Want to learn the ideas in Fish Sticks better than ever? Read the world’s #1 book summary of Fish Sticks by Nicholas Hirshon here.
Read a brief 1-Page Summary or watch video summaries curated by our expert team. Note: this book guide is not affiliated with or endorsed by the publisher or author, and we always encourage you to purchase and read the full book.
Video Summaries of Fish Sticks
We’ve scoured the Internet for the very best videos on Fish Sticks, from high-quality videos summaries to interviews or commentary by Nicholas Hirshon.
1-Page Summary of Fish Sticks
The Problem of Sustaining Change
Leading change requires different skills than leading an organization. To sustain a company’s success, leaders must apply principles that differ from those used to initiate the change in the first place. The same is true for organizations looking to improve their culture or increase employee participation in management decisions. Leaders must be able to adapt and adjust their methods as needed over time, especially when implementing new ideas into a business environment.
To keep a change going, you have to inspire people. You can apply external energy in the beginning to get everyone’s attention; however, that energy will not last long. So now you need to engage their natural energy so they can sustain the changes and continue with them.
Recognizing the Decline of Change
Good Samaritan Hospital’s sixth floor nursing station was once a depressing place to work. The previous head nurse changed that by showing films and passing out books about how to make changes. She shifted the focus from “joy, caring, and compassion” for patients, which motivated nurses to pay more attention to them. This led to singing with patients while wearing buttons celebrating their first series of changes.
Rhonda replaced the head nurse, who had been very successful. However, Rhonda noticed that some of the new nurses were not as good at their jobs. She also noticed that there was a lack of enthusiasm for taking care of patients and an increase in inappropriate conversations among the staff. Rhonda thought about how much better things used to be when she first started working on this ward. She discussed these problems with Beth, one of her younger coworkers, and told her that they needed to make sure that they didn’t take steps backwards from where they were before if they wanted to keep improving patient care.
How to Reverse the Decline
Fortunately, Rhonda’s friend Margo came to her rescue. She took her to a successful Japanese restaurant in Greenwich Village called Takara Too. The good service at the restaurant was so well known that even when other restaurants had no lines, this one did.
Margo and Ishy listened to Rhonda’s concerns about the hospital. Margo told her that she was not alone in facing this problem, since many organizations have experienced a similar drop-off after successfully instituting changes. When an organization makes changes, there is a gravitational pull towards the old ways of doing things; people become less engaged and focused on their work as time passes by. Thus, they need another source of energy to sustain change for long periods of time.
Rhonda noticed that the restaurant staff was very attentive and friendly. Everyone applauded when customers walked in, and they made sure to give them space while still making sure their needs were met. Ishy said that he had been in a helpful program where you figure out what you want your business to be and then communicate it effectively so people understand it. He used vision moments – things like “everyday events” or “reminders of this purpose” – to keep his employees inspired about doing excellent work for their customers.
After walking around the neighborhood, Margo and Rhonda compared Takara Too to other sushi restaurants. They discovered that there are certain principles you can apply in your workplace: * Once you create a good working environment, find ways to keep it alive so things don’t backslide.
The company can start the revitalization process by each person having a conversation about their own part of the vision.
Many organizations have visions of what they want to accomplish, but those visions are often too abstract for people to understand. People need a vision that’s more focused and specific so it can be relevant to them. In order for each person in an organization to find his or her IT, everyone needs conversations at work about the company’s vision; this is how people will discover their own passion and purpose at work.
