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Domino: The Simplest Way to Inspire Change
Leading change just got a whole lot easier. Think you need awe-inspiring visions, complicated plans, and fist-pounding speeches to inspire change? Think again.A rising tide of real leaders ranging from banking executives and heads of multinational manufacturers to hospital administrators and small business owners have discovered a surprisingly simple way to deliver steady results in spite of unrelenting change. Brimming with compelling stories and grounded in research, The Simplest Way to Inspire Change reveals two approaches to leading Change by Addition and Change by Decision. Disturbingly, Change by Addition is far less effective, but is used far more often. Until now. Luckily, Change by Decision is not only more effective it also requires less time and fewer resources--allowing ordinary managers to take their teams in exciting new directions.Understand how to free yourself and your team from the shackles of change by addition. Explore stories of real leaders in a multitude of industries to see how the Domino techniques apply in any situation Examine the leadership skills that inspire smart strategies and adaptive teams Execute plans quicker and easier by mastering the art of effective change leadership The Simplest Way to Inspire Change is a radically simple book that highlights a new approach for executing change and inspiring agility in the workplace.
192 pages, Kindle Edition
First published October 26, 2015
6 people are currently reading
51 people want to read
About the author
Nick Tasler
9 books6 followersNick Tasler is an internationally acclaimed thought leader and—
Sorry for the interruption. My “official” bio continues below and, fear not, it is chock-full of the requisite self-aggrandizement and third-person references to my many, many accolades. But before I attempt to convince you that I am the Batman of business thought leaders, let me tell you who I am in real life. I’m a dad, a husband, and a total geek about the science of human nature. My dream is to spend every working moment writing and speaking about the latest and greatest insights that help us turn unpredictable changes into meaningful and exciting adventures. So, yeah, I guess I’m living my dream. Maybe my dream and your dilemma should hook up sometime and…ya know, grab a coffee and a gluten-free bagel or something?
Now back to our regularly scheduled list of things I would never ever say to someone I just met…
Nick Tasler is an internationally acclaimed thought leader, organizational psychologist, and the #1 best-selling author of four counter-intuitive books on the art and science of making decisions and leading change. He is also an expert writer for the Harvard Business Review and his work has been covered by The New York Times, Bloomberg Business Week, The Atlantic, Inc., U.S. News & World Report, The Financial Times, Fox Business, and Forbes; as well as NPR, the BBC, NBC, ABC, and CBS.
Nick’s original insights and dynamic style have benefited the world’s most respected organizations ranging from General Electric, Microsoft, JP Morgan, Novo Nordisk, Wells Fargo, the Royal Bank of Canada, and UnitedHealth Group to the Wharton School, Yale University, and many more.Nomadic by nature, Nick and his wife and their four kids live in…lots of places. Sometimes Minnesota. Sometimes Florida. Currently Puerto Rico.
Sorry for the interruption. My “official” bio continues below and, fear not, it is chock-full of the requisite self-aggrandizement and third-person references to my many, many accolades. But before I attempt to convince you that I am the Batman of business thought leaders, let me tell you who I am in real life. I’m a dad, a husband, and a total geek about the science of human nature. My dream is to spend every working moment writing and speaking about the latest and greatest insights that help us turn unpredictable changes into meaningful and exciting adventures. So, yeah, I guess I’m living my dream. Maybe my dream and your dilemma should hook up sometime and…ya know, grab a coffee and a gluten-free bagel or something?
Now back to our regularly scheduled list of things I would never ever say to someone I just met…
Nick Tasler is an internationally acclaimed thought leader, organizational psychologist, and the #1 best-selling author of four counter-intuitive books on the art and science of making decisions and leading change. He is also an expert writer for the Harvard Business Review and his work has been covered by The New York Times, Bloomberg Business Week, The Atlantic, Inc., U.S. News & World Report, The Financial Times, Fox Business, and Forbes; as well as NPR, the BBC, NBC, ABC, and CBS.
Nick’s original insights and dynamic style have benefited the world’s most respected organizations ranging from General Electric, Microsoft, JP Morgan, Novo Nordisk, Wells Fargo, the Royal Bank of Canada, and UnitedHealth Group to the Wharton School, Yale University, and many more.Nomadic by nature, Nick and his wife and their four kids live in…lots of places. Sometimes Minnesota. Sometimes Florida. Currently Puerto Rico.
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Displaying 1 - 4 of 4 reviews
September 25, 2019
I thought I’d try a different type of book- it’s not really my thing and doesn’t apply much to my life. I do appreciate the anecdotes shared regarding getting the points across. For the most part, to an outsider, that seems like a lot of mumbo-jumbo. I work in healthcare. This book would most likely better fit a manager or executive or HR rep. My favorite insights were shared on page 41 regarding change. Otherwise, MEH.
This entire review has been hidden because of spoilers.
September 2, 2022
It wa a good book
July 26, 2016
better speaker than writer
Read
March 19, 2019**Ideas and summaries taken from book**
CH 1: Communication isn't the problem.
CH 2: Principal killed the football team- is the mission athletics or academics?
CH 3: Are you a driver or a passenger? Decisions create happy illusions here, and also happy outcomes there. GWash created positive illusions micromanaging the renovations of Mt Vernon.
CH4,5,6: Checking pulse of teammates- important to get everyone on the same page. And remember, everyone is different.
CH 7: How to be a stalker- How do you approach change? 3 ways below.
Operational v. Conceptual- How do you approach strategic decisions? KNOW.
Operational DMs: Digging into operational details and being as productive as possible on whatever assignment happens to come their way. Sometimes their preference for efficiency causes them to pay too little attention to the broader vision and strategy of the organization and to overlook big picture opportunities and threats.
Mod Operational DMs: Think often about near-term tactics than long-term strategy. Prefer to focus energy on translating strategic priorities into actionable steps, and on completing each project with maximum efficiency. Place a high emphasis on performing operational duties well, rather than discussing future possibilities.
Mod Conceptual DMs: Interested in connecting dots between overarching strategic priorities and current issues and projects facing their team. Like discussing future opportunities, but can become impatient and frustrated when required to manage tactical details.
Highly Conceptual DMs: Focus on big picture implications for every situation. Prefer to think often about role played in overall strategy. Sometimes spend too much time analyzing the future while paying too little attention to tasks of today.
Risky v. Cautions- Drawn to High risk high reward? Or drawn to cautious? THINK.
Highly Risky DMs: Pursue high reward opportunities even if it means exposure to substantial risk. Pay special attention to opportunity costs, rather than dwelling on obvious risks. Strongly believe that taking risks is essential to success. The belief can sometimes enable exploration of opportunities that others shy away from, it can also cause them to downplay serious threats.
Mod Risky DMs: New opportunities excite them at least as much as it scares them. When making team decisions, might lean toward safer choices when possible, but their first instinct usually favors the bolder, higher reward option even if it comes with higher risk.
Mod Cautious DMs: Feel most comfortable steering clear of risks, and pride themselves on being prudent DMs. Will pursue appealing opportunities when possible, but like to be certain the chance of a good outcome greatly outweighs the risks of a bad outcome.
Highly Cautious DMs: Rarely support high-risk pursuits and do not like to expose uncontrollable circumstances. Role in team decisions is not to prevent risk-taking, instead making sure there is a Plan B in case the risky move fails to pay off.
Deliberative v. Impulsive- Decide based on facts or just get on with it? DO.
Highly Impulsive DMs: Usually put a premium on the speed of action and tend to be more comfortable figuring things out as they go rather than taking a wait-and-see approach. High Doer's penchant for decisive action can be a tremendous asset to personal and team success. However, decision quality can suffer when decisiveness becomes excuse for impatience/laziness.
Mod Impulsive DMs: Prefer not to waste time with that is perceived as endless debate, and often carry a bias toward action. Typically have some respect for process of deliberation, but most often believe that decision simply need to be made even when there is no clear right answer, or when there is no apparent option available that pleases everyone.
Mod Deliberative DMs: Like to analyze decisions thoroughly and ensure all of the relevant data is had before committing to a course of action. Typically enjoy act of thinking, and don't mind withholding judgment until the situation has been dug deep into and contributing variables have been identified.
Highly Deliberative DMs: Are not bothered by complex problems and usually enjoy the act of thinking through a problem and the possible scenarios as much as they enjoy arriving at the solution. Tend to pursue ideal solutions for sake of ideal solutions. When taken to extremes, this tendency can sometimes lead to analysis paralysis and stunt progress.
CH8/9: Pivots & Power Strokes- You can't just paddle hard/power stroke on one side to turn the canoe. You also need to have someone pulling/pivoting. So, when teams need to shift gears, switch lanes, etc we: ADAPT (Anticipate, Decide, Align, Permit, and Test)
CH10: Focus on Surviving- not strategy. We don't need to start with WHY, we need to start with "X" (=13.5% in this case for return on sales for us to survive)
CH 11: Table 11.1- Focal Point Discovery Process. If my family was starving, and I have a pantry full of canned food, which of the following would be priority #1? Find a job? Find couch cushion change? Find a can opener? (Can opener wins). So do 4 step process below.
1. Who ultimately decides team success?
2. What is that DM's ultimate objective this year?
3. List all the ways team can contribute to that objective, write an "E" next to items on this list that my team can contribute to, rank the "E" items in order of importance.
4. Write #1 ranked value proposition for the year.
CH12: Sopranos Story- A Lawless protagonist was unheard of in 1997. The decisions that inspire companies/teams, and that transform careers/lives, almost always seem obvious in hindsight, but almost NEVER feel obvious in the moment.
CH13, 14: The Pulse (13), The Anti-You (14), and the Mindset (15)
Pulse: Lifeblood of success
Anti-You: Take on the advantage of an alternative frame of reference. Figure 14.1.
Farmer: Decisions are product of diligent/unglamorous work. The future is as unpredictable as weather, so might as well take some risks. Anti? Investor "daily chores aside, are you sure you're even in the right field?"
Fisher: You get in boat and brave storm every day, fully aware your decisions may/may not work out due to factors way beyond your control. C'est la vie. Anti? Thinker "Really? C'mon. Think this through."
Builder: You know that Rome wasn't built in a day, but with one carefully placed block at a time. You make decision with that lesson in mind. Anti? Hunter "Yeah, but I'm hungry right now!"
Manager: The devil is in the details. But you've got deadlines to meet. So your decision are a constant battle between speed and caution. Anti? Inventor "Chill out and imagine the possibilities..."
Inventor: Like your cousin the hunter, you're willing to bet on the long term. In spite of the near-term risks, you are okay with patiently working through decisions. Anti? Manager "Big thinking is good, but how about you just get something done today?"
Hunter: With decisions you know that you win some and you lose some. So you choose to place your bets on long-term opportunities, and adapt along the way. Anti? Builder "Easy there killer. What about tomorrow?"
Thinker: Livin' on the edge is not your style. Before deciding, you like to look at the big picture and make sure you've considered all options. Anti? Fisher "If you wait for perfect conditions, you might starve."
Investor: You try to get a birds-eye view of a situation before deciding. You're also skeptical of "great opportunities," and rarely hesitate if your gut tells you to walk away. Anti? Farmer "You can't out-think the future, but sometimes you can outwork it. So get busy!"
Mindset: Be a Decider.
CH 16: Although Rosa Parks is who is remembered for the revolution, there were others before her. Until she (an elderly, passive woman) sat in the seat and refused however, no one listened. Grassroots movements need to be lead by "commoners," no matter how much we like to romanticize them in our story telling, but have support of more influential members of society.
CH 17: Making a recommendation is not about reporting what you discovered. It's about deciding what to do next. 1)Every recommendation you make must be preceded by a decision you make. 2)Start with the ending: "Software 3.2 is better option." 3)When can we discuss your decision?
Table 17.1- Good Recommendation Template
1. Decision Maker: Who are we giving recommendation to?
2. Pulse: What is their ultimate strategic objective for this decision?
3. Options: Write down available options, write "R" next to options that present least risk, write "O" next to options that present greatest opportunity.
4. Provide recommendation
CH 18/19: The secret to aligning the people on your team is the 90-day sprint and waitlist. 4 key parts (Figures 18.1,2,3):
1. A decision pulse- the single overarching focal point for the team this year.
2. Top 3 objectives for team over next 90 days.
3. 90-day sprint for each team member.
4. 90-day waitlist for each team member.
CH 20/21- You have to permit yourself to stay focused on top priorities even when your impulses are tugging at you to go put out this fire, follow through on that project, or chase that exciting new idea. You need to think strategically while managing the demand of operational details.
"Priori-Time": Devote first 15 minutes of day to the #1 item on your 90-Day sprint list.
Urgency is an artifact of modern work life for every working person. Things come up each that distract you. But when you priori-time your day, it's like vaccinating yourself against the urgency virus.
CH22- Shift Happens: "Everybody's got a plan until they get punched in the mouth." -M.Tyson
The 90 Day plans can shift. If a #6 becomes a #1, keep #2 and #3 there. Only 1 priority has shifted- not all of them.
Sometimes the winds of change blow- literally- either they suck, or they put wind in our sails in ways we did not see. You never know if your enemy is your friend. Adrian Knopps story.
CH 1: Communication isn't the problem.
CH 2: Principal killed the football team- is the mission athletics or academics?
CH 3: Are you a driver or a passenger? Decisions create happy illusions here, and also happy outcomes there. GWash created positive illusions micromanaging the renovations of Mt Vernon.
CH4,5,6: Checking pulse of teammates- important to get everyone on the same page. And remember, everyone is different.
CH 7: How to be a stalker- How do you approach change? 3 ways below.
Operational v. Conceptual- How do you approach strategic decisions? KNOW.
Operational DMs: Digging into operational details and being as productive as possible on whatever assignment happens to come their way. Sometimes their preference for efficiency causes them to pay too little attention to the broader vision and strategy of the organization and to overlook big picture opportunities and threats.
Mod Operational DMs: Think often about near-term tactics than long-term strategy. Prefer to focus energy on translating strategic priorities into actionable steps, and on completing each project with maximum efficiency. Place a high emphasis on performing operational duties well, rather than discussing future possibilities.
Mod Conceptual DMs: Interested in connecting dots between overarching strategic priorities and current issues and projects facing their team. Like discussing future opportunities, but can become impatient and frustrated when required to manage tactical details.
Highly Conceptual DMs: Focus on big picture implications for every situation. Prefer to think often about role played in overall strategy. Sometimes spend too much time analyzing the future while paying too little attention to tasks of today.
Risky v. Cautions- Drawn to High risk high reward? Or drawn to cautious? THINK.
Highly Risky DMs: Pursue high reward opportunities even if it means exposure to substantial risk. Pay special attention to opportunity costs, rather than dwelling on obvious risks. Strongly believe that taking risks is essential to success. The belief can sometimes enable exploration of opportunities that others shy away from, it can also cause them to downplay serious threats.
Mod Risky DMs: New opportunities excite them at least as much as it scares them. When making team decisions, might lean toward safer choices when possible, but their first instinct usually favors the bolder, higher reward option even if it comes with higher risk.
Mod Cautious DMs: Feel most comfortable steering clear of risks, and pride themselves on being prudent DMs. Will pursue appealing opportunities when possible, but like to be certain the chance of a good outcome greatly outweighs the risks of a bad outcome.
Highly Cautious DMs: Rarely support high-risk pursuits and do not like to expose uncontrollable circumstances. Role in team decisions is not to prevent risk-taking, instead making sure there is a Plan B in case the risky move fails to pay off.
Deliberative v. Impulsive- Decide based on facts or just get on with it? DO.
Highly Impulsive DMs: Usually put a premium on the speed of action and tend to be more comfortable figuring things out as they go rather than taking a wait-and-see approach. High Doer's penchant for decisive action can be a tremendous asset to personal and team success. However, decision quality can suffer when decisiveness becomes excuse for impatience/laziness.
Mod Impulsive DMs: Prefer not to waste time with that is perceived as endless debate, and often carry a bias toward action. Typically have some respect for process of deliberation, but most often believe that decision simply need to be made even when there is no clear right answer, or when there is no apparent option available that pleases everyone.
Mod Deliberative DMs: Like to analyze decisions thoroughly and ensure all of the relevant data is had before committing to a course of action. Typically enjoy act of thinking, and don't mind withholding judgment until the situation has been dug deep into and contributing variables have been identified.
Highly Deliberative DMs: Are not bothered by complex problems and usually enjoy the act of thinking through a problem and the possible scenarios as much as they enjoy arriving at the solution. Tend to pursue ideal solutions for sake of ideal solutions. When taken to extremes, this tendency can sometimes lead to analysis paralysis and stunt progress.
CH8/9: Pivots & Power Strokes- You can't just paddle hard/power stroke on one side to turn the canoe. You also need to have someone pulling/pivoting. So, when teams need to shift gears, switch lanes, etc we: ADAPT (Anticipate, Decide, Align, Permit, and Test)
CH10: Focus on Surviving- not strategy. We don't need to start with WHY, we need to start with "X" (=13.5% in this case for return on sales for us to survive)
CH 11: Table 11.1- Focal Point Discovery Process. If my family was starving, and I have a pantry full of canned food, which of the following would be priority #1? Find a job? Find couch cushion change? Find a can opener? (Can opener wins). So do 4 step process below.
1. Who ultimately decides team success?
2. What is that DM's ultimate objective this year?
3. List all the ways team can contribute to that objective, write an "E" next to items on this list that my team can contribute to, rank the "E" items in order of importance.
4. Write #1 ranked value proposition for the year.
CH12: Sopranos Story- A Lawless protagonist was unheard of in 1997. The decisions that inspire companies/teams, and that transform careers/lives, almost always seem obvious in hindsight, but almost NEVER feel obvious in the moment.
CH13, 14: The Pulse (13), The Anti-You (14), and the Mindset (15)
Pulse: Lifeblood of success
Anti-You: Take on the advantage of an alternative frame of reference. Figure 14.1.
Farmer: Decisions are product of diligent/unglamorous work. The future is as unpredictable as weather, so might as well take some risks. Anti? Investor "daily chores aside, are you sure you're even in the right field?"
Fisher: You get in boat and brave storm every day, fully aware your decisions may/may not work out due to factors way beyond your control. C'est la vie. Anti? Thinker "Really? C'mon. Think this through."
Builder: You know that Rome wasn't built in a day, but with one carefully placed block at a time. You make decision with that lesson in mind. Anti? Hunter "Yeah, but I'm hungry right now!"
Manager: The devil is in the details. But you've got deadlines to meet. So your decision are a constant battle between speed and caution. Anti? Inventor "Chill out and imagine the possibilities..."
Inventor: Like your cousin the hunter, you're willing to bet on the long term. In spite of the near-term risks, you are okay with patiently working through decisions. Anti? Manager "Big thinking is good, but how about you just get something done today?"
Hunter: With decisions you know that you win some and you lose some. So you choose to place your bets on long-term opportunities, and adapt along the way. Anti? Builder "Easy there killer. What about tomorrow?"
Thinker: Livin' on the edge is not your style. Before deciding, you like to look at the big picture and make sure you've considered all options. Anti? Fisher "If you wait for perfect conditions, you might starve."
Investor: You try to get a birds-eye view of a situation before deciding. You're also skeptical of "great opportunities," and rarely hesitate if your gut tells you to walk away. Anti? Farmer "You can't out-think the future, but sometimes you can outwork it. So get busy!"
Mindset: Be a Decider.
CH 16: Although Rosa Parks is who is remembered for the revolution, there were others before her. Until she (an elderly, passive woman) sat in the seat and refused however, no one listened. Grassroots movements need to be lead by "commoners," no matter how much we like to romanticize them in our story telling, but have support of more influential members of society.
CH 17: Making a recommendation is not about reporting what you discovered. It's about deciding what to do next. 1)Every recommendation you make must be preceded by a decision you make. 2)Start with the ending: "Software 3.2 is better option." 3)When can we discuss your decision?
Table 17.1- Good Recommendation Template
1. Decision Maker: Who are we giving recommendation to?
2. Pulse: What is their ultimate strategic objective for this decision?
3. Options: Write down available options, write "R" next to options that present least risk, write "O" next to options that present greatest opportunity.
4. Provide recommendation
CH 18/19: The secret to aligning the people on your team is the 90-day sprint and waitlist. 4 key parts (Figures 18.1,2,3):
1. A decision pulse- the single overarching focal point for the team this year.
2. Top 3 objectives for team over next 90 days.
3. 90-day sprint for each team member.
4. 90-day waitlist for each team member.
CH 20/21- You have to permit yourself to stay focused on top priorities even when your impulses are tugging at you to go put out this fire, follow through on that project, or chase that exciting new idea. You need to think strategically while managing the demand of operational details.
"Priori-Time": Devote first 15 minutes of day to the #1 item on your 90-Day sprint list.
Urgency is an artifact of modern work life for every working person. Things come up each that distract you. But when you priori-time your day, it's like vaccinating yourself against the urgency virus.
CH22- Shift Happens: "Everybody's got a plan until they get punched in the mouth." -M.Tyson
The 90 Day plans can shift. If a #6 becomes a #1, keep #2 and #3 there. Only 1 priority has shifted- not all of them.
Sometimes the winds of change blow- literally- either they suck, or they put wind in our sails in ways we did not see. You never know if your enemy is your friend. Adrian Knopps story.
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