Michael Levitt

It wasn't a case of where we just fired everybody and turned everything around. No, it was the same people that were there before. And the majority of them are still there.

It wasn't a case of where we just fired everybody and turned everything around. No, it was the same people that were there before. And the majority of them are still there.

It speaks volumes to if they are, and this is a common thing, if the organization and the upper management and the employees as well are willing to be open about some opportunities and suggestions on how to make things better, if they're open to it, to give it a try, then they have a fighting chance.

It speaks volumes to if they are, and this is a common thing, if the organization and the upper management and the employees as well are willing to be open about some opportunities and suggestions on how to make things better, if they're open to it, to give it a try, then they have a fighting chance.

If they're close-minded and they just keep blaming everybody else, there's no common ground to be found, unfortunately, and those organizations will continue to struggle. That was definitely a win. An organization where it wasn't as challenging was the opposite effect. They were an organization that was doing well, but then decided because there was some

If they're close-minded and they just keep blaming everybody else, there's no common ground to be found, unfortunately, and those organizations will continue to struggle. That was definitely a win. An organization where it wasn't as challenging was the opposite effect. They were an organization that was doing well, but then decided because there was some

In fighting in the upper ranks of the organization and certain organizational members, I got to frame this very carefully, that were power hungry is a good way to describe it.

In fighting in the upper ranks of the organization and certain organizational members, I got to frame this very carefully, that were power hungry is a good way to describe it.

There you go. Yeah, definitely. And there was some power brokers that wanted more power and felt that their way was the best way to go. And not typically a wrong idea to think that. But their approach was a bit abrasive, lacked merit, lacked proper research, lacked all kinds of different things. And then they ended up letting go some key people that was making that organization thrive.

There you go. Yeah, definitely. And there was some power brokers that wanted more power and felt that their way was the best way to go. And not typically a wrong idea to think that. But their approach was a bit abrasive, lacked merit, lacked proper research, lacked all kinds of different things. And then they ended up letting go some key people that was making that organization thrive.

And then that organization went from being really successful, always in profit, to an organization that lost revenue, lost key people, and is not doing well. For me, it was a situation, and I think the biggest lesson learned is... And this goes back to a talk that I attended years ago that isn't related, but there's some similarity to it. It was a health symposium.

And then that organization went from being really successful, always in profit, to an organization that lost revenue, lost key people, and is not doing well. For me, it was a situation, and I think the biggest lesson learned is... And this goes back to a talk that I attended years ago that isn't related, but there's some similarity to it. It was a health symposium.

So it was a day-long health conference talking about different programs and initiatives you could implement in your healthcare organization. And there was a physician that was giving a talk and his talk was about weight loss. And one of the things that I learned from that, and I didn't know this before, is that Our body's natural inclination is for it to get to the weight of our highest weight.

So it was a day-long health conference talking about different programs and initiatives you could implement in your healthcare organization. And there was a physician that was giving a talk and his talk was about weight loss. And one of the things that I learned from that, and I didn't know this before, is that Our body's natural inclination is for it to get to the weight of our highest weight.

So let's say you weighed 300 pounds and you lost a ton of weight because you changed your diet, you exercised, maybe had a medical procedure to lose the weight, whatever the situation is. Your body, for some reason, the brain, body combination, all that stuff says, no, you were 300 pounds at one point. We have to get back to that.

So let's say you weighed 300 pounds and you lost a ton of weight because you changed your diet, you exercised, maybe had a medical procedure to lose the weight, whatever the situation is. Your body, for some reason, the brain, body combination, all that stuff says, no, you were 300 pounds at one point. We have to get back to that.

That's why people struggle so much with losing weight and keeping it off is because your body is fighting you on it. They're like, no, we want to go back to that. and it's the same thing with some organizations are just inherently toxic and you can correct them and make them healthy but that gravitational pull to return back to the way things were is very strong so if you don't

That's why people struggle so much with losing weight and keeping it off is because your body is fighting you on it. They're like, no, we want to go back to that. and it's the same thing with some organizations are just inherently toxic and you can correct them and make them healthy but that gravitational pull to return back to the way things were is very strong so if you don't

manage it, if you don't nurture it, you don't keep on top of it, you can have a stellar organization return to its toxic traits in a very short period of time. So it's not a set it and forget it kind of thing. And that was the lesson that I learned was, okay, I, and many consultants do. You go in, you give them the ideas. It's clear as day to yourself. They say it's clear to them.

manage it, if you don't nurture it, you don't keep on top of it, you can have a stellar organization return to its toxic traits in a very short period of time. So it's not a set it and forget it kind of thing. And that was the lesson that I learned was, okay, I, and many consultants do. You go in, you give them the ideas. It's clear as day to yourself. They say it's clear to them.