Problem
Organizations often solve problems they do not fully understand.
Action
Speak directly with the people who experience the problem.
Outcome
You identify the real need.
Chapter: Define the Problem - Talk to Real People
Problem
Important obstacles are often invisible to decision-makers.
Action
Go through the process exactly as a user would.
Outcome
You uncover practical problems firsthand.
Chapter: Define the Problem - Be Your Own Customer
Problem
Many failures happen when work moves between groups.
Action
Trace the process across departments and handoffs.
Outcome
You find hidden sources of delay and error.
Chapter: Define the Problem - Look Between the Silos
Problem
People stop questioning familiar processes.
Action
Challenge routines by asking why they exist.
Outcome
You expose unnecessary complexity.
Chapter: Define the Problem - Play the Newbie Card
Problem
Changes fail when employee needs are ignored.
Action
Consider how the solution affects the people doing the work.
Outcome
Implementation becomes easier.
Chapter: Define the Problem - Remember Employee Needs
Problem
Long lists of problems scatter attention.
Action
Identify the single issue causing the most harm.
Outcome
Effort stays focused on what matters most.
Chapter: Define the Problem - Beware of Red Teams and Problem Lists
Problem
Formal structures rarely show how work actually gets done.
Action
Identify the people who shape decisions and outcomes.
Outcome
You navigate the organization more effectively.
Chapter: Learn Your Org - Figure Out the Real Org Chart
Problem
People evaluate change based on personal risk and reward.
Action
Learn what each stakeholder wants to gain or protect.
Outcome
You can anticipate support and resistance.
Chapter: Learn Your Org - Understand Incentives and Risks
Problem
A solution can create new problems elsewhere.
Action
Examine how the change affects connected people and processes.
Outcome
You avoid unintended consequences.
Chapter: Learn Your Org - Know the Consequences
Problem
Processes often solve problems that are no longer obvious.
Action
Investigate the reasons behind current rules and procedures.
Outcome
You make more informed changes.
Chapter: Learn Your Org - Understand Why
Problem
People distrust solutions that ignore established procedures.
Action
Try to solve the problem through existing channels first.
Outcome
You gain credibility.
Chapter: Learn Your Org - Try the Normal Way First
Problem
Organizations often treat assumptions as fixed limits.
Action
Test whether constraints can be changed or removed.
Outcome
You discover additional options.
Chapter: Learn Your Org - Relax Fixed Constraints
Problem
The first explanation is often incomplete.
Action
Look for evidence before accepting an easy conclusion.
Outcome
You choose better solutions.
Chapter: Learn Your Org - Beware the Obvious Answer
Problem
Complex ideas are hard to communicate.
Action
Summarize the problem, solution, and value in a short document.
Outcome
People understand the proposal quickly.
Chapter: Pitch the Solution - Write a One-Pager
Problem
Projects lose direction without a clear destination.
Action
Describe the desired outcome at the beginning.
Outcome
Decisions stay aligned with the goal.
Chapter: Pitch the Solution - Think of the End at the Beginning
Problem
Too many priorities create confusion.
Action
Choose a single goal to guide decisions.
Outcome
The effort stays focused.
Chapter: Pitch the Solution - Set Your North Star
Problem
People struggle to understand complex information.
Action
Present key ideas with a clear visual design.
Outcome
Understanding improves.
Chapter: Pitch the Solution - Use the Power of Visual Design
Problem
The wrong language can create resistance.
Action
Use terms that resonate with the audience.
Outcome
People become more receptive.
Chapter: Pitch the Solution - Consult a Thesaurus
Problem
Opinions alone rarely persuade decision makers.
Action
Use measurable evidence to show value.
Outcome
The proposal gains credibility.
Chapter: Pitch the Solution - Show the Hard Numbers
Problem
Different stakeholders care about different outcomes.
Action
Frame the proposal around each audience’s priorities.
Outcome
Support becomes easier to build.
Chapter: Pitch the Solution - Tailor Your Pitch
Problem
Important decisions are often shaped before formal discussions.
Action
Talk with key stakeholders before the meeting.
Outcome
Approval becomes more likely.
Chapter: Pitch the Solution - Do the Work Outside the Meeting
Problem
Good ideas are often overlooked.
Action
Communicate the value of the solution through many conversations.
Outcome
Awareness and support increase.
Chapter: Pitch the Solution - Sell, Baby, Sell
Problem
Large changes are difficult to approve.
Action
Deliver a small improvement that demonstrates value.
Outcome
Momentum begins to grow.
Chapter: Start Small and Build Momentum - Find Your Paperclip
Problem
Waiting for perfect approval can slow progress.
Action
Work in ways that reflect the desired change when possible.
Outcome
Others begin to accept the new approach.
Chapter: Start Small and Build Momentum - Act “As If”
Problem
Plans without results do not build confidence.
Action
Focus on producing useful outcomes quickly.
Outcome
Trust increases.
Chapter: Start Small and Build Momentum - Delivery Is the Strategy
Problem
Unproven ideas face greater skepticism.
Action
Use approaches that have succeeded elsewhere.
Outcome
Perceived risk decreases.
Chapter: Start Small and Build Momentum - Go Second
Problem
People struggle to imagine future improvements.
Action
Show a working example whenever possible.
Outcome
Confidence in the solution grows.
Chapter: Start Small and Build Momentum - Give Real Demos
Problem
Large rollouts can magnify mistakes.
Action
Test the solution in a limited setting first.
Outcome
You learn with lower risk.
Chapter: Start Small and Build Momentum - Pilot Is the Password
Problem
Results are difficult to evaluate without clear measures.
Action
Agree on metrics before implementation begins.
Outcome
Success can be assessed objectively.
Chapter: Start Small and Build Momentum - Define Metrics Up Front
Problem
Minor flaws can undermine adoption.
Action
Improve operational details throughout execution.
Outcome
The solution works more smoothly.
Chapter: Start Small and Build Momentum - Sweat the Small Stuff
Problem
Fighting every rule wastes effort.
Action
Take advantage of existing procedures and mechanisms.
Outcome
Progress faces less resistance.
Chapter: Start Small and Build Momentum - Make the Bureaucracy Work for You
Problem
Large system replacements are risky.
Action
Move work step by step from old systems to new ones.
Outcome
Modernization becomes safer.
Chapter: Start Small and Build Momentum - Strangle the Mainframe
Problem
Meaningful change requires support from others.
Action
Develop relationships across the organization.
Outcome
You gain influence and assistance.
Chapter: Build Your Team - Cultivate the Karass
Problem
People disengage when contributions go unnoticed.
Action
Recognize others’ work publicly.
Outcome
Collaboration becomes stronger.
Chapter: Build Your Team - Give Credit Liberally
Problem
Ideas stall without action.
Action
Recruit people who consistently get things done.
Outcome
Progress accelerates.
Chapter: Build Your Team - Find the Doers
Problem
People avoid tasks that create extra work.
Action
Reduce the effort required for others to contribute.
Outcome
Participation increases.
Chapter: Build Your Team - Make It Easy for the Other Person
Problem
Temporary involvement limits trust.
Action
Stay engaged beyond immediate needs.
Outcome
Partnerships become stronger.
Chapter: Build Your Team - Don’t Be a Tourist
Problem
Important work can remain undone.
Action
Assume responsibility for valuable work beyond your formal role.
Outcome
Your impact increases.
Chapter: Build Your Team - Make Your Job
Problem
Capable people are often underused.
Action
Help skilled people move toward high-value opportunities.
Outcome
The organization performs better.
Chapter: Build Your Team - Create People Flow
Problem
People resist being forced.
Action
Offer opportunities for voluntary participation.
Outcome
Commitment becomes stronger.
Chapter: Build Your Team - Give People a Choice, and a Chance
Problem
Avoiding conversations allows problems to grow.
Action
Address issues clearly and respectfully.
Outcome
Problems are resolved sooner.
Chapter: Build Your Team - Stab People in the Chest
Problem
Informal changes are easy to reverse.
Action
Incorporate improvements into formal processes and rules.
Outcome
The gains last longer.
Chapter: Make It Stick - Use the Bureaucracy Against Itself
Problem
Others will define the system if you do not.
Action
Draft policies and documents that support the change.
Outcome
The new approach becomes more durable.
Chapter: Make It Stick - Pick Up the Pen
Problem
Leadership changes can reopen priorities.
Action
Advance important proposals during transition periods.
Outcome
New opportunities emerge.
Chapter: Make It Stick - Use Leadership Changes to Your Advantage
Problem
Opportunities to influence leaders are brief.
Action
Maintain a short explanation of your initiative.
Outcome
You make better use of key moments.
Chapter: Make It Stick - Always Be Ready for Five Minutes with the Head Honcho
Problem
Organizations often delay needed reforms.
Action
Act when urgent situations highlight the need for improvement.
Outcome
Decisions happen faster.
Chapter: Make It Stick - Don’t Waste a Crisis
Problem
Some barriers require senior backing.
Action
Gain support from influential leaders.
Outcome
Obstacles are removed more easily.
Chapter: Make It Stick - Leverage the Big Bosses
Problem
Internal support alone may not be enough.
Action
Engage external groups that benefit from the change.
Outcome
Momentum increases.
Chapter: Make It Stick - Work from the Outside In
Problem
Private promises are easy to abandon.
Action
Encourage stakeholders to express support openly.
Outcome
Accountability increases.
Chapter: Make It Stick - Get Public Commitments
Problem
Essential support work is often overlooked.
Action
Recognize and reward operational contributors.
Outcome
Execution remains reliable.
Chapter: Make It Stick - Pay the Box Guy
Problem
Time and influence are limited resources.
Action
Focus on conflicts that matter most.
Outcome
Effort produces greater results.
Chapter: Make It Stick - Pick Your Battles
Problem
Organizations act on their own priorities.
Action
Connect the proposal to the goals that stakeholders already value.
Outcome
Adoption becomes more likely.
Chapter: Make It Stick - Don’t Try to Make the Bureaucracy Care
Problem
Meaningful institutional change takes time.
Action
Continue advancing the effort through setbacks and delays.
Outcome
Results accumulate over time.
Chapter: Make It Stick - Play the Long Game
Problem
Old habits return without reinforcement.
Action
Create organizational arrangements that support the new way of working.
Outcome
Improvements become sustainable.
Chapter: Make It Stick - Create a New Org
Problem
Frustration can reduce effectiveness.
Action
Respond steadily to delays and resistance.
Outcome
You maintain momentum.
Chapter: Make It Stick - Stay Calm and Carry On
Problem
Short-term wins do not guarantee lasting value.
Action
Improve systems for the people who come after you.
Outcome
Benefits continue into the future.
Chapter: Make It Stick - Leave Your Bureaucracy Better Off
Problem
Organizations naturally drift back to old patterns.
Action
Continue using proven techniques to improve systems.
Outcome
Positive change endures.
Chapter: Make It Stick - Conclusion