Stop the Line
What It Costs When You Cannot Act on What Everyone Already Knows
Bradley W. Petersen
Cover render to come.
Stop the Line
What It Costs When You Cannot Act on What Everyone Already Knows
- Why the channels you built to hear from your people collect input and produce no measurable results.
- What the gap between the executive view and the frontline view costs.
- Why finding the weakest link root cause drives results.
Send me the book
What the book argues
Five claims, in order.
Your people already know. The person doing the work sees the failure mode before it reaches a report, because they are standing next to it. That is not a morale claim. It is a claim about where information is located.
The conversation is already happening: texts, social media, group chats. It’s just not reaching anyone who can act on it.
Silence is a calculation, not a character flaw. An employee who submits something and watches nothing happen has run the numbers. After one or two cycles they have their answer - silence.
The gap between what your people see and what you know has a negative impact on profits and valuation of the company.
Eight categories partition the causes. The weakest link root sets the rate at which the process will fail, whatever the other seven score.
Results Documented
When management and staff have different views of how the business is doing, that gap has a price.
Your people carry an accurate read on the business, and when the picture you take to the market does not match the picture they see from the floor, the difference shows up in your numbers before it shows up in your reporting.
Firms with a wide gap between the two views show:
16%
Lower return on assets
10%
Lower market value against asset value
48%
Higher chance of CEO turnover
The Book
The book is delivered to you as a PDF.
Or start with a conversation.
Thirty minutes. Share your challenges. You’ll know whether this is a fit.