Dan Heath

You don't really understand the situation until you understand what's beneath the average. So one corollary of that is. If you untangle the averages, you can often find, remember, we're on the hunt for leverage points. You can often find those leverage points by looking at the most positive data points underneath the average. So let me explain what I mean.

You don't really understand the situation until you understand what's beneath the average. So one corollary of that is. If you untangle the averages, you can often find, remember, we're on the hunt for leverage points. You can often find those leverage points by looking at the most positive data points underneath the average. So let me explain what I mean.

You don't really understand the situation until you understand what's beneath the average. So one corollary of that is. If you untangle the averages, you can often find, remember, we're on the hunt for leverage points. You can often find those leverage points by looking at the most positive data points underneath the average. So let me explain what I mean.

Like employee engagement data is something a lot of organizations collect these days. You got your employee pulse studies and somebody's looking at those. Is it going up? Is it going down? But again, if it's like a 69% score or something, these are scored in a lot of different ways, but let's just say it's like the manager. Let's say you're at a seven out of 10 level of happiness.

Like employee engagement data is something a lot of organizations collect these days. You got your employee pulse studies and somebody's looking at those. Is it going up? Is it going down? But again, if it's like a 69% score or something, these are scored in a lot of different ways, but let's just say it's like the manager. Let's say you're at a seven out of 10 level of happiness.

Like employee engagement data is something a lot of organizations collect these days. You got your employee pulse studies and somebody's looking at those. Is it going up? Is it going down? But again, if it's like a 69% score or something, these are scored in a lot of different ways, but let's just say it's like the manager. Let's say you're at a seven out of 10 level of happiness.

You don't really understand anything until you've unpacked that and look at where the clusters of employees are. And specifically, I would argue that In most cases like this, our attention goes immediately to the problem areas. So we're looking at the employees who gave a one or two or three out of 10, because they're very disengaged. They may be in danger of leaving. And so we've got a fire.

You don't really understand anything until you've unpacked that and look at where the clusters of employees are. And specifically, I would argue that In most cases like this, our attention goes immediately to the problem areas. So we're looking at the employees who gave a one or two or three out of 10, because they're very disengaged. They may be in danger of leaving. And so we've got a fire.

You don't really understand anything until you've unpacked that and look at where the clusters of employees are. And specifically, I would argue that In most cases like this, our attention goes immediately to the problem areas. So we're looking at the employees who gave a one or two or three out of 10, because they're very disengaged. They may be in danger of leaving. And so we've got a fire.

We've got to put out the fire. It's an emergency. And what we don't do a lot of times instinctively is say, well, hang on a second. Yes, it's important to pay attention to problems, but do we understand why the nines and tens, the employees who are super duper happy at the far other end of the curve, do we understand why they're happy?

We've got to put out the fire. It's an emergency. And what we don't do a lot of times instinctively is say, well, hang on a second. Yes, it's important to pay attention to problems, but do we understand why the nines and tens, the employees who are super duper happy at the far other end of the curve, do we understand why they're happy?

We've got to put out the fire. It's an emergency. And what we don't do a lot of times instinctively is say, well, hang on a second. Yes, it's important to pay attention to problems, but do we understand why the nines and tens, the employees who are super duper happy at the far other end of the curve, do we understand why they're happy?

And that's the intent of studying the bright spots is to try to understand why when we succeed, we are succeeding. And that may sound obvious. Well, how could anybody not know that? But I'll tell you, my experience is people instinctively study the problems And people know when they succeed, but they don't study it. They celebrate it.

And that's the intent of studying the bright spots is to try to understand why when we succeed, we are succeeding. And that may sound obvious. Well, how could anybody not know that? But I'll tell you, my experience is people instinctively study the problems And people know when they succeed, but they don't study it. They celebrate it.

And that's the intent of studying the bright spots is to try to understand why when we succeed, we are succeeding. And that may sound obvious. Well, how could anybody not know that? But I'll tell you, my experience is people instinctively study the problems And people know when they succeed, but they don't study it. They celebrate it.

Or they're relieved that it was a success so they can spend more time on the problems. But we rarely study with the same tenacity what is working as we do what's not working.

Or they're relieved that it was a success so they can spend more time on the problems. But we rarely study with the same tenacity what is working as we do what's not working.

Or they're relieved that it was a success so they can spend more time on the problems. But we rarely study with the same tenacity what is working as we do what's not working.

Well, and I know a lot of your listeners are thinking about personal growth and just for pure truth and advertising, just this book is probably 75% organizational and 25% personal. So I don't want to sell something improperly, but this bright spots idea translates directly to personal growth. I've used it many times myself because the idea is let's consider a new year's resolution.

Well, and I know a lot of your listeners are thinking about personal growth and just for pure truth and advertising, just this book is probably 75% organizational and 25% personal. So I don't want to sell something improperly, but this bright spots idea translates directly to personal growth. I've used it many times myself because the idea is let's consider a new year's resolution.