They weren't alone. The organization had invested millions in a major turnaround—only to watch progress stall as departments pulled in different directions. The strategy was sound. The execution? Fragmented.
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When business leaders look to improve performance, behavioral science isn’t usually their first stop—but it often should be.
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Imagine this scenario: You've just implemented comprehensive productivity metrics across your operation. Every department now has clear, measurable targets. Keystrokes per hour, cases handled, delivery times—everything is being tracked with precision.
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How measuring the right behaviors unlocked extraordinary results without new equipment or processes
As a business leader, do your words and actions demonstrate that you really care about the people you lead?
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