What do you think?
Rate this book
Reset: How to Change What's Not Working
From the #1 New York Times bestselling author of Made to Stick, Switch, and The Power of Moments comes a revolutionary guide to fixing what’s not working—in systems and processes, organizations and companies, and even in our daily lives—by identifying leverage points and concentrating resources to achieve our goals.
Changing how we work can feel overwhelming. Like trying to budge an enormous boulder. We’re stifled by the gravity of the way we’ve always done things. And we spend so much time fighting fires—and fighting colleagues—that we lack the energy to shift direction.
But with the right strategy, we can move the boulder. In Reset, Heath explores a framework for getting unstuck and making the changes that matter. The secret is to find “leverage points�: places where a little bit of effort can yield a disproportionate return. Then, we can thoughtfully rearrange our resources to push on those points.
Heath weaves together fascinating examples, ranging from a freakishly effective fast-food drive-thru to a simple trick from couples therapy to an inspirational campaign that saved a million cats.
In Reset, you’ll
-Why the feeling of progress can be your secret weapon in accelerating change
-How leaders can uncover and stop wasteful activities
-Why your team’s motivation is often squandered—and how to avoid that mistake
-How you can jumpstart your change efforts by beginning with a “burst�
The book investigates Why the middle is the roughest part of a change effort. Why inefficiency can sometimes accelerate progress. Why getting “buy-in� is the wrong way to think about change.
What if we could unlock forward movement—achieving progress on what matters most—without the need for more resources? The same people, the same assets…but dramatically better results. Yesterday, we were stuck. Today, we reset.
Changing how we work can feel overwhelming. Like trying to budge an enormous boulder. We’re stifled by the gravity of the way we’ve always done things. And we spend so much time fighting fires—and fighting colleagues—that we lack the energy to shift direction.
But with the right strategy, we can move the boulder. In Reset, Heath explores a framework for getting unstuck and making the changes that matter. The secret is to find “leverage points�: places where a little bit of effort can yield a disproportionate return. Then, we can thoughtfully rearrange our resources to push on those points.
Heath weaves together fascinating examples, ranging from a freakishly effective fast-food drive-thru to a simple trick from couples therapy to an inspirational campaign that saved a million cats.
In Reset, you’ll
-Why the feeling of progress can be your secret weapon in accelerating change
-How leaders can uncover and stop wasteful activities
-Why your team’s motivation is often squandered—and how to avoid that mistake
-How you can jumpstart your change efforts by beginning with a “burst�
The book investigates Why the middle is the roughest part of a change effort. Why inefficiency can sometimes accelerate progress. Why getting “buy-in� is the wrong way to think about change.
What if we could unlock forward movement—achieving progress on what matters most—without the need for more resources? The same people, the same assets…but dramatically better results. Yesterday, we were stuck. Today, we reset.
288 pages, Hardcover
Published January 21, 2025
521 people are currently reading
5,381 people want to read
About the author
Dan Heath
48Ìýbooks461ÌýfollowersDan Heath is a Senior Fellow at Duke University's CASE center.
Dan has an M.B.A. from Harvard Business School, and a B.A. from the Plan II Honors Program from the University of Texas at Austin.
He co-wrote a book titled Switch: How to Change Things When Change Is Hard with his brother Chip Heath.
Dan has an M.B.A. from Harvard Business School, and a B.A. from the Plan II Honors Program from the University of Texas at Austin.
He co-wrote a book titled Switch: How to Change Things When Change Is Hard with his brother Chip Heath.
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 30 of 98 reviews
Read
March 24, 2025Mostly about business/organisations. As ever with this type of book, you hope to get one or two good takeaways, in this case the important of focusing on goals' goals (ie thinking not just about what you're trying to achieve, but what achieving it is supposed to achieve).
September 11, 2024
I am honored to have been given the opportunity to read the advance reader's edition of Dan's new book.
I am a Change Management/Continuous Improvement professional, so I understand all of the Lean Six Sigma concepts, but Dan has done a phenomenal job of taking many of those same concepts and packaging/presenting them in ways that are much easier to understand.
While there seems to be very little new material being presented, there are certainly new, albeit not always better, ways of presenting the material, and Dan has hit the nail on the head.
Many of the examples presented in this book are relatable, which is ideal for helping readers from all walks of like understand the concepts...and to get them to actually reset and change what's not working.
I won't turn this into a book report and regurgitate the material here...it is for you to read and enjoy yourselves. I want to say, mostly, that it is well worth the time to read, and I am thankful for the opportunity to read, understand, and apply these concepts in my personal and professional life sooner rather than later.
Gratefully,
Dr. Mark E. Wood
I am a Change Management/Continuous Improvement professional, so I understand all of the Lean Six Sigma concepts, but Dan has done a phenomenal job of taking many of those same concepts and packaging/presenting them in ways that are much easier to understand.
While there seems to be very little new material being presented, there are certainly new, albeit not always better, ways of presenting the material, and Dan has hit the nail on the head.
Many of the examples presented in this book are relatable, which is ideal for helping readers from all walks of like understand the concepts...and to get them to actually reset and change what's not working.
I won't turn this into a book report and regurgitate the material here...it is for you to read and enjoy yourselves. I want to say, mostly, that it is well worth the time to read, and I am thankful for the opportunity to read, understand, and apply these concepts in my personal and professional life sooner rather than later.
Gratefully,
Dr. Mark E. Wood
August 27, 2024
** I received a digital review copy of this book from the publisher, because I am a librarian and librarians are awesome **
Readable and with readily apparent applications (and cute illustrations to boot!) I want the entire management team at my library to read this.
Readable and with readily apparent applications (and cute illustrations to boot!) I want the entire management team at my library to read this.
November 7, 2024
I was awarded an advance copy of this book, which I am forever grateful for. I love the Heath brother books, they are always easy and inspiring to read. They take research and real life examples, so it’s easy to apply what you learn. This book was no different.
I didn’t give it 5 stars because usually I am able to tie all the concepts in the book together and find opportunites to immediately apply lessons into my daily work. This book had some, but there were parts that didn’t come together for me. I missed the “ah-Ha� I normally get. That could have been a me thing too.
Regardless, this book was very much worth a read and it will be one I continue to go back to.
I didn’t give it 5 stars because usually I am able to tie all the concepts in the book together and find opportunites to immediately apply lessons into my daily work. This book had some, but there were parts that didn’t come together for me. I missed the “ah-Ha� I normally get. That could have been a me thing too.
Regardless, this book was very much worth a read and it will be one I continue to go back to.
January 24, 2025
Dan Heath is an American author and Harvard MBA currently serving as a fellow at Duke University; he's probably best known for the well-known series of pop psychology and pop sociology books (like , , and ) he's co-written with his older brother, PhD psychologist and Stanford professor Chip Heath. Reset marks Dan Heath's second solo book venture, after 2020's , and features the same engaging, casual writing style that characterizes all the Heath brothers' books, Malcolm Gladwell's books, and many similar books that likely copy from them.
I enjoyed Reset. It's a quick read/listen (288 page book/6 hour audiobook), with the audiobook doing a much better than average job of describing figures in the enhancement PDF for listeners who aren't referring to it while listening. The case examples Heath uses are fresh (at least to me, a frequent reader of this genre) and interesting. That being said, the topic overall -- how to change when change is hard -- is a very oversaturated one in pop psychology, including in other books by the Heath brothers. Still, I think this is a worthwhile read for fans of prior Heath brothers books and this genre in general.
My statistics:
Book 27 for 2025
Book 1953 cumulatively
I enjoyed Reset. It's a quick read/listen (288 page book/6 hour audiobook), with the audiobook doing a much better than average job of describing figures in the enhancement PDF for listeners who aren't referring to it while listening. The case examples Heath uses are fresh (at least to me, a frequent reader of this genre) and interesting. That being said, the topic overall -- how to change when change is hard -- is a very oversaturated one in pop psychology, including in other books by the Heath brothers. Still, I think this is a worthwhile read for fans of prior Heath brothers books and this genre in general.
My statistics:
Book 27 for 2025
Book 1953 cumulatively
February 23, 2025
I read this for a work bookclub. I liked the examples, they each illustrated his points well. Being so short and having a few cartoons and bullet points, this was a very quick read as well.
February 1, 2025
This book wasn’t terrible, but it was pretty mid. Dan Heath and his brother write a ton of books marketed toward business folks, and they probably get paid boat loads of cash for their talks. They’re also mentors to Jonah Berger, who does the same thing. The issue is that 90% of their books are just filled with anecdotal evidence. While this book had me excited at first because Heath pointed to some research, that didn’t really extend passed the first few chapters.
This book is about problem-solving when you’re “stuck�. It’s primarily for solving problems within businesses, but some of the advice is practical for everyday life. As mentioned, I don’t think the book was terrible, but it just annoys me that he could easily reference some research to make his arguments stronger. However, he doesn’t really have to because people will buy up his books anyway.
This book is about problem-solving when you’re “stuck�. It’s primarily for solving problems within businesses, but some of the advice is practical for everyday life. As mentioned, I don’t think the book was terrible, but it just annoys me that he could easily reference some research to make his arguments stronger. However, he doesn’t really have to because people will buy up his books anyway.
October 6, 2024
I ALWAYS enjoy Heath brother books, and although this one was missing Chip, it was still just as practical, down-to-earth, and accessible as the others. I loved all the case studies and examples of how to really think about how to solve problems that will give you the biggest bang for your buck. While the majority of the case examples are business-related in nature, I like to think about how to apply these principles to everyday life, and there were several of those examples throughout the book as well. Thank you to NetGalley and the publisher for the eARC!
February 2, 2025
I have selected this as Stevo's Business Book of the Week for the week of 2/2, as it stands heads above other recently published books on this topic.
March 19, 2025
72%
This book actually does a really good job of looking at the inefficiencies in life. One of the biggest things that I like to recognize is there's only so much time for most people's lives. When you choose one to do one thing, you're saying no to doing something else. And it's important to find the bottlenecks in your systems. It's like the Toyota method. Just ask why five times. One thing I really like to do personally is, when I'm ironing out inefficiencies, is if you're going to do something and figure out if there's something wrong, you batch up your tasks and group them together. For example, if I'm working on construction projects, I'm doing all construction projects that day. And I do them in order. I'm going to be in this area, then I'm going to be in this area, then I'm going to be in this area. That's a great time management skill. Another thing is, if you're going in one direction and you have a package to carry, for instance, and it's out of the way, but you have to go partway the same path, I like to leave that package in that area and then come back to it. It's the same thing with many other things. You can group them all together. And when you're actually going in the direction where those other things go, take care of them along the way. It's much more efficient. We like efficiency standards, we like batching, and we like staying on the same task. Because if we get off task, who knows what's going to happenWhat it's really shined through was making me think about my own business, Pi, and saying, hey, here's where we can make some improvements. Made me ask some questions. Made me find some regulations that needed to be taken care of, and I said, okay, great. Communication and asking questions. Those are some of the best tools you can have. Simplest things..
This book actually does a really good job of looking at the inefficiencies in life. One of the biggest things that I like to recognize is there's only so much time for most people's lives. When you choose one to do one thing, you're saying no to doing something else. And it's important to find the bottlenecks in your systems. It's like the Toyota method. Just ask why five times. One thing I really like to do personally is, when I'm ironing out inefficiencies, is if you're going to do something and figure out if there's something wrong, you batch up your tasks and group them together. For example, if I'm working on construction projects, I'm doing all construction projects that day. And I do them in order. I'm going to be in this area, then I'm going to be in this area, then I'm going to be in this area. That's a great time management skill. Another thing is, if you're going in one direction and you have a package to carry, for instance, and it's out of the way, but you have to go partway the same path, I like to leave that package in that area and then come back to it. It's the same thing with many other things. You can group them all together. And when you're actually going in the direction where those other things go, take care of them along the way. It's much more efficient. We like efficiency standards, we like batching, and we like staying on the same task. Because if we get off task, who knows what's going to happenWhat it's really shined through was making me think about my own business, Pi, and saying, hey, here's where we can make some improvements. Made me ask some questions. Made me find some regulations that needed to be taken care of, and I said, okay, great. Communication and asking questions. Those are some of the best tools you can have. Simplest things..
February 18, 2025
“Reset� is a compelling read that seamlessly ties engaging stories to its core teachings, making it not only quick but also enjoyable. The book's practical lessons are deeply rooted in Six Sigma methodologies, providing readers with concrete tools and frameworks for identifying and seizing improvement opportunities.
As a leader, you'll find this book particularly valuable. It guides you through the process of prioritizing initiatives and diving into them headfirst with confidence. The practical advice and real-world examples make complex concepts easy to grasp and implement.
Even if you have previous experience leading change, “Reset� offers fresh insights and innovative strategies that will enhance your leadership arsenal. I’m willing to bet you'll pick up a trick or two that you hadn’t encountered before.
I highly recommend “Reset� to any leader who is serious about driving continuous improvement and fostering a culture of excellence.
As a leader, you'll find this book particularly valuable. It guides you through the process of prioritizing initiatives and diving into them headfirst with confidence. The practical advice and real-world examples make complex concepts easy to grasp and implement.
Even if you have previous experience leading change, “Reset� offers fresh insights and innovative strategies that will enhance your leadership arsenal. I’m willing to bet you'll pick up a trick or two that you hadn’t encountered before.
I highly recommend “Reset� to any leader who is serious about driving continuous improvement and fostering a culture of excellence.
February 5, 2025
If you're a business or team leader, hopefully there's nothing new for you here. Organisations face roadblocks all the time, and this book presents an applicable framework to tackle just that.
Nonetheless, I always enjoy Dan Heath's writing style and learned from the stories shared in the book.
Nonetheless, I always enjoy Dan Heath's writing style and learned from the stories shared in the book.
January 28, 2025
Dan is a great author. I preordered this one so I could go to a webinar he hosted and I recommend listening to him speak if you get the chance.
January 29, 2025
First of all, I love that the audio book has an exhaustive pdf attached with all the visual and the summary of each chapter, way easier to remember the important parts.
Dan Heath give us numerous tools to bring change when we are not in an emergency situation. What's interesting is that it does not require to use (mostly new technologies) to nudge people to change, but to identify the leverage points (not so simple) and stack different resources to make change happen.
I am looking forward to testing some of those tools, and see what happens then.
Dan Heath give us numerous tools to bring change when we are not in an emergency situation. What's interesting is that it does not require to use (mostly new technologies) to nudge people to change, but to identify the leverage points (not so simple) and stack different resources to make change happen.
I am looking forward to testing some of those tools, and see what happens then.
February 23, 2025
Good, practical advice for moving through a variety of problems to help inspire you to seeing other avenues. It was interesting end to end.
December 7, 2024
I’ve read every book by Dan Heath, and this may be his best yet!
This book has been on my TBR list since January 2024, and I’m so grateful I had the chance to read an advanced copy.
Reset builds on the idea that change is hard, but it doesn’t have to be. Dan breaks change down into two essential parts: finding leverage points and allocating resources. While this might sound like Management 101, Dan delivers a masterclass in what change actually looks like, presenting it in an easy-to-follow framework. Each chapter illustrates a step of this framework, and the examples he includes are the real stars of the show.
Most business books offer theory, theory, theory, and maybe a sprinkle of real-world application. Dan flips this on its head. In Reset, we dive into real problems with real people and learn alongside them. These stories are powerful examples of change in action, and they have incredible range—you’ll go from a fast food drive-thru to saving millions of cats to sending a satellite into space. By the end, you’ll feel both inspired to change the world and equipped with the confidence to play your part, big or small.
P.S. I’ve already used the “Target the constraint� concept with a client, and it worked incredibly well!
This book has been on my TBR list since January 2024, and I’m so grateful I had the chance to read an advanced copy.
Reset builds on the idea that change is hard, but it doesn’t have to be. Dan breaks change down into two essential parts: finding leverage points and allocating resources. While this might sound like Management 101, Dan delivers a masterclass in what change actually looks like, presenting it in an easy-to-follow framework. Each chapter illustrates a step of this framework, and the examples he includes are the real stars of the show.
Most business books offer theory, theory, theory, and maybe a sprinkle of real-world application. Dan flips this on its head. In Reset, we dive into real problems with real people and learn alongside them. These stories are powerful examples of change in action, and they have incredible range—you’ll go from a fast food drive-thru to saving millions of cats to sending a satellite into space. By the end, you’ll feel both inspired to change the world and equipped with the confidence to play your part, big or small.
P.S. I’ve already used the “Target the constraint� concept with a client, and it worked incredibly well!
December 18, 2024
This is a great book that helps see how to identify the small changes needed to eventually move larger issues.
March 4, 2025
Another great book, very well read, practical information and easily applied examples to foster great discussion about changing what is stuck in the workplace and at home.
January 24, 2025
This is by far the funniest business book I have ever read. Here's the thing: you have to read the footnotes to find the jokes, because that's where Dan hides most of them. And if you're reading the footnotes, might as well read the whole book!
That would be a great idea, because this is pretty much a perfect business book. It teaches you a specific skill set succinctly, via resonant stories, and repetition of key concepts in memorable context. For example, Dan quotes health care expert Paul Batalden: "Every system is designed to get the results it gets." And then the idea shows up over and over again, until you say, "Ohhh, I get it now. The dysfunction *is* the function." Or: defining 'waste' as "any activity that doesn't add value for the customer." So simple, yet so profound in its implications.
Dan -- whom I will address by first name not just because we're besties, but because he wouldn't want his brother Chip to get unearned credit for not writing this book -- divides the book into two main sections. First is "Finding Leverage Points", where you seek the small actions that can yield disproportionate results:
1) Go and see the work.
2) Consider the goal of the goal: Identify alternate pathways to your ultimate destination.
3) Study the bright spots: Who's getting great results? Emulate that.
4) Target the constraint: Assess the #1 force that is holding you back.
5) Map the system: Rise above the silos to spot promising targets for action.
The second half of the book, Restack Resources, exhorts you to implement the insights gleaned from the first half into six strategies for change:
1) Start with a burst
2) Recycle waste: Discontinue efforts that don’t serve the mission.
3) Do less AND more: Shift resources from lower-value work to higher-value.
4) Tap motivation: Prioritize the work that’s required and desired.
5) Let people drive: Give your team the autonomy to lead the change efforts.
6) Accelerate learning: Get better, faster feedback to guide your work.
In the process, you'll find out why Chick-fil-A has the most effective drive-through on the planet; how to think not just outside the box but outside the *planet* when trying to detect methane leaks; and how a moribund library turned around to become the toast of the town of Pottsboro, Texas.
Each chapter contains conceptual gems that would each be worth the admission price (e.g. the "Miracle Question" for relationships, and "cluckwork"). I am also inordinately fond of the Whirlwind Reviews at the end of each chapter, summarizing the key concepts. And drawings! Note that Dan's strategies are equally applicable to personal life, not just business problems. As such, I heartily recommend this delightfully concise book to all of you problem solvers out there. Get "Reset" for proven strategic gems that solve real-life problems, whether you want to mitigate climate change or to get your kids to clean their rooms.
-- Ali Binazir, M.D., M.Phil., Happiness Engineer and author of , and , the highest-rated dating book on Amazon for 8 years
That would be a great idea, because this is pretty much a perfect business book. It teaches you a specific skill set succinctly, via resonant stories, and repetition of key concepts in memorable context. For example, Dan quotes health care expert Paul Batalden: "Every system is designed to get the results it gets." And then the idea shows up over and over again, until you say, "Ohhh, I get it now. The dysfunction *is* the function." Or: defining 'waste' as "any activity that doesn't add value for the customer." So simple, yet so profound in its implications.
Dan -- whom I will address by first name not just because we're besties, but because he wouldn't want his brother Chip to get unearned credit for not writing this book -- divides the book into two main sections. First is "Finding Leverage Points", where you seek the small actions that can yield disproportionate results:
1) Go and see the work.
2) Consider the goal of the goal: Identify alternate pathways to your ultimate destination.
3) Study the bright spots: Who's getting great results? Emulate that.
4) Target the constraint: Assess the #1 force that is holding you back.
5) Map the system: Rise above the silos to spot promising targets for action.
The second half of the book, Restack Resources, exhorts you to implement the insights gleaned from the first half into six strategies for change:
1) Start with a burst
2) Recycle waste: Discontinue efforts that don’t serve the mission.
3) Do less AND more: Shift resources from lower-value work to higher-value.
4) Tap motivation: Prioritize the work that’s required and desired.
5) Let people drive: Give your team the autonomy to lead the change efforts.
6) Accelerate learning: Get better, faster feedback to guide your work.
In the process, you'll find out why Chick-fil-A has the most effective drive-through on the planet; how to think not just outside the box but outside the *planet* when trying to detect methane leaks; and how a moribund library turned around to become the toast of the town of Pottsboro, Texas.
Each chapter contains conceptual gems that would each be worth the admission price (e.g. the "Miracle Question" for relationships, and "cluckwork"). I am also inordinately fond of the Whirlwind Reviews at the end of each chapter, summarizing the key concepts. And drawings! Note that Dan's strategies are equally applicable to personal life, not just business problems. As such, I heartily recommend this delightfully concise book to all of you problem solvers out there. Get "Reset" for proven strategic gems that solve real-life problems, whether you want to mitigate climate change or to get your kids to clean their rooms.
-- Ali Binazir, M.D., M.Phil., Happiness Engineer and author of , and , the highest-rated dating book on Amazon for 8 years
March 26, 2025
For some reason I have been subscribed to the author's newsletters in the past and I saw a book club reading event E-mail with short summary video about the book which was intriguing. Indeed the first third was written in an engaging manner, towards the end I could understand why the specific points were selected and why they are important, but it felt a bit more on autopilot. Skimming through the book once more in the end was needed to see the bigger picture. This is not an existential strategy book but mostly common sense (which as the saying goes it not common practice unfortunately).
“Every system is perfectly designed to get the results it gets.� Meaning that once you change your aspiration—when you set your sights on different results—the system you have is wrong, by definition. Because the system is designed, intentionally or not, to yield the results you got yesterday.�
Go and See the Work to identify Leverage points - uncover places where a little bit of effort can yield a disproportionate return.
1. The first way to identify Leverage Points is to observe our work more closely.
2. When you go and see the work, you often discover that you’ve been oblivious to problems, or have acclimated to them, instead of fixing them.
3. Going and seeing the work is far preferable to the usual conference-room style of hatching improvements AKA “guess-a-thons.�. To find real Leverage Points, you must get out of the medium of guesses and into the medium of reality.
4. When you’re trying to improve your work, you’ll often discover that you have functional understanding rather than systemic understanding.
5. But it’s possible to gain systemic understanding quickly. Turnaround consultants do it by going straight to the front lines. "The people who work there will tell you what’s going on, if you shut up and let them talk."
6. Ultimately, going and seeing the work is about getting closer to the reality of the situation and perceiving it with fresh eyes. That’s how you find promising Leverage Points.
Consider the Goal of the Goal - identify alternate pathways to your ultimate destination.
1. Take a careful and even skeptical look at the goals you’re pursuing.
2. Often organizations set numerical targets as goals. Yet you can succeed at hitting these targets while utterly failing at your mission.
3. To avoid that misalignment of goals and mission, you need to ask: What’s the goal of the goal? And are there alternate pathways that might get us there more easily or quickly than the original goal we’d selected?
4. You can achieve more clarity about the “goal of the goal� by asking the Miracle Question. In short: “A miracle happened overnight that fixed your critical problem. What are the first things you notice, after you wake up, that reveal the miracle has happened?�
5. “What’s the goal of the goal?� helps you see the destination and why it’s important. (A Leverage Point must be something worth doing.) The Miracle Question helps you identify the first productive steps toward that destination. (A Leverage Point must be something doable.)
6. Achieving clarity on where you’re really headed can be transformative.
Study the Bright Spots - analyze and replicate your own best work.
1. Bright spots are your most successful efforts. If you analyze what allowed you to succeed in those occasions, you can scale that success.
2. Averages are great for simple monitoring but terrible for diagnosis. If you want to spot Leverage Points, you must untangle averages.
3. Often the way to unlock forward progress is to analyze your own best people or projects or performance.
4. You can analyze bright spots on any level: bright spots in your own life, bright spots in a team, bright spots among different departments in one organization, or even bright spots across different organizations doing similar kinds of work.
5. Finding Leverage Points can be a needle-in-a-haystack hunt. Some Leverage Points might seem promising but prove impossible. But bright spots are different—you know you can succeed, because you already have. (Can you do it more?)
Target the Constraint - assess the #1 force that is holding you back.
1. Target the “constraint�, or bottleneck � the #1 thing holding you back from your goal. Having identified the constraint, you can spot ideas for easing it.
2. Constraints don’t go away. When you relieve one constraint, you improve the system AND another constraint takes its place. There’s always a constraint.
3. Investments that aren’t directed at the constraint might do nothing to improve the system as a whole.
4. Constraints can be clear-cut in operations-intensive environments. But every organization faces constraints, even if they aren’t as simple to quantify.
5. Constraints only make sense in the context of goals. If you shift the goal, the constraint will move, too.
6. When you understand deeply what is holding you back, you can spot possible Leverage Points that will allow you to shrink the obstacle and permit forward progress.
Map the system - Rise above the silos to spot promising targets for action.
Restack resources, reduce waste and focus effort on leverage points:
*Start with a burst (antidote to task switching). Strategic use of protected time blocks of time can spark quick change. Burst is working until completion, accomplishing something tangible even if it's not the most efficient yet. Team goal is elevated over individual.
*Recycle waste - ending work that doesn't serve the mission. i.e. people plaing below their level, micromanagement, proper VS wasteful oversight.
*Do less and more - shifting effort from lower-value work (reduce waste) to higher value work (leverage points focus).
*Tap motivation - prioritizing work that is both required and desired. don’t think “How do I get buy-in for my idea?� Think, instead, “How could I harness the waterfall of available motivation to propel a new effort?�
*Let people drive, give them the autonomy to own the change effort.
*Accelerate learning, better and faster feedback loops. How quickly can you detect potential failures or successes.
“Every system is perfectly designed to get the results it gets.� Meaning that once you change your aspiration—when you set your sights on different results—the system you have is wrong, by definition. Because the system is designed, intentionally or not, to yield the results you got yesterday.�
Go and See the Work to identify Leverage points - uncover places where a little bit of effort can yield a disproportionate return.
1. The first way to identify Leverage Points is to observe our work more closely.
2. When you go and see the work, you often discover that you’ve been oblivious to problems, or have acclimated to them, instead of fixing them.
3. Going and seeing the work is far preferable to the usual conference-room style of hatching improvements AKA “guess-a-thons.�. To find real Leverage Points, you must get out of the medium of guesses and into the medium of reality.
4. When you’re trying to improve your work, you’ll often discover that you have functional understanding rather than systemic understanding.
5. But it’s possible to gain systemic understanding quickly. Turnaround consultants do it by going straight to the front lines. "The people who work there will tell you what’s going on, if you shut up and let them talk."
6. Ultimately, going and seeing the work is about getting closer to the reality of the situation and perceiving it with fresh eyes. That’s how you find promising Leverage Points.
Consider the Goal of the Goal - identify alternate pathways to your ultimate destination.
1. Take a careful and even skeptical look at the goals you’re pursuing.
2. Often organizations set numerical targets as goals. Yet you can succeed at hitting these targets while utterly failing at your mission.
3. To avoid that misalignment of goals and mission, you need to ask: What’s the goal of the goal? And are there alternate pathways that might get us there more easily or quickly than the original goal we’d selected?
4. You can achieve more clarity about the “goal of the goal� by asking the Miracle Question. In short: “A miracle happened overnight that fixed your critical problem. What are the first things you notice, after you wake up, that reveal the miracle has happened?�
5. “What’s the goal of the goal?� helps you see the destination and why it’s important. (A Leverage Point must be something worth doing.) The Miracle Question helps you identify the first productive steps toward that destination. (A Leverage Point must be something doable.)
6. Achieving clarity on where you’re really headed can be transformative.
Study the Bright Spots - analyze and replicate your own best work.
1. Bright spots are your most successful efforts. If you analyze what allowed you to succeed in those occasions, you can scale that success.
2. Averages are great for simple monitoring but terrible for diagnosis. If you want to spot Leverage Points, you must untangle averages.
3. Often the way to unlock forward progress is to analyze your own best people or projects or performance.
4. You can analyze bright spots on any level: bright spots in your own life, bright spots in a team, bright spots among different departments in one organization, or even bright spots across different organizations doing similar kinds of work.
5. Finding Leverage Points can be a needle-in-a-haystack hunt. Some Leverage Points might seem promising but prove impossible. But bright spots are different—you know you can succeed, because you already have. (Can you do it more?)
Target the Constraint - assess the #1 force that is holding you back.
1. Target the “constraint�, or bottleneck � the #1 thing holding you back from your goal. Having identified the constraint, you can spot ideas for easing it.
2. Constraints don’t go away. When you relieve one constraint, you improve the system AND another constraint takes its place. There’s always a constraint.
3. Investments that aren’t directed at the constraint might do nothing to improve the system as a whole.
4. Constraints can be clear-cut in operations-intensive environments. But every organization faces constraints, even if they aren’t as simple to quantify.
5. Constraints only make sense in the context of goals. If you shift the goal, the constraint will move, too.
6. When you understand deeply what is holding you back, you can spot possible Leverage Points that will allow you to shrink the obstacle and permit forward progress.
Map the system - Rise above the silos to spot promising targets for action.
Restack resources, reduce waste and focus effort on leverage points:
*Start with a burst (antidote to task switching). Strategic use of protected time blocks of time can spark quick change. Burst is working until completion, accomplishing something tangible even if it's not the most efficient yet. Team goal is elevated over individual.
*Recycle waste - ending work that doesn't serve the mission. i.e. people plaing below their level, micromanagement, proper VS wasteful oversight.
*Do less and more - shifting effort from lower-value work (reduce waste) to higher value work (leverage points focus).
*Tap motivation - prioritizing work that is both required and desired. don’t think “How do I get buy-in for my idea?� Think, instead, “How could I harness the waterfall of available motivation to propel a new effort?�
*Let people drive, give them the autonomy to own the change effort.
*Accelerate learning, better and faster feedback loops. How quickly can you detect potential failures or successes.
February 21, 2025
In his latest work "Reset," Dan Heath builds upon his impressive portfolio of organizational behavior and change management insights, previously demonstrated in bestsellers like "Made to Stick," "Switch," and "The Power of Moments." While those earlier works focused on specific aspects of change - making ideas memorable, facilitating transitions, and creating impactful experiences - "Reset" takes a more holistic approach to breaking through organizational inertia.
Core Framework and Key Insights
The book's central premise is deceptively simple yet profound: to create meaningful change, organizations must first identify "leverage points" - areas where minimal effort can yield outsized returns - and then "restack resources" to capitalize on these opportunities. This two-part framework serves as the backbone for Heath's exploration of organizational transformation.
What sets "Reset" apart is its practical approach to seemingly insurmountable challenges. Heath doesn't just theorize; he demonstrates through compelling case studies how organizations have successfully moved their metaphorical boulders. The framework is illustrated through diverse examples, from a remarkably efficient Chick-fil-A drive-thru to a hospital's dramatic improvement in package delivery systems.
Strengths and Notable Elements
Rich Case Studies
The book excels in its use of diverse, well-researched case studies that bring theoretical concepts to life. Heath's storytelling abilities shine as he weaves together narratives from various sectors - healthcare, retail, technology, and non-profits. The story of the Million Cat Challenge particularly stands out, showing how a simple insight about return-to-field policies revolutionized animal shelter operations.
Practical Tools and Frameworks
Heath provides several actionable frameworks, including:
- The DOWNTIME waste identification system
- The "genius swap" exercise for talent optimization
- The four-quadrant STOP-START-MORE-LESS analysis tool
Writing Style and Accessibility
Heath maintains an engaging narrative voice throughout, balancing technical concepts with accessible explanations and often injecting humor to keep readers engaged. His ability to break down complex organizational challenges into digestible pieces makes the book approachable for readers at all levels.
Areas for Improvement
Depth vs. Breadth Trade-off
While the book covers significant ground, some readers might find certain sections could benefit from deeper exploration. For instance, the discussion of change resistance could have included more strategies for addressing deeply entrenched organizational cultures.
Implementation Challenges
Though Heath acknowledges potential obstacles, more attention could have been paid to the specific challenges organizations might face when implementing these strategies in different contexts or scales. The success stories sometimes make the transformations appear smoother than they likely were in reality.
Technology Integration
Given the increasing role of technology in organizational change, the book could have dedicated more space to discussing how digital transformation interfaces with these change strategies. While the focus on fundamental principles is valuable, more guidance on navigating change in an increasingly digital environment would have been beneficial.
Practical Applications
The book shines in its practical applicability across various contexts. Heath provides numerous tools and techniques that readers can immediately implement:
- The "burst" approach to kickstart change initiatives
- Methods for identifying and eliminating organizational waste
- Strategies for tapping into existing motivation rather than trying to manufacture it
- Techniques for accelerating organizational learning
Target Audience and Value Proposition
"Reset" is particularly valuable for:
- Organizational leaders seeking practical change management strategies
- Project managers handling transformation initiatives
- Team leaders struggling with operational inefficiencies
- Anyone feeling stuck in their current systems and processes
Critical Analysis
The book's greatest strength is its ability to make organizational change feel achievable rather than overwhelming. Heath's framework breaks down what often seems like an insurmountable challenge into manageable pieces. However, some readers might find the examples, while diverse, skew toward situations where clear metrics for success exist. More examples from areas where success is less easily quantifiable could have strengthened the book's applicability.
Impact and Relevance
In today's rapidly changing business environment, the ability to effectively implement organizational change is more crucial than ever. "Reset" provides timely guidance for leaders navigating these challenges, offering both strategic insight and practical tools. Its emphasis on working with existing resources rather than requiring massive new investments makes it particularly relevant in resource-constrained environments.
Final Thoughts
"Reset" is a valuable addition to the organizational change literature, offering a fresh perspective on how to break through stagnation and achieve meaningful progress. While it may not answer every question about organizational transformation, it provides a solid framework and practical tools that can help leaders and teams move forward effectively. The book's accessible style and actionable insights make it a worthwhile investment for anyone involved in organizational change efforts.
Core Framework and Key Insights
The book's central premise is deceptively simple yet profound: to create meaningful change, organizations must first identify "leverage points" - areas where minimal effort can yield outsized returns - and then "restack resources" to capitalize on these opportunities. This two-part framework serves as the backbone for Heath's exploration of organizational transformation.
What sets "Reset" apart is its practical approach to seemingly insurmountable challenges. Heath doesn't just theorize; he demonstrates through compelling case studies how organizations have successfully moved their metaphorical boulders. The framework is illustrated through diverse examples, from a remarkably efficient Chick-fil-A drive-thru to a hospital's dramatic improvement in package delivery systems.
Strengths and Notable Elements
Rich Case Studies
The book excels in its use of diverse, well-researched case studies that bring theoretical concepts to life. Heath's storytelling abilities shine as he weaves together narratives from various sectors - healthcare, retail, technology, and non-profits. The story of the Million Cat Challenge particularly stands out, showing how a simple insight about return-to-field policies revolutionized animal shelter operations.
Practical Tools and Frameworks
Heath provides several actionable frameworks, including:
- The DOWNTIME waste identification system
- The "genius swap" exercise for talent optimization
- The four-quadrant STOP-START-MORE-LESS analysis tool
Writing Style and Accessibility
Heath maintains an engaging narrative voice throughout, balancing technical concepts with accessible explanations and often injecting humor to keep readers engaged. His ability to break down complex organizational challenges into digestible pieces makes the book approachable for readers at all levels.
Areas for Improvement
Depth vs. Breadth Trade-off
While the book covers significant ground, some readers might find certain sections could benefit from deeper exploration. For instance, the discussion of change resistance could have included more strategies for addressing deeply entrenched organizational cultures.
Implementation Challenges
Though Heath acknowledges potential obstacles, more attention could have been paid to the specific challenges organizations might face when implementing these strategies in different contexts or scales. The success stories sometimes make the transformations appear smoother than they likely were in reality.
Technology Integration
Given the increasing role of technology in organizational change, the book could have dedicated more space to discussing how digital transformation interfaces with these change strategies. While the focus on fundamental principles is valuable, more guidance on navigating change in an increasingly digital environment would have been beneficial.
Practical Applications
The book shines in its practical applicability across various contexts. Heath provides numerous tools and techniques that readers can immediately implement:
- The "burst" approach to kickstart change initiatives
- Methods for identifying and eliminating organizational waste
- Strategies for tapping into existing motivation rather than trying to manufacture it
- Techniques for accelerating organizational learning
Target Audience and Value Proposition
"Reset" is particularly valuable for:
- Organizational leaders seeking practical change management strategies
- Project managers handling transformation initiatives
- Team leaders struggling with operational inefficiencies
- Anyone feeling stuck in their current systems and processes
Critical Analysis
The book's greatest strength is its ability to make organizational change feel achievable rather than overwhelming. Heath's framework breaks down what often seems like an insurmountable challenge into manageable pieces. However, some readers might find the examples, while diverse, skew toward situations where clear metrics for success exist. More examples from areas where success is less easily quantifiable could have strengthened the book's applicability.
Impact and Relevance
In today's rapidly changing business environment, the ability to effectively implement organizational change is more crucial than ever. "Reset" provides timely guidance for leaders navigating these challenges, offering both strategic insight and practical tools. Its emphasis on working with existing resources rather than requiring massive new investments makes it particularly relevant in resource-constrained environments.
Final Thoughts
"Reset" is a valuable addition to the organizational change literature, offering a fresh perspective on how to break through stagnation and achieve meaningful progress. While it may not answer every question about organizational transformation, it provides a solid framework and practical tools that can help leaders and teams move forward effectively. The book's accessible style and actionable insights make it a worthwhile investment for anyone involved in organizational change efforts.
September 22, 2024
Received an advanced copy of this book. Super interesting anecdote-based book about how organizations tackle those pesky problems that seem like they should be easily surmountable but are somehow stuck. Very thought provoking but not quite sure yet how to use these lessons to figure out how to apply in reality
October 5, 2024
I was given an advance copy of this book. Like all of Heath’s other books (this is the third that I’ve read), it gave me a lot to think about and I am already coming up with plans as how to implement some of his ideas in my work and I plan to share it with my colleagues.
February 17, 2025
Dan Heath's book "Reset: How to Change What's Not Working" offers a compelling exploration of organizational and operational change. Known for co-authoring influential business advice books such as "Made to Stick" and "Switch" with his brother Chip Heath, Dan Heath continues his tradition of providing actionable insights in this latest work. "Reset" delves into the concept of change, specifically focusing on how small but significant shifts can lead to large-scale transformations within organizations. The book is filled with intriguing insights, though some ideas feel derivative.
The central concept of Reset revolves around the idea of a "leverage point." Heath describes this as a specific, high-impact change that, once successfully implemented, can set off a chain reaction leading to broader transformation. He likens it to prying a boulder with a lever--once movement begins, momentum carries it forward. Identifying and implementing change at a leverage point is key, and the book is structured in two parts to address these challenges.
The first part of “Reset� is dedicated to discovering and identifying leverage points--an essential but often difficult process. Heath argues that despite being intimately familiar with an organization or operation, individuals often have limited perspectives. He emphasizes the importance of taking a fresh, open-minded look at the situation, much like how a cyclist might overlook the mechanics of a bicycle despite frequent use. Gaining new insights often requires delving in and observing with curiosity rather than preconceived notions.
The book suggests directing attention to two primary areas for finding leverage points: constraints and bright spots. Constraints, or weak links, at a step can bog down the whole process; eliminating them can lead to significant improvements. Conversely, bright spots--areas where exceptional performance already exists--offer opportunities for replication and scaling. While these two concepts seem contradictory, Heath explains that constraints apply to sequential processes, whereas bright spots are more relevant to parallel processes.
Additionally, the book encourages stepping back to consider the bigger picture. By reassessing objectives and analyzing how different system components interact, organizations may uncover alternative, more effective paths to achieving their ultimate goals. This broader view ensures that changes made at the leverage point align with the organization's overarching mission rather than improving isolated functions without considering their impact on the whole system.
The second part of “Reset� shifts focus to implementation, exploring how to secure resources and support for change. However, the advice here is more general, revolving around efficiency improvements that are well covered in other management literature. While useful, this section does not break new ground, and readers looking for deeper insights on execution may benefit from consulting books specifically dedicated to efficiency enhancement.
As expected from Heath, “Reset� is well-written, integrating engaging narratives and real-world stories that make the concepts easy to grasp. Each chapter is neatly structured with subtitles breaking down ideas into digestible sections, and a "whirlwind summary" at the end revisits key points and examples. These design choices cater well to modern readers who prefer content that can be quickly consumed and easily referenced.
Despite its strengths, “Reset� has some limitations. It functions more as a practical guide than a deep contemplation on change. Moreover, its focus remains confined to small-scale organizations, such as individual companies or divisions, without extending to broader societal or relational transformations. While the book provides valuable strategies, its title and subtitle might set expectations for a more comprehensive exploration of change than it ultimately delivers.
Overall, “Reset� is a useful reference for leaders and managers seeking practical strategies for initiating impactful change within their organizations. Its emphasis on leverage points and actionable insights makes it a worthwhile read, though those looking for broader applications beyond business settings may find it lacking.
The central concept of Reset revolves around the idea of a "leverage point." Heath describes this as a specific, high-impact change that, once successfully implemented, can set off a chain reaction leading to broader transformation. He likens it to prying a boulder with a lever--once movement begins, momentum carries it forward. Identifying and implementing change at a leverage point is key, and the book is structured in two parts to address these challenges.
The first part of “Reset� is dedicated to discovering and identifying leverage points--an essential but often difficult process. Heath argues that despite being intimately familiar with an organization or operation, individuals often have limited perspectives. He emphasizes the importance of taking a fresh, open-minded look at the situation, much like how a cyclist might overlook the mechanics of a bicycle despite frequent use. Gaining new insights often requires delving in and observing with curiosity rather than preconceived notions.
The book suggests directing attention to two primary areas for finding leverage points: constraints and bright spots. Constraints, or weak links, at a step can bog down the whole process; eliminating them can lead to significant improvements. Conversely, bright spots--areas where exceptional performance already exists--offer opportunities for replication and scaling. While these two concepts seem contradictory, Heath explains that constraints apply to sequential processes, whereas bright spots are more relevant to parallel processes.
Additionally, the book encourages stepping back to consider the bigger picture. By reassessing objectives and analyzing how different system components interact, organizations may uncover alternative, more effective paths to achieving their ultimate goals. This broader view ensures that changes made at the leverage point align with the organization's overarching mission rather than improving isolated functions without considering their impact on the whole system.
The second part of “Reset� shifts focus to implementation, exploring how to secure resources and support for change. However, the advice here is more general, revolving around efficiency improvements that are well covered in other management literature. While useful, this section does not break new ground, and readers looking for deeper insights on execution may benefit from consulting books specifically dedicated to efficiency enhancement.
As expected from Heath, “Reset� is well-written, integrating engaging narratives and real-world stories that make the concepts easy to grasp. Each chapter is neatly structured with subtitles breaking down ideas into digestible sections, and a "whirlwind summary" at the end revisits key points and examples. These design choices cater well to modern readers who prefer content that can be quickly consumed and easily referenced.
Despite its strengths, “Reset� has some limitations. It functions more as a practical guide than a deep contemplation on change. Moreover, its focus remains confined to small-scale organizations, such as individual companies or divisions, without extending to broader societal or relational transformations. While the book provides valuable strategies, its title and subtitle might set expectations for a more comprehensive exploration of change than it ultimately delivers.
Overall, “Reset� is a useful reference for leaders and managers seeking practical strategies for initiating impactful change within their organizations. Its emphasis on leverage points and actionable insights makes it a worthwhile read, though those looking for broader applications beyond business settings may find it lacking.
February 2, 2025
This audiobook didn't necessarily help me understand the concept of resetting, but it's filled with interesting and inspirational stories that were worth hearing.
Notes from my reading:
The biggest motivators of employees is progress. But managers ranked it last when estimating importance.
There’s an interesting story about cats in shelters and how they would always put them down, but they wouldn’t consider an option to just neuter them and return them to the field. Once they started doing that, it improved a lot of metrics.
The feeling of progress is psychologically precious. The line at Chick-fil-A in the drive-through is very long, but you’re constantly making progress so you feel OK about it.
There’s an interesting story about how people were kind of ignoring the climate change impact of methane, and some scientist, realized it would benefit the short term to do something about it, and so they launched a satellite that would discover leaks and help people identify where to spend the effort and fixing leaks in pipelines and other capture sites.
There is a free lunch and it’s in eliminating waste. Waste is defined as something that is unnecessary and can be eliminated and not impact the product or service. So it can be wasted time or wasted gas or wasted efficiency.
Imagine the difference in how much effort you would give to task at work that you feel like is pointless and you don’t want to do, versus a task that you think will make a really big impact on your product.
The 49ers put "Happy or Not" feedback terminals throughout their stadium to get immediate feedback and fix restroom and concession issues immediately.
Notes from my reading:
The biggest motivators of employees is progress. But managers ranked it last when estimating importance.
There’s an interesting story about cats in shelters and how they would always put them down, but they wouldn’t consider an option to just neuter them and return them to the field. Once they started doing that, it improved a lot of metrics.
The feeling of progress is psychologically precious. The line at Chick-fil-A in the drive-through is very long, but you’re constantly making progress so you feel OK about it.
There’s an interesting story about how people were kind of ignoring the climate change impact of methane, and some scientist, realized it would benefit the short term to do something about it, and so they launched a satellite that would discover leaks and help people identify where to spend the effort and fixing leaks in pipelines and other capture sites.
There is a free lunch and it’s in eliminating waste. Waste is defined as something that is unnecessary and can be eliminated and not impact the product or service. So it can be wasted time or wasted gas or wasted efficiency.
Imagine the difference in how much effort you would give to task at work that you feel like is pointless and you don’t want to do, versus a task that you think will make a really big impact on your product.
The 49ers put "Happy or Not" feedback terminals throughout their stadium to get immediate feedback and fix restroom and concession issues immediately.
February 1, 2025
One of Heath's best books yet. The schema he uses for change is the concept of a leverage point and re-allocating resources. The cartoonish illustrations throughout really do enhance the concepts -- they're not hokey or stretched to "make it work." With one exception, the stories he tells nicely illustrate his points and showcase that anyone can apply the strategy to their own situation (you don't have to be an elite high performer or a mega-dollar international Fortune 500 company in New York City or so completely messed up that opportunities for improvement abound, the way some self-help books imply). The concepts are not the same old "change management" drivel one typically encounters, and it's refreshing to read some new/reframed ideas. The fact that he offers additional readings and resources to go deeper on any of the stories he shares is also appreciated.
The book is a pleasure, (I appreciate Heath's humour, which is sprinkled throughout. I highly recommend you to read the footnotes!), accessible and practical. In a "business" book!!! Yes, it's possible. Even though its primary audience is corporate/business, it will also be useful to those who are looking for personal improvement. I think it fits on the shelf beside in terms of genre and ease of use; companion books.
The book is a pleasure, (I appreciate Heath's humour, which is sprinkled throughout. I highly recommend you to read the footnotes!), accessible and practical. In a "business" book!!! Yes, it's possible. Even though its primary audience is corporate/business, it will also be useful to those who are looking for personal improvement. I think it fits on the shelf beside in terms of genre and ease of use; companion books.
March 9, 2025
Reset: How to Change What's Not Working is an insightful and practical guide to transforming areas of your life, career, or organization that aren’t functioning as they should. Heath offers a fresh perspective on the idea of making change, focusing on the importance of "resetting" and starting from a different point to overcome obstacles and achieve better outcomes.
Through a series of engaging examples and research-backed strategies, Heath demonstrates how we often get stuck in unproductive cycles and how small, intentional changes can lead to big improvements. He explains the concept of resetting as a powerful tool to break free from ineffective habits or strategies and provides actionable steps for creating meaningful change.
What I particularly appreciated about this book is how Heath emphasizes the need to pause, reassess, and reset, rather than pushing through or continuing with the status quo. His approach is grounded in practicality, offering readers the tools they need to make shifts in their thinking and behavior. Whether you're looking to improve a specific area of your life or make a larger transformation, Reset provides valuable insights that can help you break through barriers and build a path forward.
Overall, Reset is a thoughtful and motivating read for anyone looking to make positive changes, overcome challenges, or reframe their approach to problems. If you’re ready to make a change but don’t know where to start, this book offers the roadmap to reset and move forward with confidence.
Through a series of engaging examples and research-backed strategies, Heath demonstrates how we often get stuck in unproductive cycles and how small, intentional changes can lead to big improvements. He explains the concept of resetting as a powerful tool to break free from ineffective habits or strategies and provides actionable steps for creating meaningful change.
What I particularly appreciated about this book is how Heath emphasizes the need to pause, reassess, and reset, rather than pushing through or continuing with the status quo. His approach is grounded in practicality, offering readers the tools they need to make shifts in their thinking and behavior. Whether you're looking to improve a specific area of your life or make a larger transformation, Reset provides valuable insights that can help you break through barriers and build a path forward.
Overall, Reset is a thoughtful and motivating read for anyone looking to make positive changes, overcome challenges, or reframe their approach to problems. If you’re ready to make a change but don’t know where to start, this book offers the roadmap to reset and move forward with confidence.
March 29, 2025
As someone who has worked on and is continually interested in change management, I came to this book with a leery eye. But I finished the book wanting to re read the stories over and again, simply to have them readily available for when I needed the narrative or the numbers. The items that stood out most for me were:
1. Go and see the work - a principal upset with her students performance trailed a struggling student for the day and was appalled by the learning conditions. Sometimes we think we know what it’s like to be on the ground floor, in the process. Most times we just need to place ourselves in there.
2. Target the constraint - I’ve long been absolutely blown away by how Chick-Fil-A handles a drive-thru. Heath really helps construct the narrative about this full on efficiency.
3. Tap motivation - I could never understand why teachers and L&D pros talked about what THEY needed to COVER, when instead the approach should be flipped: what is necessary to inspire the learner?!
We all work with change, and this read belongs on your bookshelf, full stop.
1. Go and see the work - a principal upset with her students performance trailed a struggling student for the day and was appalled by the learning conditions. Sometimes we think we know what it’s like to be on the ground floor, in the process. Most times we just need to place ourselves in there.
2. Target the constraint - I’ve long been absolutely blown away by how Chick-Fil-A handles a drive-thru. Heath really helps construct the narrative about this full on efficiency.
3. Tap motivation - I could never understand why teachers and L&D pros talked about what THEY needed to COVER, when instead the approach should be flipped: what is necessary to inspire the learner?!
We all work with change, and this read belongs on your bookshelf, full stop.
January 29, 2025
I am a long time fan of the books from Dan (and the earlier ones from Chip and Dan) for providing easy to read ways for you to re-engage and bring yourself into more impactful and meaningful life. Deliberately choosing the word life over the traditional work/personal divide.
This is meant humorously but one of my experiences with this (and the previous books) is that they are almost too delightful/easy to read. Meaning I find I can read them in a VERY short amount of time. Which often means I miss nuances and potentially important points.
It also means that I find that I read the books at least a few times. I also take the time to gather the support materials - which is another great benefit to the Heath books. I frequently quote Decisive and Upstream books in my consulting conversations.
There’s a lot of meat in the book and I am going to need to circle back and re-read in the future!
Thanks for your work Dan!
This is meant humorously but one of my experiences with this (and the previous books) is that they are almost too delightful/easy to read. Meaning I find I can read them in a VERY short amount of time. Which often means I miss nuances and potentially important points.
It also means that I find that I read the books at least a few times. I also take the time to gather the support materials - which is another great benefit to the Heath books. I frequently quote Decisive and Upstream books in my consulting conversations.
There’s a lot of meat in the book and I am going to need to circle back and re-read in the future!
Thanks for your work Dan!
February 17, 2025
Maybe a 3.5? This might be similar to Dan Heath’s other books, but I have not read them so it was all new to me. This book is business psychology—one that focuses on improving systems. These ideas can be applied to any work environment and any individual life. I appreciate the focus on working smarter rather than working more, which can help employees feel less harried by creating better environments and taking away unnecessary work. There are so many managers who don’t know how to manage, and I feel like this book could help them. By analyzing the systems that don’t work in a department, they can focus on improving these and support their employees in doing so. What I didn’t like (but I understand why it was mentioned in this book) was any focus on productivity. The good: Heath is funny and down-to-earth, and you will definitely find helpful tidbits in this book, even if only to make changes in your own life.
Displaying 1 - 30 of 98 reviews
Can't find what you're looking for?
Get help and learn more about the design.