Why Pay Someone Else To Tell Your People What They Already Know?

After Doug got settled in his seat on a flight home one Friday, the man in the seat next to him asked what kind of work he did. Doug gave him an overview of the Institute for unLearning concepts.

“I hope you’re not too successful!” the other passenger told Doug immediately.”

That was one of the strangest comments Doug had ever gotten from anyone. The other passenger went on to share that he was a management consultant.

He then asked Doug if I he any idea how much money he gets paid as a management consultant. The passenger went on to share that he gets paid to go into an organization and study it for months.

He went on to explain that “At the end of the study, the CEO looks over my report and says, “This is brilliant, what great ideas. Thank you very much. They then recommend me to their

colleagues, telling them what a great job I had done.”

“What the CEO’s don’t realize,” he went on to say, “is that everything in that report came directly from their own people. If you teach these leaders how to ask the right questions themselves, they won’t need me. So, I hope you’re not too successful in what you’re doing!”

An example of this concept in action, in practical application, is the Medicare leader we’ve

supported for many years when his team was awarded as the Best in the entire Federal

Government. Their mission was to reduce patient harm to seniors in the more than 5,600 hospitals across the nation.  The Medicare team had no power to mandate or impose any changes in these hospitals.

As an additional challenge to having these hospitals work together was that many of them were in direct competition with each other.

Their results:

• More than 2,000,000 fewer patient harms.

• More than 85,000 lives saved.

• Close to $20 Billion in cost savings to Medicare.

“What answers might your people have right now that you haven’t asked for yet?”