Dan Heath

How do we push in that new direction that we've identified? How do we get the force, the fuel we need to go in a new direction? And it's compounded by the fact that we probably don't just have satchels of free cash on the sidelines or idle employees that we can draft into duty. Like we're probably stuck with what we have today. which means we've got to reorganize, realign.

How do we push in that new direction that we've identified? How do we get the force, the fuel we need to go in a new direction? And it's compounded by the fact that we probably don't just have satchels of free cash on the sidelines or idle employees that we can draft into duty. Like we're probably stuck with what we have today. which means we've got to reorganize, realign.

How do we push in that new direction that we've identified? How do we get the force, the fuel we need to go in a new direction? And it's compounded by the fact that we probably don't just have satchels of free cash on the sidelines or idle employees that we can draft into duty. Like we're probably stuck with what we have today. which means we've got to reorganize, realign.

In the book, I use the phrase restack resources to push on those leverage points. So that's it. Find leverage points, restack resources. Very simple. But of course, it's really complex to do those things. The first half of the book is about the detective work of where do you find these magical leverage points that let you do a lot with a little? And the second half of the book is about

In the book, I use the phrase restack resources to push on those leverage points. So that's it. Find leverage points, restack resources. Very simple. But of course, it's really complex to do those things. The first half of the book is about the detective work of where do you find these magical leverage points that let you do a lot with a little? And the second half of the book is about

In the book, I use the phrase restack resources to push on those leverage points. So that's it. Find leverage points, restack resources. Very simple. But of course, it's really complex to do those things. The first half of the book is about the detective work of where do you find these magical leverage points that let you do a lot with a little? And the second half of the book is about

How do you make these trade-offs where you stop doing X and start doing Y or where you find previously untapped resources to employ? Where do you find that fuel that you need to push in a new direction?

How do you make these trade-offs where you stop doing X and start doing Y or where you find previously untapped resources to employ? Where do you find that fuel that you need to push in a new direction?

How do you make these trade-offs where you stop doing X and start doing Y or where you find previously untapped resources to employ? Where do you find that fuel that you need to push in a new direction?

I think we know it in our guts. I think what happens a lot of times is like to go back to the receiving area. I don't think anyone in the receiving area felt like they were at their ideal level of performance. So it's not that they were deceiving themselves. It's more like a kind of learned helplessness or defeatist instinct. Well, it's always been this way.

I think we know it in our guts. I think what happens a lot of times is like to go back to the receiving area. I don't think anyone in the receiving area felt like they were at their ideal level of performance. So it's not that they were deceiving themselves. It's more like a kind of learned helplessness or defeatist instinct. Well, it's always been this way.

I think we know it in our guts. I think what happens a lot of times is like to go back to the receiving area. I don't think anyone in the receiving area felt like they were at their ideal level of performance. So it's not that they were deceiving themselves. It's more like a kind of learned helplessness or defeatist instinct. Well, it's always been this way.

We've tried things over the years to do something different. They never went anywhere. So it must just be the way things are. So I think part of it is just reawakening our sense of agency. Hey, wait a minute. We don't just have to accept this as nature, as the way things are. We do have influence here. We can do something.

We've tried things over the years to do something different. They never went anywhere. So it must just be the way things are. So I think part of it is just reawakening our sense of agency. Hey, wait a minute. We don't just have to accept this as nature, as the way things are. We do have influence here. We can do something.

We've tried things over the years to do something different. They never went anywhere. So it must just be the way things are. So I think part of it is just reawakening our sense of agency. Hey, wait a minute. We don't just have to accept this as nature, as the way things are. We do have influence here. We can do something.

And the second thing is sometimes it's helpful just to look outside to get a new influence. In fact, what eventually triggered, we can come back to Northwestern later, but what eventually triggered the turnaround, because they did turn around completely. But the catalyst was a guy named Paul Suitt who came from outside, took over the department. His background was in lean manufacturing.

And the second thing is sometimes it's helpful just to look outside to get a new influence. In fact, what eventually triggered, we can come back to Northwestern later, but what eventually triggered the turnaround, because they did turn around completely. But the catalyst was a guy named Paul Suitt who came from outside, took over the department. His background was in lean manufacturing.

And the second thing is sometimes it's helpful just to look outside to get a new influence. In fact, what eventually triggered, we can come back to Northwestern later, but what eventually triggered the turnaround, because they did turn around completely. But the catalyst was a guy named Paul Suitt who came from outside, took over the department. His background was in lean manufacturing.

And so he was used to looking at things from a systems lens and And when he came in, it was just immediately obvious, hey, things can be different here. And if I can convince this team to trust me on this journey, like we can go from being the pariahs of the hospital to the superstars.

And so he was used to looking at things from a systems lens and And when he came in, it was just immediately obvious, hey, things can be different here. And if I can convince this team to trust me on this journey, like we can go from being the pariahs of the hospital to the superstars.