Dan Heath

Years later, the boss is like, why are we shutting down this machine? Every time we shut down the machine, it creates waste because there's work and product. And then there's a startup cost and there's whatever was in the machine when we shut it down. And so that's one of the major sources of waste and nobody has a good answer.

Years later, the boss is like, why are we shutting down this machine? Every time we shut down the machine, it creates waste because there's work and product. And then there's a startup cost and there's whatever was in the machine when we shut it down. And so that's one of the major sources of waste and nobody has a good answer.

And they eventually find they've been shutting the machine down for no purpose at all. And so that's an example of where from a boss's perspective, when you're looking at numbers on a spreadsheet, our waste per month is such and such. It might tell you directionally something's not great, but you can't really diagnose it.

And they eventually find they've been shutting the machine down for no purpose at all. And so that's an example of where from a boss's perspective, when you're looking at numbers on a spreadsheet, our waste per month is such and such. It might tell you directionally something's not great, but you can't really diagnose it.

And they eventually find they've been shutting the machine down for no purpose at all. And so that's an example of where from a boss's perspective, when you're looking at numbers on a spreadsheet, our waste per month is such and such. It might tell you directionally something's not great, but you can't really diagnose it.

You can't really figure out, hey, what could we change to get a better answer until you go and see the work?

You can't really figure out, hey, what could we change to get a better answer until you go and see the work?

You can't really figure out, hey, what could we change to get a better answer until you go and see the work?

That's a great example of one of the chapters in the book is about waste. And waste is wonderful because if you can find places where you're spending energy, time, money, cash, whatever, to no positive value, you can cut it instantly. Nobody suffers. And then you can use those assets to help assist in your push toward the leverage points.

That's a great example of one of the chapters in the book is about waste. And waste is wonderful because if you can find places where you're spending energy, time, money, cash, whatever, to no positive value, you can cut it instantly. Nobody suffers. And then you can use those assets to help assist in your push toward the leverage points.

That's a great example of one of the chapters in the book is about waste. And waste is wonderful because if you can find places where you're spending energy, time, money, cash, whatever, to no positive value, you can cut it instantly. Nobody suffers. And then you can use those assets to help assist in your push toward the leverage points.

Yes, yes, yes. So I think first of all, on the averages point, here's a simple way to think about it. So much of what leaders see is some kind of aggregate or average. They're just looking at big numbers like revenue, profit, net promoter score, employee engagement score. And these are directionally useful. If something's trending the wrong way, it tells you that.

Yes, yes, yes. So I think first of all, on the averages point, here's a simple way to think about it. So much of what leaders see is some kind of aggregate or average. They're just looking at big numbers like revenue, profit, net promoter score, employee engagement score. And these are directionally useful. If something's trending the wrong way, it tells you that.

Yes, yes, yes. So I think first of all, on the averages point, here's a simple way to think about it. So much of what leaders see is some kind of aggregate or average. They're just looking at big numbers like revenue, profit, net promoter score, employee engagement score. And these are directionally useful. If something's trending the wrong way, it tells you that.

But consider this, let's say you've got a leader going through a 360 where people are giving that person feedback and there are two leaders that both have a seven out of 10 score. Pretty good, not great. You don't really understand anything about the situation until you've gotten closer to the data itself.

But consider this, let's say you've got a leader going through a 360 where people are giving that person feedback and there are two leaders that both have a seven out of 10 score. Pretty good, not great. You don't really understand anything about the situation until you've gotten closer to the data itself.

But consider this, let's say you've got a leader going through a 360 where people are giving that person feedback and there are two leaders that both have a seven out of 10 score. Pretty good, not great. You don't really understand anything about the situation until you've gotten closer to the data itself.

For instance, imagine one leader was evenly split between tens and fours that averaged out to seven. So it's very bimodal there. Half the team loves them and half the team is really unhappy. which is a very different situation than a different leader where everybody gave them a seven, like they're just moderately positive. No one is super excited. No one has a problem with them.

For instance, imagine one leader was evenly split between tens and fours that averaged out to seven. So it's very bimodal there. Half the team loves them and half the team is really unhappy. which is a very different situation than a different leader where everybody gave them a seven, like they're just moderately positive. No one is super excited. No one has a problem with them.

For instance, imagine one leader was evenly split between tens and fours that averaged out to seven. So it's very bimodal there. Half the team loves them and half the team is really unhappy. which is a very different situation than a different leader where everybody gave them a seven, like they're just moderately positive. No one is super excited. No one has a problem with them.