Why is constant change bad for business?
Because it’s bad for human performance.
“A stylishly written dissection of the worst of modern corporate mismanagement.”
—Financial Times
Selected as one of the Financial Times Best Business Books of 2024
“How incredibly refreshing to find a leadership expert who will admit the truth—that change isn't the same as improvement, and that companies need stability, community, and real respect for workers as much if not more so than (yet another) round of ‘disruption.’ Corporate leaders could save a lot of money, time and pain by taking Goodall's advice.”
―Rana Foroohar, global business columnist at the Financial Times and author of Homecoming
About me
I am an executive, leadership expert, and author. I've spent my career exploring large organizations from the inside, most recently as an executive at Cisco. I love unearthing the lessons from the real world that help people and teams thrive, and that make work a more human place for all of the humans in it.
I’m the co-author, with Marcus Buckingham, of Nine Lies About Work: A Freethinking Leader’s Guide to the Real World (Harvard Business Review Press, April 2019)—which was selected as the best management book of 2019 by Strategy + Business and as one of Amazon’s best business and leadership books of 2019. I’m also the co-author of two cover stories in the Harvard Business Review: The Feedback Fallacy (March/April 2019)—which was Harvard Business Review’s most popular article of 2019—and Reinventing Performance Management (April 2015).
My new book, The Problem with Change: And the Essential Nature of Human Performance, looks at why change is hard on people, and what we can do to draw its sting.
