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Based on the his analysis of 400 strategic decisions made by top managers in areas such as products and services, pricing and markets, personnel policy, technology acquisition, and strategic reorganization, Nutt estimates that two-thirds of all decisions are based on failure-prone or questionable tactics. He uses the fifteen monumental decision-making disasters to illustrate the potential consequences of these common tactical errors and traps and then details successful alternative decision-making approaches.
Why Decisions Fail translates decades of award-winning research into practical terms that managers can use to improve their own decision-making practices.
Why Decisions Fail translates decades of award-winning research into practical terms that managers can use to improve their own decision-making practices.
Former Procter & Gamble Vice President for IT and Shared Services, Tony Saldanha gives you the keys to a successful digital transformation: a proven five-stage model and a disciplined process for executing it.
Digital transformation is more important than ever now that we're in the Fourth Industrial Revolution, where the lines between the physical, digital, and biological worlds are becoming ever more blurred. But fully 70 percent of digital transformations fail.
Why? Tony Saldanha, a globally awarded industry thought-leader who led operations around the world and major digital changes at Procter & Gamble, discovered it's not due to innovation or technological problems. Rather, the devil is in the details: a lack of clear goals and a disciplined process for achieving them. In this book, Saldanha lays out a five-stage process for moving from digitally automating processes here and there to making digital technology the very backbone of your company. For each of these five stages, Saldanha describes two associated disciplines vital to the success of that stage and a checklist of questions to keep you on track.
You want to disrupt before you are disrupted—be the next Netflix, not the next Blockbuster. Using dozens of case studies and his own considerable experience, Saldanha shows how digital transformation can be made routinely successful, and instead of representing an existential threat, it will become the opportunity of a lifetime.
Digital transformation is more important than ever now that we're in the Fourth Industrial Revolution, where the lines between the physical, digital, and biological worlds are becoming ever more blurred. But fully 70 percent of digital transformations fail.
Why? Tony Saldanha, a globally awarded industry thought-leader who led operations around the world and major digital changes at Procter & Gamble, discovered it's not due to innovation or technological problems. Rather, the devil is in the details: a lack of clear goals and a disciplined process for achieving them. In this book, Saldanha lays out a five-stage process for moving from digitally automating processes here and there to making digital technology the very backbone of your company. For each of these five stages, Saldanha describes two associated disciplines vital to the success of that stage and a checklist of questions to keep you on track.
You want to disrupt before you are disrupted—be the next Netflix, not the next Blockbuster. Using dozens of case studies and his own considerable experience, Saldanha shows how digital transformation can be made routinely successful, and instead of representing an existential threat, it will become the opportunity of a lifetime.
Former Procter & Gamble Vice President for IT and Shared Services, Tony Saldanha gives you the keys to a successful digital transformation: a proven five-stage model and a disciplined process for executing it.
Digital transformation is more important than ever now that we're in the Fourth Industrial Revolution, where the lines between the physical, digital, and biological worlds are becoming ever more blurred. But fully 70 percent of digital transformations fail.
Why? Tony Saldanha, a globally awarded industry thought-leader who led operations around the world and major digital changes at Procter & Gamble, discovered it's not due to innovation or technological problems. Rather, the devil is in the details: a lack of clear goals and a disciplined process for achieving them. In this book, Saldanha lays out a five-stage process for moving from digitally automating processes here and there to making digital technology the very backbone of your company. For each of these five stages, Saldanha describes two associated disciplines vital to the success of that stage and a checklist of questions to keep you on track.
You want to disrupt before you are disrupted—be the next Netflix, not the next Blockbuster. Using dozens of case studies and his own considerable experience, Saldanha shows how digital transformation can be made routinely successful, and instead of representing an existential threat, it will become the opportunity of a lifetime.
Digital transformation is more important than ever now that we're in the Fourth Industrial Revolution, where the lines between the physical, digital, and biological worlds are becoming ever more blurred. But fully 70 percent of digital transformations fail.
Why? Tony Saldanha, a globally awarded industry thought-leader who led operations around the world and major digital changes at Procter & Gamble, discovered it's not due to innovation or technological problems. Rather, the devil is in the details: a lack of clear goals and a disciplined process for achieving them. In this book, Saldanha lays out a five-stage process for moving from digitally automating processes here and there to making digital technology the very backbone of your company. For each of these five stages, Saldanha describes two associated disciplines vital to the success of that stage and a checklist of questions to keep you on track.
You want to disrupt before you are disrupted—be the next Netflix, not the next Blockbuster. Using dozens of case studies and his own considerable experience, Saldanha shows how digital transformation can be made routinely successful, and instead of representing an existential threat, it will become the opportunity of a lifetime.
Former Procter & Gamble Vice President for IT and Shared Services, Tony Saldanha gives you the keys to a successful digital transformation: a proven five-stage model and a disciplined process for executing it.
Digital transformation is more imperative than ever. Enterprises must fully transform their entire business model to digital, not just parts of the business. But 70 percent of digital transformations fail. Why? Not because of a lack of technological capability, executive awareness, or CEO support, but because of a lack of direction and discipline.
Tony Saldanha says your goal should be to arrive at a state of perpetual digital transformation, where your organization doesn't just disrupt its competitors but continuously disrupts itself (think Netflix, Amazon, or Google). To get there he outlines a three-phase execution process for digital transformations based on the famous airplane takeoff checklist, which has reduced crashes to one in every 1.2 million flights-a 0.00008 percent failure rate. Using this model, Saldanha shows companies how to get Ready, prepare a solid foundation for your change effort; Accelerate, learn from your experiences and continue to refine your approach; and Sustain the pace of technological innovation over the long haul.
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Digital transformation is more imperative than ever. Enterprises must fully transform their entire business model to digital, not just parts of the business. But 70 percent of digital transformations fail. Why? Not because of a lack of technological capability, executive awareness, or CEO support, but because of a lack of direction and discipline.
Tony Saldanha says your goal should be to arrive at a state of perpetual digital transformation, where your organization doesn't just disrupt its competitors but continuously disrupts itself (think Netflix, Amazon, or Google). To get there he outlines a three-phase execution process for digital transformations based on the famous airplane takeoff checklist, which has reduced crashes to one in every 1.2 million flights-a 0.00008 percent failure rate. Using this model, Saldanha shows companies how to get Ready, prepare a solid foundation for your change effort; Accelerate, learn from your experiences and continue to refine your approach; and Sustain the pace of technological innovation over the long haul.
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Carrots and sticks are costing you your best people. Here's the leadership science that actually works.
Most leaders aren't bad at motivating people—they're just using a model that neuroscience has already disproven. Built on decades of research and field-tested with organizations including Microsoft, NASA, CVS, and Mattel, this book replaces outdated reward-and-punishment thinking with a practical, proven process called “optimal motivation.”
What you'll find inside:
This book is for managers, HR professionals, and organizational leaders who are tired of chasing engagement scores and want a research-backed alternative that actually sticks. It is not a collection of motivational tactics; it is a fundamental shift in how leaders understand human drive.
If motivation on your team feels forced or fragile, this is where the change starts.
Most leaders aren't bad at motivating people—they're just using a model that neuroscience has already disproven. Built on decades of research and field-tested with organizations including Microsoft, NASA, CVS, and Mattel, this book replaces outdated reward-and-punishment thinking with a practical, proven process called “optimal motivation.”
What you'll find inside:
- A clear explanation of why external rewards produce short-term compliance but kill long-term engagement
- The three core psychological needs—autonomy, relatedness, and competence—that drive meaningful and sustainable motivation
- A step-by-step framework leaders can apply immediately in real workplace situations
- Real client examples showing how the process works across industries and team sizes
- Practical language and coaching tools to help your people find genuine purpose in their roles
This book is for managers, HR professionals, and organizational leaders who are tired of chasing engagement scores and want a research-backed alternative that actually sticks. It is not a collection of motivational tactics; it is a fundamental shift in how leaders understand human drive.
If motivation on your team feels forced or fragile, this is where the change starts.
Carrots and sticks are costing you your best people. Here's the leadership science that actually works.
Most leaders aren't bad at motivating people—they're just using a model that neuroscience has already disproven. Built on decades of research and field-tested with organizations including Microsoft, NASA, CVS, and Mattel, this book replaces outdated reward-and-punishment thinking with a practical, proven process called “optimal motivation.”
What you'll find inside:
This book is for managers, HR professionals, and organizational leaders who are tired of chasing engagement scores and want a research-backed alternative that actually sticks. It is not a collection of motivational tactics; it is a fundamental shift in how leaders understand human drive.
If motivation on your team feels forced or fragile, this is where the change starts.
Most leaders aren't bad at motivating people—they're just using a model that neuroscience has already disproven. Built on decades of research and field-tested with organizations including Microsoft, NASA, CVS, and Mattel, this book replaces outdated reward-and-punishment thinking with a practical, proven process called “optimal motivation.”
What you'll find inside:
- A clear explanation of why external rewards produce short-term compliance but kill long-term engagement
- The three core psychological needs—autonomy, relatedness, and competence—that drive meaningful and sustainable motivation
- A step-by-step framework leaders can apply immediately in real workplace situations
- Real client examples showing how the process works across industries and team sizes
- Practical language and coaching tools to help your people find genuine purpose in their roles
This book is for managers, HR professionals, and organizational leaders who are tired of chasing engagement scores and want a research-backed alternative that actually sticks. It is not a collection of motivational tactics; it is a fundamental shift in how leaders understand human drive.
If motivation on your team feels forced or fragile, this is where the change starts.
Carrots and sticks are costing you your best people. Here's the leadership science that actually works.
Most leaders aren't bad at motivating people—they're just using a model that neuroscience has already disproven. Built on decades of research and field-tested with organizations including Microsoft, NASA, CVS, and Mattel, this book replaces outdated reward-and-punishment thinking with a practical, proven process called “optimal motivation.”
What you'll find inside:
This book is for managers, HR professionals, and organizational leaders who are tired of chasing engagement scores and want a research-backed alternative that actually sticks. It is not a collection of motivational tactics; it is a fundamental shift in how leaders understand human drive.
If motivation on your team feels forced or fragile, this is where the change starts.
Most leaders aren't bad at motivating people—they're just using a model that neuroscience has already disproven. Built on decades of research and field-tested with organizations including Microsoft, NASA, CVS, and Mattel, this book replaces outdated reward-and-punishment thinking with a practical, proven process called “optimal motivation.”
What you'll find inside:
- A clear explanation of why external rewards produce short-term compliance but kill long-term engagement
- The three core psychological needs—autonomy, relatedness, and competence—that drive meaningful and sustainable motivation
- A step-by-step framework leaders can apply immediately in real workplace situations
- Real client examples showing how the process works across industries and team sizes
- Practical language and coaching tools to help your people find genuine purpose in their roles
This book is for managers, HR professionals, and organizational leaders who are tired of chasing engagement scores and want a research-backed alternative that actually sticks. It is not a collection of motivational tactics; it is a fundamental shift in how leaders understand human drive.
If motivation on your team feels forced or fragile, this is where the change starts.
For some, projecting confidence and credibility is second nature. For others, it seems like a foreign language they'll never learn – until now. Rob Jolles delivers down-to-earth solutions for anyone looking to enhance the most basic need of all; to be believed. He leverages his over 30 years of experience to equip readers with empowering and practical tools for achieving business and social success.
Jolles argues that credibility is as much about attitude as it is about aptitude. So-called “soft skills” like pitch, pace, and tone of voice, are actually some of the most crucial factors in determining how people perceive us. As he puts it, “it's not the words, it's the tune” that really makes us memorable and credible.
This book is about finding the necessary magic to help others believe you. It requires an unshakable belief in yourself, so Jolles starts there. With that as a solid foundation, you can move on to the specific tactics and practices that will make you credible and convincing. But these can be tough to practice in the face of the inevitable setbacks we all face, so he also offers advice on maintaining courage and confidence when doubt naturally creeps in. And he concludes with a discussion of sustaining your newfound credibility for the long haul.
There isn't a soul on earth who hasn't questioned themselves at some point. And most of us are just one or two brutal rejections away from questioning all that we are. Why People Don't Believe You helps readers cultivate a robust mental framework and a set of what Jolles calls “performance skills” to tackle these doubts. You are good enough –and after reading this stirring book, you'll be ready to make the world believe that as well.
Jolles argues that credibility is as much about attitude as it is about aptitude. So-called “soft skills” like pitch, pace, and tone of voice, are actually some of the most crucial factors in determining how people perceive us. As he puts it, “it's not the words, it's the tune” that really makes us memorable and credible.
This book is about finding the necessary magic to help others believe you. It requires an unshakable belief in yourself, so Jolles starts there. With that as a solid foundation, you can move on to the specific tactics and practices that will make you credible and convincing. But these can be tough to practice in the face of the inevitable setbacks we all face, so he also offers advice on maintaining courage and confidence when doubt naturally creeps in. And he concludes with a discussion of sustaining your newfound credibility for the long haul.
There isn't a soul on earth who hasn't questioned themselves at some point. And most of us are just one or two brutal rejections away from questioning all that we are. Why People Don't Believe You helps readers cultivate a robust mental framework and a set of what Jolles calls “performance skills” to tackle these doubts. You are good enough –and after reading this stirring book, you'll be ready to make the world believe that as well.
For some, projecting confidence and credibility is second nature. For others, it seems like a foreign language they'll never learn – until now. Rob Jolles delivers down-to-earth solutions for anyone looking to enhance the most basic need of all; to be believed. He leverages his over 30 years of experience to equip readers with empowering and practical tools for achieving business and social success.
Jolles argues that credibility is as much about attitude as it is about aptitude. So-called “soft skills” like pitch, pace, and tone of voice, are actually some of the most crucial factors in determining how people perceive us. As he puts it, “it's not the words, it's the tune” that really makes us memorable and credible.
This book is about finding the necessary magic to help others believe you. It requires an unshakable belief in yourself, so Jolles starts there. With that as a solid foundation, you can move on to the specific tactics and practices that will make you credible and convincing. But these can be tough to practice in the face of the inevitable setbacks we all face, so he also offers advice on maintaining courage and confidence when doubt naturally creeps in. And he concludes with a discussion of sustaining your newfound credibility for the long haul.
There isn't a soul on earth who hasn't questioned themselves at some point. And most of us are just one or two brutal rejections away from questioning all that we are. Why People Don't Believe You helps readers cultivate a robust mental framework and a set of what Jolles calls “performance skills” to tackle these doubts. You are good enough –and after reading this stirring book, you'll be ready to make the world believe that as well.
Jolles argues that credibility is as much about attitude as it is about aptitude. So-called “soft skills” like pitch, pace, and tone of voice, are actually some of the most crucial factors in determining how people perceive us. As he puts it, “it's not the words, it's the tune” that really makes us memorable and credible.
This book is about finding the necessary magic to help others believe you. It requires an unshakable belief in yourself, so Jolles starts there. With that as a solid foundation, you can move on to the specific tactics and practices that will make you credible and convincing. But these can be tough to practice in the face of the inevitable setbacks we all face, so he also offers advice on maintaining courage and confidence when doubt naturally creeps in. And he concludes with a discussion of sustaining your newfound credibility for the long haul.
There isn't a soul on earth who hasn't questioned themselves at some point. And most of us are just one or two brutal rejections away from questioning all that we are. Why People Don't Believe You helps readers cultivate a robust mental framework and a set of what Jolles calls “performance skills” to tackle these doubts. You are good enough –and after reading this stirring book, you'll be ready to make the world believe that as well.
For some, projecting confidence and credibility is second nature. For others, it seems like a foreign language they'll never learn – until now. Rob Jolles delivers down-to-earth solutions for anyone looking to enhance the most basic need of all; to be believed. He leverages his over 30 years of experience to equip readers with empowering and practical tools for achieving business and social success.
Let's face it – there are some of us who are born with a natural ability to effortlessly communicate with others and be believed. Unfortunately, not everyone possesses this natural talent, and as a result struggle with the simple act of being believed. Frequently, this inability to get others to believe becomes a significant stumbling block affecting those we interact with, and the paths we choose in life. Expert author Rob Jolles has actively mentored and coached thousands who battle with long-term unemployment, and have a particularly acute problem with presenting themselves effectively. The problem, he says, is we rely far too heavily on our words to secure the belief of others, when in reality only seven percent of the emotional impact of our message comes from the words we use. The solution he offers here is building confidence through a series of process behaviors and techniques, and learning how to cope with fear, which can significantly impact how credible others perceive our message to be. Moving past the words, and applying acting and improv skills, along with improving pitch, pace, and tone, his programs have achieved astonishing results.
Let's face it – there are some of us who are born with a natural ability to effortlessly communicate with others and be believed. Unfortunately, not everyone possesses this natural talent, and as a result struggle with the simple act of being believed. Frequently, this inability to get others to believe becomes a significant stumbling block affecting those we interact with, and the paths we choose in life. Expert author Rob Jolles has actively mentored and coached thousands who battle with long-term unemployment, and have a particularly acute problem with presenting themselves effectively. The problem, he says, is we rely far too heavily on our words to secure the belief of others, when in reality only seven percent of the emotional impact of our message comes from the words we use. The solution he offers here is building confidence through a series of process behaviors and techniques, and learning how to cope with fear, which can significantly impact how credible others perceive our message to be. Moving past the words, and applying acting and improv skills, along with improving pitch, pace, and tone, his programs have achieved astonishing results.
Bestselling author, therapist, lawyer, and mediator Bill Eddy describes how dangerous, high-conflict personalities have gained power in governments worldwide—and what citizens can do to keep these people out of office.
Democracy is under siege. The reason isn't politics but personalities: too many countries have come under the sway of high-conflict people (HCPs) who have become politicians. Most of these high-conflict politicians have traits of narcissistic personality disorder, antisocial (i.e., sociopathic) personality disorder, or both. This is the first and only guide for identifying and thwarting them.
HCPs don't avoid conflict, they thrive on it, widening social divisions and exacerbating international tensions. Eddy, the world's leading authority on high-conflict personalities, explains why they're so seductive and describes the telltale traits that define HCPs—he even includes a helpful list of forty typical HCP behaviors.
Drawing on historical examples from Hitler, Stalin, Mao, and Nixon to Trump, Maduro, and Putin, Eddy shows how HCPs invent enemies and manufacture phony crises so they can portray themselves as the sole heroic figure who can deal with them, despite their inability to actually solve problems. He describes the best ways to expose HCPs as the charlatans they are, reply to their empty and misleading promises, and find genuine leaders to support. Eddy brings his deep psychotherapeutic experience to bear on a previously unidentified phenomena that presents a real threat to the world.
Democracy is under siege. The reason isn't politics but personalities: too many countries have come under the sway of high-conflict people (HCPs) who have become politicians. Most of these high-conflict politicians have traits of narcissistic personality disorder, antisocial (i.e., sociopathic) personality disorder, or both. This is the first and only guide for identifying and thwarting them.
HCPs don't avoid conflict, they thrive on it, widening social divisions and exacerbating international tensions. Eddy, the world's leading authority on high-conflict personalities, explains why they're so seductive and describes the telltale traits that define HCPs—he even includes a helpful list of forty typical HCP behaviors.
Drawing on historical examples from Hitler, Stalin, Mao, and Nixon to Trump, Maduro, and Putin, Eddy shows how HCPs invent enemies and manufacture phony crises so they can portray themselves as the sole heroic figure who can deal with them, despite their inability to actually solve problems. He describes the best ways to expose HCPs as the charlatans they are, reply to their empty and misleading promises, and find genuine leaders to support. Eddy brings his deep psychotherapeutic experience to bear on a previously unidentified phenomena that presents a real threat to the world.
Bestselling author, therapist, lawyer, and mediator Bill Eddy describes how dangerous, high-conflict personalities have gained power in governments worldwide—and what citizens can do to keep these people out of office.
Democracy is under siege. The reason isn't politics but personalities: too many countries have come under the sway of high-conflict people (HCPs) who have become politicians. Most of these high-conflict politicians have traits of narcissistic personality disorder, antisocial (i.e., sociopathic) personality disorder, or both. This is the first and only guide for identifying and thwarting them.
HCPs don't avoid conflict, they thrive on it, widening social divisions and exacerbating international tensions. Eddy, the world's leading authority on high-conflict personalities, explains why they're so seductive and describes the telltale traits that define HCPs—he even includes a helpful list of forty typical HCP behaviors.
Drawing on historical examples from Hitler, Stalin, Mao, and Nixon to Trump, Maduro, and Putin, Eddy shows how HCPs invent enemies and manufacture phony crises so they can portray themselves as the sole heroic figure who can deal with them, despite their inability to actually solve problems. He describes the best ways to expose HCPs as the charlatans they are, reply to their empty and misleading promises, and find genuine leaders to support. Eddy brings his deep psychotherapeutic experience to bear on a previously unidentified phenomena that presents a real threat to the world.
Democracy is under siege. The reason isn't politics but personalities: too many countries have come under the sway of high-conflict people (HCPs) who have become politicians. Most of these high-conflict politicians have traits of narcissistic personality disorder, antisocial (i.e., sociopathic) personality disorder, or both. This is the first and only guide for identifying and thwarting them.
HCPs don't avoid conflict, they thrive on it, widening social divisions and exacerbating international tensions. Eddy, the world's leading authority on high-conflict personalities, explains why they're so seductive and describes the telltale traits that define HCPs—he even includes a helpful list of forty typical HCP behaviors.
Drawing on historical examples from Hitler, Stalin, Mao, and Nixon to Trump, Maduro, and Putin, Eddy shows how HCPs invent enemies and manufacture phony crises so they can portray themselves as the sole heroic figure who can deal with them, despite their inability to actually solve problems. He describes the best ways to expose HCPs as the charlatans they are, reply to their empty and misleading promises, and find genuine leaders to support. Eddy brings his deep psychotherapeutic experience to bear on a previously unidentified phenomena that presents a real threat to the world.
Bestselling author, therapist, lawyer, and mediator Bill Eddy describes how dangerous, high-conflict personalities have gained power in governments worldwide-and what citizens can do to keep these people out of office.
Democracy is under siege. The reason isn't politics. It's personalities: too many countries have come under the sway of high-conflict politicians (HCPs). Most of these HCPs have traits of narcissistic personality disorder, antisocial (i.e., sociopathic) personality disorder, or both. This is the first and only guide for identifying and thwarting HCPs.
Bill Eddy says the key to understanding HCPs is their use of what he calls the Fantasy Crisis Triad:
1. There's a terrible crisis!
2. It's caused by this evil person or group.
3. I'm the only person who can solve it and save you.
Using Hitler, Stalin, Putin, Berlusconi, Chavez, Nixon, Trump and others as case studies, Eddy shows how HCPs create or exacerbate conflict to manipulate our emotions and rise to power. But he also shows how we can spot HCPs early on (he includes a checklist of forty typical behaviors), respond to them effectively, and identify and give our support to genuine leaders.
Democracy is under siege. The reason isn't politics. It's personalities: too many countries have come under the sway of high-conflict politicians (HCPs). Most of these HCPs have traits of narcissistic personality disorder, antisocial (i.e., sociopathic) personality disorder, or both. This is the first and only guide for identifying and thwarting HCPs.
Bill Eddy says the key to understanding HCPs is their use of what he calls the Fantasy Crisis Triad:
1. There's a terrible crisis!
2. It's caused by this evil person or group.
3. I'm the only person who can solve it and save you.
Using Hitler, Stalin, Putin, Berlusconi, Chavez, Nixon, Trump and others as case studies, Eddy shows how HCPs create or exacerbate conflict to manipulate our emotions and rise to power. But he also shows how we can spot HCPs early on (he includes a checklist of forty typical behaviors), respond to them effectively, and identify and give our support to genuine leaders.
Great ideas don't matter if you can't execute—bestselling leadership expert Mark Miller offers a proven, research-based method for creating workplaces where everyone performs at the highest level.
All high performance organizations have one thing in common: execution. The men and women who work there sustain performance at seemingly otherworldly levels of precision, accuracy, and consistency. In the fifth and final book of Mark Miller's High Performance series, he uses his trademark business fable format to show how any organization can cultivate the kind of everyday habits that yield extraordinary results.
Miller tells the story of Blake Brown, a CEO who learns how to help his team to consistently excel at execution from a perhaps unlikely source: his son's high school football coach. The story is fictional, but the principles and practices are very real, derived from years of research led by a team from Stanford University. Miller and his team interviewed leaders and employees from numerous world-class organizations, including the Navy SEALS, Starbucks, Apple, Southwest Airlines, the Seattle Seahawks, Mayo Clinic, Cirque du Soleil, and more. The lessons learned were then field-tested with over seventy businesses employing over 7,000 people. Miller gives you proven tools to release the untapped potential in your people, create a strong competitive advantage, and win not just on game day but every day.
All high performance organizations have one thing in common: execution. The men and women who work there sustain performance at seemingly otherworldly levels of precision, accuracy, and consistency. In the fifth and final book of Mark Miller's High Performance series, he uses his trademark business fable format to show how any organization can cultivate the kind of everyday habits that yield extraordinary results.
Miller tells the story of Blake Brown, a CEO who learns how to help his team to consistently excel at execution from a perhaps unlikely source: his son's high school football coach. The story is fictional, but the principles and practices are very real, derived from years of research led by a team from Stanford University. Miller and his team interviewed leaders and employees from numerous world-class organizations, including the Navy SEALS, Starbucks, Apple, Southwest Airlines, the Seattle Seahawks, Mayo Clinic, Cirque du Soleil, and more. The lessons learned were then field-tested with over seventy businesses employing over 7,000 people. Miller gives you proven tools to release the untapped potential in your people, create a strong competitive advantage, and win not just on game day but every day.
Great ideas don't matter if you can't execute—bestselling leadership expert Mark Miller offers a proven, research-based method for creating workplaces where everyone performs at the highest level.
All high performance organizations have one thing in common: execution. The men and women who work there sustain performance at seemingly otherworldly levels of precision, accuracy, and consistency. In the fifth and final book of Mark Miller's High Performance series, he uses his trademark business fable format to show how any organization can cultivate the kind of everyday habits that yield extraordinary results.
Miller tells the story of Blake Brown, a CEO who learns how to help his team to consistently excel at execution from a perhaps unlikely source: his son's high school football coach. The story is fictional, but the principles and practices are very real, derived from years of research led by a team from Stanford University. Miller and his team interviewed leaders and employees from numerous world-class organizations, including the Navy SEALS, Starbucks, Apple, Southwest Airlines, the Seattle Seahawks, Mayo Clinic, Cirque du Soleil, and more. The lessons learned were then field-tested with over seventy businesses employing over 7,000 people. Miller gives you proven tools to release the untapped potential in your people, create a strong competitive advantage, and win not just on game day but every day.
All high performance organizations have one thing in common: execution. The men and women who work there sustain performance at seemingly otherworldly levels of precision, accuracy, and consistency. In the fifth and final book of Mark Miller's High Performance series, he uses his trademark business fable format to show how any organization can cultivate the kind of everyday habits that yield extraordinary results.
Miller tells the story of Blake Brown, a CEO who learns how to help his team to consistently excel at execution from a perhaps unlikely source: his son's high school football coach. The story is fictional, but the principles and practices are very real, derived from years of research led by a team from Stanford University. Miller and his team interviewed leaders and employees from numerous world-class organizations, including the Navy SEALS, Starbucks, Apple, Southwest Airlines, the Seattle Seahawks, Mayo Clinic, Cirque du Soleil, and more. The lessons learned were then field-tested with over seventy businesses employing over 7,000 people. Miller gives you proven tools to release the untapped potential in your people, create a strong competitive advantage, and win not just on game day but every day.
Great ideas don't matter if you can't execute-bestselling leadership expert Mark Miller offers a proven, research-based method for creating workplaces where everyone performs at the highest level.
All high performance organizations have one thing in common: execution. The men and women who work there sustain performance at seemingly otherworldly levels of precision, accuracy, and consistency. In the fifth and final book of Mark Miller's High Performance series, he uses his trademark business fable format to show how any organization can cultivate the kind of everyday habits that yield extraordinary results.
Miller tells the story of Blake Brown, a CEO who learns how to help his team to consistently excel at execution from a perhaps unlikely source: his son's high school football coach. The story is fictional, but the principles and practices are very real, derived from years of research led by a team from Stanford University. Miller and his team interviewed leaders and employees from numerous world-class organizations, including the Navy SEALS, Starbucks, Apple, Southwest Airlines, the Seattle Seahawks, Mayo Clinic, Cirque du Soleil, and more. The lessons learned were then field-tested with over seventy businesses employing over 7,000 people. Miller gives you proven tools to release the untapped potential in your people, create a strong competitive advantage, and win not just on game day but every day.
All high performance organizations have one thing in common: execution. The men and women who work there sustain performance at seemingly otherworldly levels of precision, accuracy, and consistency. In the fifth and final book of Mark Miller's High Performance series, he uses his trademark business fable format to show how any organization can cultivate the kind of everyday habits that yield extraordinary results.
Miller tells the story of Blake Brown, a CEO who learns how to help his team to consistently excel at execution from a perhaps unlikely source: his son's high school football coach. The story is fictional, but the principles and practices are very real, derived from years of research led by a team from Stanford University. Miller and his team interviewed leaders and employees from numerous world-class organizations, including the Navy SEALS, Starbucks, Apple, Southwest Airlines, the Seattle Seahawks, Mayo Clinic, Cirque du Soleil, and more. The lessons learned were then field-tested with over seventy businesses employing over 7,000 people. Miller gives you proven tools to release the untapped potential in your people, create a strong competitive advantage, and win not just on game day but every day.
Every great company has an engaged workforce, and nurturing a culture of engagement is at the heart of great leadership—employees who really care about their work, their coworkers, and the organization can supercharge a company's success. But for many years, engagement has been suffering. Gallop reports that 70 percent of employees are not fully engaged on the job. Mark Miller draws on more than forty years of leadership experience to show leaders at all levels how to change the conversation and create real competitive advantage in the process.
In the fourth book in Miller's High Performance Series, CEO Blake Brown sets out to discover how to create the kind of workplace where everyone feels excited to come to work, passionate about what he or she brings to the company, and energized at the end of the day. It's a journey that takes him literally all over the world—from Italy to Greece to Green Bay and more. What he discovers from the pages of history is as relevant as the evening news.
Engagement unleashes untapped potential buried deep within the hearts of your people. An engaged workforce is more creative, more driven, and more enthusiastic about reaching company goals. If you put the lessons in this book to work, your people will never look at work, or their leaders, the same way again.
In the fourth book in Miller's High Performance Series, CEO Blake Brown sets out to discover how to create the kind of workplace where everyone feels excited to come to work, passionate about what he or she brings to the company, and energized at the end of the day. It's a journey that takes him literally all over the world—from Italy to Greece to Green Bay and more. What he discovers from the pages of history is as relevant as the evening news.
Engagement unleashes untapped potential buried deep within the hearts of your people. An engaged workforce is more creative, more driven, and more enthusiastic about reaching company goals. If you put the lessons in this book to work, your people will never look at work, or their leaders, the same way again.