WEBFFIRS 09/17/2015 18:0:17 Page i WEBFFIRS 09/17/2015 18:0:17 Page ii WEBFFIRS 09/17/2015 18:0:18 Page iii • • WEBFFIRS 09/17/2015 18:0:18 Page iv Cover image: iStockphoto©ekinyalgin Cover design: Paul McCarthy Copyright 2016 by Nick Tasler All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at www.wiley com/go/permissions Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose No warranty may be created or extended by sales representatives or written sales materials The advice and strategies contained herein may not be suitable for your situation You should consult with a professional where appropriate Neither the publisher nor the author shall be liable for damages arising herefrom For general information about our other products and services, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002 Wiley publishes in a variety of print and electronic formats and by print-on-demand Some material included with standard print versions of this book may not be included in e-books or in print-on demand If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com For more information about Wiley products, visit www.wiley.com Library of Congress Cataloging-in-Publication Data: Tasler, Nick, 1978 Domino: the simplest way to inspire change/Nick Tasler pages cm Includes bibliographical references and index ISBN 978-1-119-08306-1 (cloth); ISBN 978-1-119-08314-6 (ebk); ISBN 978-1-119-08316-0 (ebk) Organizational change Strategic planning I Title HD58.8.T374 2016 658.4'063—dc23 2015020839 Printed in the United States of America 10 WEBFTOC 09/17/2015 18:4:45 Page v CONTENTS • Introduction: What’s Eating Glen Peterson? PART ONE Drive Change 13 Section Use Your Blinkers 15 Chapter Sandy’s Rule Chapter Why the Principal Killed the 16 Football Team 27 Chapter Drivers and Passengers 36 Chapter The Permission Ceremony, Part 1: The Drama Section Check Your Mirrors Chapter The Permission Ceremony, Part 2: The Conflict v 44 51 52 WEBFTOC 09/17/2015 18:4:45 Page vi vi Contents Chapter Who’s That Behind You? 59 Chapter How to Be a Stalker 65 PART TWO Adapt to Change Section Anticipate Chapter Seriously, Who Keeps Moving 73 75 My Cheese?!? 76 Chapter Pivots and Power Strokes 79 Chapter 10 Start with Why 13½ Percent 84 Chapter 11 The Cure for Hyperopia 89 Section Decide Chapter 12 The Revolution That Was Televised Chapter 13 The Pulse, the Anti-You, and 95 96 the Mindset 102 Chapter 14 Why Drivers Need Navigators 107 Chapter 15 To Lead Is to Decide 111 Section Align Chapter 16 Rosa Parks and the Science of Revolution 117 118 WEBFTOC 09/17/2015 18:4:45 Page vii vii Contents Chapter 17 How to Break a Bottleneck 125 Chapter 18 Mobilize the Middle 131 Chapter 19 Don’t Forget the Waitlist! 140 Section Permit Chapter 20 The Hardest Permission to Give 144 Chapter 21 Priori-Time: The Antidote to Urgency 148 Section Test Chapter 22 Shift Happens Chapter 23 Scientific Management 2.0: From Taylorism to Taslerism 143 153 154 157 Epilogue: When Change Blows 161 Notes: Lies, Damned Lies, and Citations 168 Index 177 3GCINTRO 09/17/2015 17:52:39 Page Domino: The Simplest Way to Inspire Change, First Edition Nick Tasler 2016 by Nick Tasler Published 2016 by John Wiley & Sons, Inc INTRODUCTION: WHAT’S EATING GLEN PETERSON? • GLEN PETERSON OPENED HIS EYES AND INSTINCTIVELY brushed the back of his thumb across his lips in a quick search to track down any stray drool unbecoming of a well-mannered adult A scan of the other snoozing passengers in the business-class cabin told him it would still be hours before his flight from Melbourne touched down at LAX “Now what?” he muttered to himself During his two decades of international travel, Glen had developed a habit of popping two Advil PMs shortly after takeoff, which usually knocked him out until the pilot an nounced the final descent But this time was different Glen had woken up just a few hours after falling asleep He couldn’t stop thinking about a comment that Priya—one of his most trusted team members and vice president of Davis Medical’s Asia-Pacific region—had made during a team dinner in Mel bourne the night before The dinner capped off a standard two-day meeting with key leaders from the Asia-Pacific team to check in on a number of key initiatives, and to discuss the rollout of the new strategy Glen’s leadership team had put together a few weeks before Glen had his assistant arrange for dinner plans at a family-style Italian restaurant, because he liked the low-key atmosphere and always felt that the simple act of dishing your food from 3GCINTRO 09/17/2015 17:52:40 Page Introduction: What’s Eating Glen Peterson? common bowls was a solid, if not so subtle, way to reinforce the value he placed on cohesion and collegiality among his teams To Glen’s dismay, the meal revealed more confusion than cohesion When the heaping dishes of food were placed on the center of the table, everyone just sat there for a moment staring at the massive spread of edible options, trying to decide where to begin That’s when Priya leaned over to Glen “It’s funny,” she said “What’s that?” Glen had asked with a big smile, his eyes still fixed on the feast before them “I always get slightly nervous when I eat at a place like this.” She shook her head and smiled sheepishly “I look at all this delicious food, and I know that my stomach will not afford me all the space I need to try everything So I have to choose wisely in the beginning, or I might not make it to the very best entrees.” “I know exactly what you mean!” Glen laughed “Unfor tunately for me,” he said while patting his stomach, “I think I have a little too much spare room for sampling these days.” “Perhaps,” Priya chuckled Then her eyes narrowed “Our new plan for the business is kind of like that,” she said “We have all these different bowls laid out before us, each of them filled up with heaps of initiatives and deliverables It all looks so delicious and exciting, but something about it also makes me slightly nervous.” “Yeah, I guess anytime we something new it is always a little exciting and a little nerve-wracking at the same time, isn’t it?” Glen said “Yes, I suppose so,” Priya continued “But Glen, I think my concern about this plan is about more than just the anxiety of doing something new.” “Okay, now you’ve got me curious,” Glen said “Please continue.” “It seems as though we have identified some rather significant changes to the way we want to things in the coming year, correct?” “Yes, you could certainly say that,” Glen said 3GCINTRO 09/17/2015 17:52:40 Page Introduction: What’s Eating Glen Peterson? “Well, I shared the plan with a couple of my savvier team members, James and Caroline, and—” “Of course I like them both a lot,” Glen said “Caroline in particular always impresses me.” “Yes, they are both very bright, Glen That’s what concerns me.” “Wait You’re concerned that you have two really bright team members? I think we need to give you more things to worry about,” Glen said with a grin Priya laughed “I’m sorry,” Glen said “I interrupted you Please go on What concerns you?” “Well, I asked them to explain the new plan to me the way they thought they would explain it to their own teams, and to tell me how they would go about their work differently each day given this new strategy I wanted to test the plan on them—to see what stood out to them and ,” Priya looked away for a moment, searching for the right words Glen leaned in “And ?” “They are two of the highest performers we have in our department and they almost completely missed the most critical changes to our plan this year I suppose it’s not fair to say that they ‘missed’ the changes They did mention them But I believe they missed the significance of the changes, and the implications for what they should be doing this year The core of our plan is different in very important ways compared to what we’ve been doing in prior months We are going to produce devices for a new target market that we’ve consciously avoided for as long as I’ve been with the company To succeed, we really need our best people on the front lines thinking creatively every day about the new direction so they can spot the opportunities you and I can’t see from our vantage point.” “Absolutely,” Glen confirmed “No question that we’ll have to shift our focus.” “But are we?” Priya’s eyes shifted upward as she searched again for the right words “Does our plan truly reflect a change in focus?” WEBBNOTES 09/17/2015 170 13:37:40 Page 170 Notes: Lies, Damned Lies, and Citations thank Sigourney Weaver for her immense contribution to behav ioral science If you want to know more about the gorilla study, be sure to check out Simons and Chabris’ fascinating book The Invisible Gorilla (Crown, 2011) • CHAPTER 2: WHY THE PRINCIPAL KILLED THE FOOTBALL TEAM Premont High School Probably the only thing more remarkable than Premont’s historic decision to nix football is how much press coverage the decision received That this decision was newsworthy at all speaks volumes about the immense value (and some would argue overvalue) that American society places on high school athletics in comparison to high school academics I first learned about it in Amanda Ripley’s 2013 article “The Case Against High School Sports” published in The Atlantic (Any guesses where Amanda Ripley falls on the academics vs athletics debate?) Some of the quotes came from her article, while others came from a 2012 Texas Observer article “The Writing on the Wall” and a piece in the Corpus Christi Caller Times called “Friday with no football.” Trick cards Bruner and Postman’s study was reported in “On the Perception of Incongruity: A Paradigm” first published in 1949 in the Journal of Personality • CHAPTER 3: DRIVERS AND PASSENGERS Are you a driver or a passenger? These 12 questions make up the “Core Self-Evaluation Scale.” This is a shortened version in comparison with the much longer original This one has been reduced to include only the most statistically predictive questions However, if you were to use this for screening people—either for selection or classification as many companies do—you should contact Tim Judge, now at Notre Dame’s business school at tjudge@nd.edu or look him up at http://www.timothy-judge.com to get his guidance and to make sure you’re using the right version for your specific need WEBBNOTES 09/17/2015 13:37:40 Page 171 Notes: Lies, Damned Lies, and Citations 171 Decisions create happy illusions here, and also happy outcomes there “Effects of Mindset on Positive Illusions” by Shelley Taylor and Peter Gollwitzer was published in 1995 in the Journal of Personality and Social Psychology Whether George Washington created positive illusions for himself by micromanaging the ren ovations on Mount Vernon or by leaving that job to the copious amounts of tobacco he grew we’ll never know • CHAPTER 6: WHO’S THAT BEHIND YOU? Different people, different decisions If you really want to under stand why people have different decision styles, my entire first book, The Impulse Factor, was devoted to explaining the research on that topic It covers everything from genetics to environment to fleeting situational variables and how all those factors have come together to shape human civilization for roughly the past 40,000 years, from the first cave paintings all the way to the bursting of the housing bubble in 2008 It’s pretty comprehensive and also pretty interesting although I might be a tad biased Estee Lauder The story of Freda Fabrizio’s successful change effort at Estee Lauder comes from Shawn Tully’s “An Outsider in the Family Castle” published in the October 13, 2013 issue of Fortune • CHAPTER 8: SERIOUSLY, WHO KEEPS MOVING MY CHEESE?!? A cheesy mystery For the uninitiated, Who Moved My Cheese? (Putnam, 1998) was Spencer Johnson and Ken Blanchard’s wildly successful parable on organizational change That plus John Kotter’s Our Iceberg Is Melting (St Martin’s Press, 2006) pretty much defined a decade of business in which the only thing bigger than organizational change was anthropomorphism WEBBNOTES 09/17/2015 172 13:37:40 Page 172 Notes: Lies, Damned Lies, and Citations • CHAPTER 9: PIVOTS AND POWER STROKES The quick brown fox jumps over the lazy dog is a phrase that uses every letter in the English alphabet With a little Internet sleuthing I discovered that this phrase is called a “pangram.” I thought I’d share that just in case you ever find yourself in a life-or-death match of Trivial Pursuit: World’s Least Useful Words Edition CHAPTER 10: START WITH WHY 13ẵ PERCENT Playing with LEGOs The details of LEGO’s turnaround come from Wharton professor David Robertson’s fascinating account in Brick by Brick: How LEGO Rewrote the Rules of Innovation and Conquered the Global Toy Industry It’s a great analysis of the leading methods of innovation and why each one failed to produce results on its own, but also how a strategic combination of different methods finally saved the company Even if you’re not a business geek, if you are a LEGO geek you’ll probably find the history of the company and its iconic products interesting enough to invest the time in reading it • CHAPTER 12: THE REVOLUTION THAT WAS TELEVISED The Sopranos For the inside scoop on The Sopranos I relied mainly on Brett Martin’s fascinating telling in Difficult Men: Behind the Scenes of a Television Revolution If you find the entertainment industry or any of the new crop of television shows that seem to dominate the tube these days interesting, you’ll love this book Although I didn’t touch much on this angle, Martin’s book and the television revolution as a whole contain a number of great lessons about innovation The 2014 bidding war for HBO and its astounding balance sheet come from the July 2014 BusinessWeek article “Buying Time Warner to Get HBO’s Money-Making Machine.” WEBBNOTES 09/17/2015 13:37:40 Page 173 Notes: Lies, Damned Lies, and Citations 173 • CHAPTER 13: THE PULSE, THE ANTI-YOU, AND THE MINDSET Mickey Mouse + Barbie Mattel’s decision to sponsor The Mickey Mouse Club comes from Ruth Handler’s own telling in her autobi ography Dream Doll as well as the June 6, 2005 issue of Fortune • CHAPTER 15: TO LEAD IS TO DECIDE The story of Rich Lloyd’s decision on the morning of the Oklahoma City bombing comes from the book Built from Scratch: How a Couple of Regular Guys Grew The Home Depot from Nothing to $30 Billion, written by The Home Depot’s co-founders Bernie Marcus and Arthur Blank • CHAPTER 16: ROSA PARKS AND THE SCIENCE OF REVOLUTION Claudette Colvin’s courageous ride and her subsequent relegation to the backseat of the Civil Rights movement come primarily from Phillip Hoose’s book Claudette Colvin: Twice Toward Justice and Fred Gray’s autobiography Bus Ride to Justice: Changing the System by the System, the Life and Works of Fred Gray (revised edition) Mobile middle, edgy elites, rebel yell I pulled from a number scholarly works to arrive at the fundamental elements that make or break revolutions, including Crane Brinton’s The Anatomy of Revolution, James DeFronzo’s Revolutions and Revolutionary Movements, John Foran’s Taking Power: On the Origins of Third World Revolutions, and Erica Chenoweth and Maria Stephan’s Why Civil Resistance Works: The Strategic Logic of Nonviolent Conflict As a history buff and a social science geek, this was probably my favorite chapter to research and write In fact, when I originally set out to write Domino, the entire book was going to be about the science of revolution and how it pertains to changes in WEBBNOTES 09/17/2015 174 13:37:40 Page 174 Notes: Lies, Damned Lies, and Citations organizations, individuals, and society as a whole Timing wasn’t right for that book right now, but perhaps some time in the near future? Stay tuned • CHAPTER 18: MOBILIZE THE MIDDLE The myth of the 21-day habit In 2012, psychologists at the Health Center of University College London attempted to set the record straight by aggregating research from their lab and others They tracked down the book by Dr Maxwell Maltz, who is believed to be patient zero for the habit myth, and then traced its path to modern research on the topic You can find the resulting explan ation of their search online at https://blogs.ucl.ac.uk/hbrc/2012/06 /29/busting-the-21-days-habit-formation-myth/ The scholarly arti cle on the topic was published in the European Journal of Social Psychology in 2010 under the title “How Are Habits Formed: Modelling Habit Formation in the Real World.” The working memory limitations debate Princeton psychologist George Miller’s classic 1956 study, “The Magical Number Seven, Plus or Minus Two” in Psychological Review, was the original work on the limited capacity of working memory It was a pretty big discovery at the time, and it was a very valid conclusion based on the evidence Miller had to work with For an update on the subject, the best place to go is probably University of Missouri psychologist Nelson Cowan’s 2005 book Working Memory Capacity The study of working memory capacity is an inexact science because of all the confounding variables and difficulties in experimentally distinguishing between working memory and longterm memory (e.g., memorizing someone’s phone number is actually more about long-term memory than short-term memory), and whether memorizing letters is the same as memorizing words, which may or may not be the same as memorizing numbers or faces, and so on All of that notwithstanding, it’s universally agreed that the true capacity of the average person’s working memory is probably three, four, or five items at a time WEBBNOTES 09/17/2015 13:37:40 Page 175 Notes: Lies, Damned Lies, and Citations 175 • CHAPTER 20: THE HARDEST PERMISSION TO GIVE The endowment effect was a term coined by University of Chicago behavioral economist Richard Thaler in his 1980 paper “Toward a Positive Theory of Consumer Choice” in the Journal of Economic Behavior and Organization I devoted a whole chapter to it in The Impulse Factor Much of Thaler’s work and its practical implica tions are summed up in the fantastic book he wrote with his colleague Cass Sunstein, called Nudge: Improving Decisions About Health, Wealth, and Happiness • CHAPTER 21: PRIORI-TIME: THE ANTIDOTE TO URGENCY How and why priori-time works In a series of experiments in 2013, published under the title “Neural Reactivation Links Unconscious Thought to Decision-Making Performance” in Social Cognitive and Affective Neuroscience, psychologist David Cresswell of Carnegie Mellon showed that when we start thinking about a problem or a decision, and then are forced to turn our attention to another task for a while, our brain keeps evaluating the relevant information behind the scenes To be sure, the impact of unconscious thought is still a murky and hotly contested field among researchers right now For our purposes, though, it doesn’t matter much whether the processing is truly unconscious, partly conscious, or completely conscious The point is simply that it works The periods of distraction can help us make better decisions about the high-priority items as long as we prime ourselves to think about that prioritized topic • CHAPTER 23: SCIENTIFIC MANAGEMENT 2.0: FROM TAYLORISM TO TASLERISM My favorite manifestation of this new mode of management is The Lean Startup by Eric Ries Don’t be misled by the title—this isn’t about cost-cutting methodology, and it is every bit as useful WEBBNOTES 09/17/2015 176 13:37:40 Page 176 Notes: Lies, Damned Lies, and Citations for Fortune 100 companies as it is for startups If you’ve recently heard the terms “minimum viable product (MVP)” or “build— measure—learn” or “vanity metrics” or “a pivot” and wondered where it came from, wonder no more Eric Ries is your guy And Eric Ries’s guy is Steve Blanck who is basically the intellectual forefather to this new movement His book is titled The Startup Owner’s Manual WEBBINDEX 09/17/2015 13:35:18 Page 177 Domino: The Simplest Way to Inspire Change, First Edition Nick Tasler 2016 by Nick Tasler Published 2016 by John Wiley & Sons, Inc INDEX • A Adams, John, 122, 123 Adams, Sam, 122 ADAPT framework, 82–83, 159 Advertising, television, 102–106 Albrecht, Chris, 96–101, 105, 106, 108, 113 Alignment, ensuring, 131–134 American Revolution, 41, 122–123 Amygdala, 34 Anticipating change, 76–78 Anti-style, 88, 108–109 Anti-you, 104, 107–108 Apple, Suzanne, 114–115 Arliss, 97 Atlantic Monthly, 28 Attention: as component of change, 19–26 getting, 30–35 B Bad things, dealing with, 116 Bewkes, Jeff, 98, 101 Blanchard, Ken, 171n1 (Ch 8) Blanck, Steve, 176n1 Blank, Arthur, 173n1 (Ch 15) Blinkers, 23, 52, 54 Bottlenecks: and clarifying the deadline, 128–130 and clarifying what you’re recommending, 126–128 Brain: information processing by, 32–34 priming your, 151 and working memory, 136–138 Breaking Bad, 100 Brick by Brick (David Robertson), 86, 172n2 (Ch 10) Brinton, Crane, 173n2 Brunner, Jerome, 32 Builder (style), 66–67, 109 Built from Scratch (Marcus and Blank), 173n1 (Ch 15) Bus Ride to Justice (Fred Gray), 173n1 (Ch 16) 177 WEBBINDEX 09/17/2015 13:35:19 Page 178 178 C Cable television, 96–101 Campbell, Joseph, Cautious approach, risky vs., 66 CFO (Chief Financial Officer), 85 Chabris, Christopher, 23, 169n3 Change See also specific headings anticipating, 76–78 as attention + direction, 19– 26 in direction, 79–82 inspiring, 24–26 leading, 79–83 as loss, 21 signaling, 23, 52–58 Change additions, 8, 21–23 Change decisions, 8, 16–26 as blinkers, 23 change additions vs., 21–23 as discernment + discipline, 37 as fire extinguisher, 37 and inspiring change, 24–26 replacing old objectives with, 18–21 Change management, 9–10 Chase, David, 101 Chenoweth, Erica, 173n2 Chief Financial Officer (CFO), 85 Chief Operating Officer (COO), 55, 58 Christiansen, Ole Kirk, 85 Index Civil rights movement, 118–124 Clarity: about the decision deadline, 128–130 about what you’re recommending, 126–128 Claudette Colvin (Phillip Hoose), 173n1 (Ch 16) Cleere, Robert, 118–119 Coast Guard, 163, 166 Colvin, Claudette, 120–123, 173n1 (Ch 16) Conceptual approach, operational approach vs., 66 COO (Chief Operating Officer), 55, 58 Co-selling, 17–20 Cowan, Nelson, 174n2 Cresswell, David, 175n1 (Ch 21) D Davis Medical, 1, 6, 108, 110 Deadline, clarifying the, 128–130 Dead Poets Society (film), 22 Deciding, as leadership, 111–116 Decisions, See also Change decisions alternate approaches to making, 62–64 as catalysts, 34–35 peer voting on, 30–32 Decision Database, 60 WEBBINDEX 09/17/2015 13:35:19 Page 179 179 Index Decision Pulse, 34–35, 82 collection of decisions by, 59–60 field experiments by, 30 Decision styles, 59–72 bridging the gap between, 66–68 and demographics, 61–62 dimensions of, 65–66 and focus on loss vs reward, 62–64 and lower vs upper management, 67–68 and other people’s decisions, 60–61 types of, 66–72 DeFronzo, James, 173n2 Deliberative approach, impulsive approach vs., 66 Demographics, and decision styles, 61–62 Dexter, 100 Difficult Men (Brett Martin), 101, 172n1 (Ch 10) Direction: changing, 79–82 as component of change, 19–26 providing, see Providing direction Director’s Credo, 113–114 DIRECTV, 98 Discernment, 37 Discipline, 37 Dish Network, 98 Distractions, 23–24 Dream Doll (Ruth Handler), 173n1 (Ch 13) Driver’s mindset, see Mindset Driving styles, 60–61 Durr, Clifford, 123 Dynamics, group, 79–80 E Einstein, Albert, 17 Employee engagement, 55, 58 Endowment effect, 145–146 Estee Lauder, 63–64 Eureka moments, 151 F Farmer (style), 72, 109 Fear, 42–43 and deciding, 111–112 of retribution, 49–50 51 percent rule, 21, 24 Fire extinguisher, change decisions as, 37 Fisher (style), 72, 109 Focal Point Discovery Process, 93–94 Focus, shifting, 154–156 Fortune magazine, 63 Founding Fathers, 122–123 Frankenstein systems, 45 Franklin, Benjamin, 122–123 Freda, Fabrizio, 63–64 Frenemies, 107 Friends, 97 Fuchs, Michael, 98, 101 G Gain, loss vs., 62–64 Gandhi, Mahatma, 41 WEBBINDEX 09/17/2015 13:35:20 Page 180 180 Gollwitzer, Peter, 170n2 (Ch 3) Gomez, Tomas, 89–93, 106 Gray, Fred, 121, 173n1 (Ch 16) Group dynamics, 79–80 Growing Pains, 97 Growth, profit vs., 63–64 Index Initiatives, prioritizing, 91–92 Inner child, 33 Inspiring change, 24–26 Interruptions, 150 Inventor (style), 67, 72, 109 Investor (style), 72, 109 J Jefferson, Thomas, 122, 123 Johnson, H H., 119 H Habits, forming new, 134–135 Johnson, Samuel, 92 Johnson, Spencer, 171n1 (Ch 8) Hagan, Garret, 161–162 Judge, Tim, 39, 170n1 (Ch 3) Hancock, John, 123 Handler, Elliot, 102–104, 112 Judgment calls, 113 Handler, Ruth, 102–106, K 108–113 Kahneman, Daniel, 21, 169n2 Harvard Business Review, (Ch 1) 169n1 King, Martin Luther, 41, 124 Hazard lights, 23 Knopps, Adrian, 161–167 Home Box Office (HBO), Knudstorp, Jorgen, 84–88, 108 96–101 Kotter, John, 171n1 (Ch 8) Home Depot, 114–115 Hoose, Phillip, 173n1 (Ch 16) L House of Cards, 100 The Larry Sanders Show, 97, Human resources (HR), 98 24–26 Lauder, Jane, 63 Hunter (style), 67, 72, 109 Leadership: Hyperopia, 87–91 and dealing with bad things, 116 I deciding as, 111–116 The Impulse Factor (Nick and making judgment calls, Tasler), 171n1 (Ch 6) 113 Impulsive approach, deliber and switching on blinkers, ative approach vs., 66 54 Information processing, 32–34 team, 46–48, 54 Infrastructure stabilization, 45–50 transformational, 135–136 WEBBINDEX 09/17/2015 13:35:20 Page 181 Index Leadership hyperopia, 88 Leading change, 79–83 ADAPT framework for, 82–83 and pivots vs power strokes, 79–82 The Lean Startup (Eric Ries), 175–176n1 (Ch 23) LEGO Group, 84–87, 92–93 LEGOLAND, 85–86 Lieske, Rod, 60–61 Lincoln, Abraham, 41 Lloyd, Rich, 114–115 Loss: change as, 21 and decision styles, 62–64 pain of, 21, 39 reward/gain vs., 62–64 Loss aversion, 21–22, 169n2 (Ch 1) Loyalty programs, 54, 56–57 Lucasfilm, 85 M McKinsey & Company, 85 Mad Men, 100 Maltz, Maxwell, 134, 174n1 Managers: decision styles of, 66–68 effective decision-making by, 31–34 and fear of retribution, 49–50 and HR relationships, 24–26 and increasing profits, 63–64 181 at LEGO Group, 87 middle, 169n1 Manager (style), 72, 109 Marcus, Bernie, 173n1 (Ch 15) Martin, Brett, 101, 172n1 (Ch 10) Marx, Karl, 123 Mattel, 104, 111, 112 Mburu, Jonathan, 44–50, 53–54, 56–58, 106 Mental discipline, see Mindset Mickey Mouse Club, 104, 111 Middle managers, 169n1 Miller, George, 174n2 Mindset, 36–43 driver’s vs passenger’s, 37–41 and fear, 42–43 shifting to driver’s, 41–42 Misty Fjords National Monument, 161 Mobilizing the middle, 131–139 and ensuring alignment, 131–134 and 90-day window, 134–136 and working memory, 136–138 Mode, maintenance vs improvement, 57 Montgomery bus boycott, 118–124 Mount Vernon, 41 Myopia, 87–88 WEBBINDEX 09/17/2015 13:35:20 Page 182 182 N NAACP, 120, 122 Navarro, Maria, 30, 36 Navigators, 107–110 NEW, OLD vs., 16–17 90-day window, 134–136 Nixon, Edgar Daniel, 120–123 O Oklahoma City bombing, 114–115 OLD, NEW vs., 16–17 Old objectives, replacing, 18–21 Operational approach, conceptual vs., 66 Operation Storm, 154–155 Orange Is the New Black, 100 Our Iceberg Is Melting (John Kotter), 171n1 (Ch 8) Ovesen, Jesper, 85–88, 108 P Pain, of loss, 21, 39 Parks, Rosa, 119–122, 124 Passenger’s mindset, see Mindset Peer voting, 30–32 Permission (in general): and endowment effect, 145–146 self-, 144–147 types of, 146–147 Permission to reprioritize, 44–50 and identifying projects to deprioritize, 48–50 Index and one department vs many teams, 46–48 Peterson, Glen, 1–8, 108, 110 Pivots, power strokes vs., 79–82 Plans, reality vs., 76–78 Postman, Leo, 32 Power strokes, pivots vs., 79–82 Premont Independent School District, 27–30, 34–37 Priorities, ranking of, 45–46, 49, 91–92 Priori-time, 148–152 and interruptions, 150 to prime your brain, 151 Profit, growth vs., 63–64 Providing direction, 27–35 and decision as catalyst, 34–35 by getting people’s attention, 30–35 Psycho-cybernetics (Maxwell Maltz), 134 Q Question, asking the right, 91–94 Quinoa vs fettuccine dilemma, 4–7 R Ranking priorities, 45–46, 49 Reality, plans vs., 76–78 Recommendations, 126–130 WEBBINDEX 09/17/2015 13:35:21 Page 183 183 Index Reprioritization: identifying projects for, 48–50 permission for, 44–50 and waitlist vs sprint, 53–55 Respect, loss of, 49–50 Retribution, fear of, 49–50 Revolutionary change, 118–124 key factors in, 121 in your organization, 124 Reward, loss vs., 62–64 Ries, Eric, 175–176n1 (Ch 23) Ripley, Amanda, 170n1 (Ch 2) Ripple effect, 47 Risky approach, cautious vs., 66 Road rage, 54 Robertson, David, 86, 172n1 (Ch 10) Ron versus Rod Distinction, 60–61 Roosevelt, Eleanor, 123 Roseanne, 97 S Scientific management, 157–159 Self-permission, 144–147 The Shield, 100 Shifting focus, 154–156 Shoo, Paul, 87 Short-termism, 87 Signaling intention to change, 52–58 and explaining the waitlist, 57–58 and making it public, 55–58 and waitlist vs sprint, 53–55 Simons, Daniel, 23, 169n3 Simplifying the target, 84–94 and asking the right question, 91–94 and determining where to start, 85–87 and hyperopia, 87–91 and myopia, 87–88 Singleton, Ernest, 28, 34–35, 82 Social Cognitive and Affec tive Neuroscience (David Cresswell), 175n1 (Ch 21) The Sopranos, 99–101, 105, 124, 172n1 (Ch 12) Sprints, waitlists vs., 53–55 Star Wars, 85 Stephan, Maria, 173n2 Strauss, Carolyn, 96, 99, 101, 105 Subconscious, priming your, 151 Sull, Donald, 169n1 T Target: simplifying the, 84–94 13½ percent, 86–88 Tasler, Ron, 60–61 Taslerism, 158–159 Taylor, Frederick, 157 WEBBINDEX 09/17/2015 13:35:22 Page 184 184 Taylor, Shelley, 41–42, 170n2 (Ch 3) Taylorism, 157–158 Team leadership, 46–48, 54 Television advertising, 102–106 Texas Education Association, 28 Thaler, Richard, 175n1 (Ch 20) Theresa, Mother, 41 Thinker (style), 72, 109 Thinking, Fast and Slow (Daniel Kahneman), 169n2 (Ch 1) 13½ percent target, 86–88 Tracy Takes On, 97 Transformational leadership, 135–136 “Trick cards,” 32 Tubman, Harriet, 41 Tully, Shawn, 171n2 (Ch 6) Index Turn signals, see Blinkers Tversky, Amos, 21, 169n2 (Ch 1) Tyson, Mike, 154 W Waitlists, 53–55, 140–141 Washington, George, 41–42, 123, 170n2 (Ch 3) Weaver, Sigourney, 170n3 Who Moved My Cheese? (Johnson and Blan chard), 171n1 (Ch 8) The Wire, 100 Working memory, 136–138 Working Memory Capacity (Nelson Cowan), 174n2 Writers Guild strike, 97 Y Yashida, Yas, 108, 110, 112 ... plan to me the way they thought they would explain it to their own teams, and to tell me how they would go about their work differently each day given this new strategy I wanted to test the plan... and they almost completely missed the most critical changes to our plan this year I suppose it’s not fair to say that they ‘missed’ the changes They did mention them But I believe they missed the. .. way: change is loss; loss is pain If there is no initial pain, then there is no loss If there is no loss, then there is no change That’s not just pop psychology either It speaks to one of the