INSIDER: Reset: How to Change What’s Not Working
Many individuals and organizations seeking continuous improvements are stuck in vicious cycles of old habits, processes, and systems despite their best efforts. Leaders work harder, teams stay later, and yet they struggle to make meaningful progress in their work. Dan Heath's book Reset: How to Change What's Not Working presents a simple yet practical and compelling two-part strategy for change in seemingly impossible situations and for driving lasting transformation at all levels. Reset illustrates how you can decide what to work toward by identifying leverage points—promising points of intervention where a small shift can create big results with existing resources.
THINK POINT #1: Finding the Leverage Points
The first section of Reset explores five ways to find leverage points. Heath emphasizes the importance of diagnosis before action, highlighting that most organizational problems are not solved, but rather misdiagnosed at the outset. Rather than relying on boardroom assumptions or aggregate data to uncover the root causes of problems, the foundation for a successful reset is to “go and see the work.” Go directly to the front lines to observe processes firsthand and understand how the actual work is done. Direct observation reveals hidden obstacles, unspoken constraints, and unexpected interdependencies that reports and meetings miss entirely.
Before locking in on a goal, take a step back to review the "goal of the goal." Avoid derailing from the bigger picture and settling for a goal just because it meets a metric; instead, get clarity on the true end state you desire. Ask the following questions: Is the goal worth pursuing? Is it doable? And how do I identify the first productive steps toward achieving the goal? When you understand the deeper purpose behind your goal, you open the door to creative alternatives that may be easier, faster, and more aligned with your values than the obvious or traditional route.
Heath also highlights how valuable it is to "study the bright spots"—those moments of past success where things clearly worked. Unlike other leverage points that may seem impossible because they are based on theory, bright spots are based on reality. So, by analyzing what made those successes possible, you can build on what already works instead of starting from scratch. Then, “target the constraint,” the single biggest obstacle to your goal and bright spots. Removing or restraining those obstructions can unlock significant progress and dramatically deliver maximum impact.
Heath’s final approach to identifying the leverage point for real progress is to “map the system.” Rather than focusing on isolated pieces, look at how all the parts connect and influence each other. You can follow the customers’ journey or challenge assumptions to reveal unexpected connections and interdependencies in the system.
THINK POINT #2: Restack Resources Around What Matters
Heath further advocates that finding a leverage point is not enough; you should explore the six concepts in this section to effectively deploy existing resources to the leverage points. First, “start with a burst,” an uninterrupted period of intense activity, solely dedicated to achieving a meaningful result. Focus on the work until it is completed with no task switching and no lag time. You will make visible progress and improvements, which will make you more committed to the goal.
A powerful way to restack resources is to "recycle waste." Look across the system for activities that do not add value—or add very little—and learn how to repurpose. This frees up capacity without needing more resources. Still short on resources after reutilizing all common forms of waste, including Defects, Overproduction, Waiting, Nonutilized talent, Transportation, Inventory, Motion, and Excess processing—collectively known as DOWNTIME? Don’t rush to add more. Instead, make intentional tradeoffs. Cut back on the overloaded places and add to the lacking areas.
One of Reset's strongest insights is that motivation is the heart of change, yet it is the most underutilized resource. Heath emphasizes aligning necessary work with what people want, enjoy, or value the most. The visible progress that these efforts yield will naturally improve performance and accelerate change.
Additionally, lasting change requires ownership at all levels. Rather than imposing solutions from above, Heath encourages readers to “let people drive.” Effective leaders set the direction by clearly defining what needs to change and why it matters, then give their team the autonomy to determine the best path. When employees have the freedom to manage their own work, they become more engaged, creative, and productive. It is not just about delegation; it is about trust.
Finally, Heath encourages readers to arm themselves with timely information from the right sources. Rather than relying on extensive planning, gather real feedback that generates quick wins and learning opportunities. Use rapid experimentation—pilots of small, low-risk, disposable trials—before committing significant resources. This agile approach keeps the momentum up for valuable pursuits of success, minimizing failures, preventing waste, and boosting morale.
Real Estate Implications
Dan Heath’s Reset helps organizations prioritize what drives true progress and lasting change at all levels—doing less of what does not matter and focusing on what drives progress. For real estate leaders seeking effective organizational transformation, sustainable improvements, and competitive advantage, you can find a place where little investment can make a big difference and reallocate existing resources to those places. Rather than trying to improve everything at once, identify your primary constraint, map how your systems work, jumpstart your change efforts with a burst, eliminate waste, align effort with motivation, and test new approaches quickly. By starting with an accurate diagnosis of your current situation, moving strategically to reach your ultimate destination, and maintaining focus on real progress, real estate leaders can reset.
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Recommended Reading
Heath, Dan (2025), Reset: How to Change What's Not Working, Avid Reader Press/Simon & Schuster: New York.
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About the Author
Feyisayo Adesugba, MSIS Candidate
Baylor University
Feyisayo Adesugba is a data-driven business analyst who combines analytics with product thinking and process improvement to achieve key results. She has worked in various roles, including revenue optimization and performance management in utilities and consulting, operations and e-payments management in banking and real estate. She holds an MBA from Pan-Atlantic University, Lagos, and a B.Sc. in Estate Management from Obafemi Awolowo University, Ile-Ife, Nigeria. Her interests center on transforming data into clear stories that enhance customer experience, operational efficiency, and strategic outcomes.
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