and the casinos. They are richer than you. Yes, even if you are rich compared to other human beings, you are not as rich as the casinos. If you look at their table games closely you will note that the floorperson is always trying to get those games to run faster in order to get more decisions in. The more decisions that a game has, the better it is for the casino because the house edge grinds away that way. Got it?

Okay, in simple words, fast games with a lot of decisions are good for the casino. Less fast games with fewer decisions are less good for the casinos. You might well notice, if you are really sharp, that good and less good are both still good for the casino. That’s the sorry truth of casino games. They are all good for the casino—just some are more good than others.

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Using this knowledge of fast is good; we turn our attention to the slot machines, which is the game of your choice. Everything is reversed in the world of slots. That’s the trick! If a slot machine is very fast coming up with decisions, the casino doesn’t have to take as much money from each and every spin because you are going to have many more spins for the house edge to eat away at you.

So faster slot machines are looser.

However, if the slot machine is slow with decisions, the house has to increase their edge on these machines so that they still make the kind of money they desire from them—or rather from you, actually, since you are the one pumping your money into them.

So slower machines are tighter.

Okay, those are general principles but how do you tell which are fast machines and which are slow machines? This isn’t easy—you have to play them! (Oh, the agony!) Let us say you have a machine that hits certain pay lines and tiny little cute creatures come dancing and singing on the screen taking up a lot of time. Then you have another machine that doesn’t have tiny little cute creatures or even big ugly creatures or any other entertainment segment—the reels spin, you learn your fate, and you spin them again.

The machine that has an entertainment component is going to be tighter than the machine without the entertainment component. So you don’t play those machines.

But why should you play the other machine which is faster and therefore its looseness still loses you more money in the long run because of its speed? I am glad you asked that question.

Unlike table games where the dealer has something to say about the speed of the game, you can still play faster machines slower! Do you have that? Play the fast machines slow! Reduce the number of decisions on them and now you are playing a loose machine slowly and getting more pleasure out of it. At least I am guessing you’ll get more pleasure out of it, unless you are insane and enjoy losing faster on faster machines.

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Now I do not have absolute proof that what I am saying about playing fast machines slowly is the way to go or that I am correct in my assumptions. In fact, I have no proof that what I am saying is correct…except that about 20 years ago my wife, the beautiful AP and I did a little experiment in Vegas. We played side-by-side machines—of different types—putting in the exact same amount of money the exact same way. We’d play the machines for an hour then see what kind of comps we had wracked up. We never had the same comps! I assumed that the machines that were looser were paying back less in comps and the machines that were tighter were paying back more in comps. Something had to be the reason why one machine would give back more in comps and the other machine would give back less in comps.

Using that little experiment as a guide I am thinking that my current theory is correct also. If it is, you will save money by playing fast machines slowly and if I am wrong, well, you aren’t going to lose any more money than you would have lost had you played the way you always do.

Go to it boys and girls!

Are Some Slot Machines Better Than Others

Frank Scoblete is the #1 best-selling gaming author in America. He is executive director of the Golden Touch advantage-play seminars in craps and blackjack. His websites are www.goldentouchcraps.com, www.goldentouchblackjack.com and www.scoblete.com in association with CasinoCityTimes.com. His recent books are Break the One-Armed Bandits: How to Come Out Ahead When You Play the Slots!, The Golden Touch Dice Control Revolution! and The Golden Touch Blackjack Revolution! His new DVD is Golden Touch: Beat Craps by Controlling the Dice! which shows over 200 controlled dice throws – many in slow motion. For a free brochure or to order Frank’s products, call 1-800-944-0406.