What is *Great Work: How to Make a Difference People Love* about?

*Great Work* by David Sturt explores strategies for creating meaningful, impactful contributions in any profession. It combines research from 1.7 million workplace success stories to identify habits of top performers, emphasizing innovation, proactive problem-solving, and aligning work with audience needs. The book provides actionable frameworks like the "5 Great Work Skills" to help readers elevate their output beyond routine tasks.

Who should read *Great Work: How to Make a Difference People Love*?

This book is ideal for professionals seeking to innovate in their careers, managers aiming to foster impactful teams, and entrepreneurs building purpose-driven organizations. It’s particularly relevant for HR leaders and recognition specialists, given Sturt’s expertise in workplace culture at O.C. Tanner, a global employee recognition firm.

Is *Great Work* by David Sturt worth reading?

Yes—the *New York Times* bestselling book offers evidence-based methods to transform ordinary tasks into extraordinary outcomes. Readers gain tools to identify unmet needs, refine ideas through feedback, and measure impact. Its blend of case studies and practical steps makes it valuable for anyone seeking career growth or organizational influence.

What are the main frameworks in *Great Work*?

Sturt introduces five core skills: * **Spotting unmet needs** in daily work * **Refining ideas** through iterative feedback * **Delivering difference** by aligning outcomes with audience values * **Persisting through challenges** using intrinsic motivation * **Recognizing breakthroughs** to reinforce innovation

How does *Great Work* apply to remote teams?

The book’s principles align with modern hybrid work by teaching employees to identify virtual collaboration gaps, managers to appreciate distributed contributions, and organizations to systematize recognition—a key focus of Sturt’s work at O.C. Tanner, which pioneered digital recognition platforms.

What criticism exists about *Great Work*?

Some reviewers note the frameworks require sustained effort to implement, making them challenging for time-constrained professionals. Others suggest pairing the book with O.C. Tanner’s recognition tools for maximum real-world impact.

How does *Great Work* compare to *Atomic Habits*?

While James Clear’s *Atomic Habits* focuses on incremental personal routines, Sturt’s *Great Work* emphasizes organizational-level innovation through team-based problem-solving. Both books value small, consistent improvements but differ in scope—individual habits vs. systemic workplace change.

What iconic quotes appear in *Great Work*?

Key lines include: * “Great work starts with a question, not an answer.” * “The difference that makes a difference isn’t about effort—it’s about impact.” These emphasize shifting from task completion to value creation.

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David Sturt

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Entdecken Sie, wie jeder außergewöhnliche Arbeit leisten kann, die andere begeistert. Basierend auf 1,7 Millionen Fällen preisgekrönter Leistungen enthüllt dieser NYT-Bestseller fünf Fähigkeiten, die gewöhnliche Anstrengungen in bemerkenswerte Beiträge verwandeln. Stephen Covey sagt voraus, dass seine Philosophie „für Jahrzehnte in unseren Wortschatz eingehen wird“.

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Kapitel 1

The Alchemy of Difference-Making: How Ordinary People Create Extraordinary Impact

In the remote Adirondack Mountains, a tiny school was dying. With just 55 students across 13 grades, Newcomb Central School faced inevitable closure as logging and mining industries had long departed. But superintendent Clark "Skip" Hults refused to accept this fate. His solution? Bring the world to Newcomb by recruiting international students. Soon, students from 25 nations transformed classroom discussions, with Muslims and Buddhists joining a previously homogeneous community. The academic impact was "beyond measure." The school that "never used to make the newspaper" suddenly appeared in BBC and Reuters coverage. What makes this story remarkable isn't just the turnaround, but how Skip's innovation created differences people genuinely loved. This small-town educator's approach exemplifies what author David Sturt discovered in his extensive research: great work isn't about genius or resources-it's about creating meaningful differences that others value. Named one of Fortune's "Must-Read Business Books," Sturt's findings have influenced organizations from Disney to Nike in reimagining how ordinary people can transform their work from merely good to genuinely great.

Kapitel 2

The Science Behind Making a Difference

What separates good work from truly great work? The O.C. Tanner Institute set out to answer this question through one of the most comprehensive studies ever conducted on workplace excellence. Their research team-comprised of business leaders, academics from Harvard and Cambridge, writers, and designers-analyzed over 1.7 million instances of award-winning work across industries and organizations worldwide. Rather than focusing on innate personality traits or talents, the researchers examined specific behaviors and mindsets that led to exceptional outcomes. They coded and analyzed 10,000 detailed accounts of great work, conducted over 200 one-on-one interviews with recognized difference makers, and surveyed more than 1,000 employees, supervisors, and beneficiaries of workplace projects. What emerged was surprising: the factors that influence great work aren't mysterious or inaccessible talents but actionable skills anyone can develop. The patterns revealed that difference makers think differently about their roles and use specific approaches that can be learned and applied by anyone, regardless of position or industry. The findings were distilled into two fundamental categories: how difference makers think and what they do. The first involves a crucial mindset shift in how we perceive our work; the second encompasses five specific skills that, when practiced together, dramatically increase the likelihood of creating meaningful differences. Perhaps most encouraging was the discovery that these skills work in combination-employees who practiced multiple skills together were significantly more likely to affect bottom-line results and create work that others considered important. In fact, the five skills working together explained 35% of the variance in great work outcomes-meaning that by developing these skills, employees can expect supervisors to notice a 35% increase in work that exceeds expectations. This research challenges the notion that great work comes from rare genius or specialized expertise. Instead, it reveals that the capacity to make meaningful differences is available to anyone willing to shift their perspective and develop specific skills-whether they're designing revolutionary products or simply finding ways to improve everyday processes.

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Kapitel 3

Reframing: The Gateway to Great Work

The journey from good to great work begins with a fundamental shift in how we view our roles. Rather than seeing ourselves as workers with assignments to complete, difference makers see themselves as people with differences to make. This mental reframing transforms how we approach every aspect of our work. Consider Ed, a young radio salesman who started at a local AM station in 1986. Colleagues joked about his "step down" from janitor to sales, and without an established client list, Ed initially struggled while veteran salespeople thrived. Everything changed after Ed attended a sales seminar where he heard about a radio rep who helped a video store owner advertise during a location move. Instead of traditional advertising, the rep suggested using radio ads to offer customers free videos if they picked them up at the old location and returned them to the new one-a creative solution that delighted customers, saved moving costs, introduced the new location, and established the rep as a trusted advisor. This story transformed Ed's perspective. He stopped seeing himself as just another salesperson pushing airtime and started looking for ways to make meaningful differences for clients. With this new mindset, Ed targeted food brokers who had substantial advertising budgets but avoided radio because they didn't believe it could deliver measurable results like coupon-driven print ads. Rather than making quick sales pitches, Ed joined the food brokers association, built relationships, and deeply understood their business needs. He stopped viewing other media as competition and suggested combining radio with coupons to enhance results, even recommending small buys on competing stations when it served his clients better. Within three years, this approach transformed Ed from a struggling newcomer to the station's number one sales rep, outperforming veterans with established client lists-all because he chose to make a difference rather than just make sales. This process, which University of Michigan professor Jane Dutton calls "job crafting," involves fulfilling required responsibilities while adding something new that benefits both giver and receiver. Research across professions from hospital cleaners to engineers shows people altering job boundaries to make work more meaningful. As Dutton explains, "People who job-craft don't just reshape their jobs to make life better for themselves, but to serve others in some beneficial way." Perhaps no one better exemplifies this principle than Moses, a hospital janitor in Philadelphia. When entering the room of critically ill three-year-old McKay, Moses didn't barge in like other custodians. He knocked softly and introduced himself: "I'm Moses, and I'm here to help you welcome the day." He moved gently around the room, sharing little wisdoms about light and sunshine while cleaning. "Moses is here to help. Moses is here to make it all better," he'd say, becoming a trusted friend to McKay's parents. Though never overstepping his role, Moses provided hope and emotional support that complemented the medical care. As McKay's mother later explained, "It's the difference between working with your head down and with your head up." Moses reframed his role from janitor to healer, combining sensitivity with practical wisdom to make a profound difference for this family. This mental shift-from seeing work as a series of tasks to seeing it as an opportunity for meaningful contribution-is the gateway to great work. It doesn't require changing jobs or gaining new authority-just changing how we think about the job we already have.

Kapitel 4

Building on What's Already Good

Great work doesn't require starting from scratch-it builds on what's already good. This challenges the popular notion that "good is the enemy of great," arguing instead that good work provides the necessary foundation for greatness. Award-winning employees don't invent from nothing; they take something functional and make it better through fine-tuning and refinement. Rather than seeing good work as the enemy of great work, we should recognize it as the essential foundation. Good work is "proven, understood, stable, tried, true, and tested"-the necessary starting point for creating something exceptional. Every great innovation builds on what came before it. As Carl Sagan noted, "If you want to make an apple pie from scratch, you must first create the universe." Difference makers like Skip Hults didn't demolish his school to build something new-he worked with the existing resources and added international students. Ed didn't reinvent his radio station but found a new customer base. Moses remained a janitor but added empathy to become part of the healing team. The constraints of our jobs aren't limitations but starting points for making a difference. Dr. Seuss exemplifies this principle perfectly. In the 1950s, children's books were mind-numbingly boring-think "Look Jane, look! Look at Spot. See Spot run!" When William Spaulding of Houghton Mifflin challenged illustrator Ted Geisel to "write me a story that first graders can't put down" using only 225 words that every six-year-old knows, Dr. Seuss embraced these severe constraints. For a year and a half, he struggled with the limited word list until he found two words that rhymed: cat and hat. The result was "The Cat in the Hat" (1957), which revolutionized children's literature by not talking down to children. With its wacky illustrations, humor, rhythm, character development, and genuine storyline, it was completely different from anything before-and children and parents loved it. Five years after this success, Dr. Seuss accepted another bet-to write a successful book with fewer than 50 words. The result was "Green Eggs and Ham." His work demonstrates how constraints can become building blocks for greatness, as architect Frank Gehry also noted when he explained that constraints give us something to work with and "we turn those constraints into action." The message is clear: don't wait for perfect conditions or unlimited resources. Work with what you've got. The constraints of your current situation aren't limitations-they're the raw materials from which you can craft something remarkable.

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Kapitel 5

The Power of the Right Question

Great work begins when we pause to ask what people would love. In the O.C. Tanner Institute's research into award-winning work, they found that in 88 of 100 cases, creators took time to consider what might delight others. This critical shift in thinking-from viewing work as routine to seeing it as unexplored territory-is what separates good work from great work. The only resource required to ask this question is time-just a moment to consider whether something could be done better. Most of us rush to accomplish tasks where "good enough" is our standard, missing opportunities to make meaningful differences. When we pause to listen to our mental cues-our gut feelings, insights, and curiosities-remarkable ideas can emerge. This "intelligence inside the pause" allows us to question the status quo and develop hunches about what needs improving. Jonah exemplifies this principle. When he and his friends joked about selling mismatched socks, most laughed and moved on. But Jonah couldn't stop thinking about it. Lying awake at night, he envisioned "Little Miss Matched"-a character who would give tween girls permission to be uniquely themselves. By 2004, LittleMissMatched Inc. launched, selling socks in threes with the mantra "Nothing matches, but anything goes." The company expanded into clothing, accessories, bedding, furniture, and books with a mission to inspire creativity and celebrate self-expression. What's remarkable isn't that the idea emerged casually, but that Jonah paused long enough to consider how young girls might love the individuality of mismatched socks. He gave the concept time to grow, transforming the conventional idea of identical socks into something fresh and appealing. Similarly, when three-year-old Jennifer Land asked her father Edwin why she couldn't immediately see the photo he had just taken of her, this childlike question sparked his curiosity. As an inventor and self-taught physicist who had already produced polarizing light filters, Edwin described the development of the Polaroid camera as if all his previous work had been preparation for this breakthrough. Difference makers approach their work with three common starting points for asking the right question: 1. Tackle a Problem: When Mike's manufacturing plant in Mexico couldn't retain employees despite excellent pay and benefits, his team paused to ask: "What if it's not about something we're doing wrong? Maybe there's something we don't understand about what these young women want from us." This led to discovering that employees loved their jobs but left due to family duties. The solution? Friday night dinner dances that gave employees a social life and dramatically improved retention. 2. Consider What You're Good At: Annette, a manager of refinery compliance at a jewelry manufacturer, trusted her instincts when faced with astronomical bids ($3-5 million) to safely dismantle a toxic plating room. Drawing on her specialized background, she proposed doing it themselves and completed the project for just $109,871 while ensuring impeccable safety standards. 3. Think Out on the Edge: Martin Cooper at Motorola exemplifies this principle. Rather than developing the assigned car phone, he asked: "Why is it that when I want to call a person, I have to call a place?" This led to creating the first handheld cellular telephone in 1973, transforming global communication. The right question creates mental space for new possibilities. As the narrator in the movie Babe observed, "Little ideas that tickled and nagged and refused to go away should never be ignored, for in them lie the seeds of destiny."

Kapitel 6

Seeing With Fresh Eyes

Difference makers actively look at their work from new perspectives to discover what others might have missed. People who seek improvements are 17 times more likely to feel passionate about their work than those who don't, and 87% of financially successful great work involves looking at things in new ways. Our perspectives are as unique as our iris patterns. Each person brings their own experiences, talents, and viewpoints that allow them to see things others cannot. Jack Nicklaus demonstrates this when designing golf courses-walking bare land, he visualizes fairways and greens where others see only scrub and rock, drawing on his lifetime of golfing experience to create award-winning courses. This raises important questions: What great work did your life experiences prepare you to see? What will go undone if you don't contribute your unique perspective? At IDEO, the renowned design firm behind iconic products from the first Apple mouse to the Swiffer Sweeper, designers approach each project with fresh eyes. When tasked with reinventing the baby stroller for Evenflo, they made no assumptions about a product that had existed for decades. Instead, they observed the traditional stroller from every angle-its quirks, purpose, parts, materials, users, and everything surrounding it-asking "What are the intentional and unintentional consequences of a stroller's design?" Jim, co-founder of Netflix, had a hunch in 1997 that people might love renting DVDs via the Internet with home delivery. When faced with skepticism about mailing costs and DVD durability, he spent hundreds of hours observing postal centers. Initially discouraged by seeing crushing metal drums that would destroy DVDs, Jim kept looking until he discovered a separate conveyor for "flat mail." By designing an envelope with specific dimensions to trigger this alternate sorting system, he created the iconic Netflix envelope-a critical innovation that enabled their entire business model and eventually put video rental stores out of business. Japanese engineer Eiji Nakatsu needed to solve the problem of bullet trains creating sonic booms when exiting tunnels. As a bird-watcher, Eiji observed kingfishers diving from air into water with barely a splash. Recognizing the parallel between this transition and trains entering tunnels, he redesigned the train's nose to mimic the kingfisher's beak. The biomimetic design reduced air pressure by 30 percent, decreased electricity use by 15 percent, increased speed by 10 percent, and eliminated tunnel booms entirely. When Denise Coogan's team at Subaru of Indiana tackled zero landfill waste, they examined every detail. They reduced waste by returning pallets to suppliers, reusing Styrofoam containers up to 20 times, and recycling everything from cardboard to food waste. By May 2004, they achieved their goal-a manufacturing plant producing 600 cars daily was sending less garbage to the curb than an average family. The initiative wasn't just environmentally sound but financially beneficial, generating $10 million in savings over five years. When Whirlpool faced strict energy efficiency mandates in 2008, Dominique's team was tasked with redesigning top-load washing machines-considered dinosaurs in an industry shifting to front-loaders. Instead of just creating a more efficient version of an outdated product, Dominique looked back at what customers had historically loved about top-loaders-their familiarity, larger openings, and capacity. Market research revealed many front-loader owners would actually prefer returning to top-loaders if they were energy efficient. Against conventional wisdom, Dominique proposed creating contemporary high-efficiency top-loaders at midrange prices. The $100 million investment paid off dramatically-the new machines sold as fast as they could make them and shifted market share 8% in Whirlpool's favor. Seeing for yourself means physically being present where the action happens-whether scientists call it fieldwork, artists call it leaving the studio, or business leaders call it Management by Walking Around. It's about trusting your unique perspective to reveal opportunities others miss.

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Kapitel 7

The Power of Outer-Circle Conversations

Our neural connections mirror human conversations. With 100 billion brain cells making trillions of electrochemical connections, neurons communicate constantly, forming efficient pathways that can become limiting ruts. Neuroplasticity-the brain's ability to change structure and function-enables growth through new connections. When unrelated neural pathways connect (like "mosquito" and "plastic bag"), we create new meaning. Dr. Daniel Siegel explains that minds are shared between people: "We is what me is." We are fundamentally conversations-linguistic externally and electrochemical internally. Though we speak about 16,000 words daily, roughly 13,000 are directed at just 5-10 people in our inner circle-comfortable but limiting. Our outer circle includes anyone we don't normally discuss work with, from colleagues in other departments to strangers. These outsiders provide objectivity, divergent thinking, and novel perspectives. When inviting others into great work conversations, remember: "If your conversation is about making a difference, you have license to talk to anyone." Rob's insurance team exemplifies this principle. They continued refining their "Successful Work Behaviors" document by constantly seeking input from customers, insiders, outsiders-even job applicants. One applicant's comment about building customer confidence led to changing their greeting from "Can I help you?" to "I can help you." Another breakthrough came when a regional VP suggested adding "Before we get started, is everyone okay?" to their greeting-transforming an ordinary insurance call into a human connection. These changes produced remarkable results: unprocessed claims dropped from 10,000 to 4,000, customer satisfaction reached record levels, employee retention improved, and their call center became number one companywide. Benjamin Zander, conductor of the Boston Philharmonic for over 30 years, revolutionized the traditionally authoritarian conductor-musician relationship. At age 45, after conducting for 20 years, he had an epiphany: "The conductor doesn't make a sound. He depends, for his power, on his ability to make others feel powerful." To tap into his musicians' expertise, Ben created "white sheets"-blank papers placed on music stands before rehearsals where players could write observations to improve the music. Initially, comments were cautious, but as trust grew, insights deepened. Ben reads every sheet and acknowledges musicians during performances when he incorporates their ideas. Rather than diminishing his authority, this approach enhanced everyone's power, creating a collaborative orchestra where conversations flow both ways. Crowdsourcing extends our connections to distant outer circles. When Colgate-Palmolive struggled to find a way to get fluoride powder into tubes without it dispersing into the air, they turned to InnoCentive, a crowdsourcing platform. Edward Melcarek, a Canadian electrical engineer with no chemistry background, solved their problem by applying physics principles-giving the powder a positive electric charge attracted to the grounded tube. Harvard professor Karim Lakhani found that "the odds of a solver's success increased in fields in which they had no formal expertise." Mark Granovetter's research similarly showed that 83.3% of workers found jobs through weak ties rather than close connections. Connecting with others yields seven specific benefits: (1) More original ideas that interact and reveal possibilities; (2) Proxy for the recipient-conversations provide insights into those we hope to delight; (3) Naysaying points of view that identify weak spots; (4) Specialized know-how from others' unique abilities; (5) Exhilarating confirmation when ideas connect and answers flow; (6) A difference-making community that provides collective intelligence; and (7) Confident clarity that refines thinking and purpose. Jessica and Matt exemplify these benefits-after Jessica attended a lecture by Muhammad Yunus on microfinance, their conversations evolved into Kiva.org, connecting lenders with entrepreneurs worldwide through small loans starting at just $25. Their platform treats the poor not as charity cases but as entrepreneurs, creating ongoing connections between lenders and borrowers. Through these conversations, Kiva has loaned almost $300 million to more than 700,000 entrepreneurs in over 60 countries, demonstrating how conversations can transform a simple idea into world-changing impact.

Kapitel 8

Refining the Mix: The Art of Iteration

Difference makers don't implement ideas impulsively-they first mentally model potential changes before executing them. This skill of "Improving the Mix" allows us to evaluate ideas, make alterations, and discover effective combinations before implementation. Our prefrontal cortex enables us to imagine experiences before trying them in real life, but sometimes this natural ability needs assistance. The mix map is a simple model for analyzing great work, allowing us to examine difference-making in action and understand what changes were made to create positive impact. Difference makers use three powerful instruments of change: adding new elements, removing unnecessary ones, and checking how everything fits together. This approach appears in various forms across professions-from storyboards in animation (pioneered by Webb Smith at Disney in the 1930s) to architects' blueprints, designers' prototypes, and coaches' play diagrams. Research shows that "Improving the Mix" is a factor in 84% of all instances of great work. Many great work examples result from adding something new: international students to rural schools, kingfisher shapes to bullet trains, or kinder greetings to call centers. Simple additions surround us daily-wheels on suitcases, credit card readers in taxis, satellite photos on online maps, and seat warmers in cars. The key is adding just what's needed and nothing more-making additions that improve the whole without adding unnecessary features that no one cares about. While our first impulse to improve something is often to add, difference makers know the value of removing unwanted or unnecessary elements. Leonardo da Vinci said, "Simplicity is the ultimate sophistication." Examples include Avis removing check-in lines for Preferred customers, paperless bill pay, and no-iron shirts. James Dyson revolutionized vacuum cleaners by removing the bag that caused suction loss. After noticing cyclone technology in a lumberyard that separated dust without losing suction, he created a cardboard prototype that evolved through 5,000 iterations before becoming the bagless vacuum we know today. When improving projects, ideas need to fit well with what we started with and other changes we're making. This "checking for fit" is about finding rapport between elements-ensuring compatibility, harmony, and synergy where every idea makes the others better. At Spain's Veta La Palma fishery, biologist Miguel Medialdea envisioned transforming a failed cattle ranch (whose canals had drained vital wetlands) into the world's first truly sustainable fish farm. His radical vision involved flooding 7,000 additional acres with estuary water, introducing diverse species to create natural food chains, and even reintroducing birds-the natural predators of fish. While the company board initially thought attracting predators to a fish farm was crazy, Miguel and his mentor Narciso passionately advocated for this natural ecosystem approach that would eliminate artificial feeding and waste management. When ideas have "legs," they catalyze other ideas in a creative chain reaction. At Nike, VP of Global Strategy Curt Roberts experienced this firsthand. While working with Nike's Techlab, he helped develop an MP3 player with a shoe sensor that tracked runners' stats. Though initially unsuccessful, this product caught Apple's attention, leading to the Nike+ partnership. This combination sparked countless creative ideas: celebrity voice feedback, power songs triggered during difficult runs, online challenges between friends, milestone rewards, and eventually GPS tracking and running maps. The result was "sticky" with runners, gaining Nike 10 points in market share worth hundreds of millions in revenue. When a mix feels overwhelmingly attainable-not just feasible but inevitable and worthwhile-it signals difference-making potential. Skip Hults experienced this when presenting his international student program to his rural community. Despite the challenges ahead, his proposal received immediate, unanimous support from the board, faculty, parents, and townspeople. Rather than forming committees to study the idea, everyone jumped in to help with hosting families, navigating student visas, recruitment, and promotion. Passion often drives both chain reactions and doability. Adam, a personal trainer with no engineering background, became passionate about creating an eco-friendly gym that could harness exercisers' energy to generate electricity. His Green Microgym in Portland combines traditional gym elements with electricity-producing machines, solar panels, and eco-friendly materials while eliminating energy-wasting services. By 2010, his gym was generating 35% of its own electricity and reducing carbon emissions by 60% (74,000 pounds). Adam didn't implement all changes at once but improved the mix incrementally, adding power-generating ellipticals first, then solar panels later. Anyone can practice working loose by sketching, diagramming, modeling, and tweaking for better results. The key is adding and removing elements until everything fits perfectly together. When a great mix comes together, you can feel it-you begin rooting for the idea and genuinely wishing for its success.

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Kapitel 9

Delivering the Difference: From Idea to Impact

Delivering the Difference plays a crucial role in every great work story. Research revealed that difference makers don't consider a job complete until they've made a meaningful impact-in 9 out of 10 instances of award-winning work, employees stayed engaged until a difference was made. People who routinely do great work develop heightened sensitivity to whether their output is appreciated, demanding to know if their work was valued or ignored, loved or hated. They follow through until they deliver a difference, then follow up to learn what worked and what didn't. Tina, a school photographer, demonstrates the power of delivering a difference in a profession not known for excellence. While photographing at a school for autistic students, she encountered Josh, whose constant movement made capturing a good image challenging. Though technically finished for the day, Tina persisted, taking shot after shot until she captured one perfect moment showing Josh as "the kid next door." When Josh's mother saw the photo, she broke down crying, explaining she had never before had a picture showing her son the way she saw him. By focusing on delivering a difference rather than simply completing the job, Tina created something meaningful that transformed a routine school photo into a treasured family keepsake. Kevin Systrom and Mike Krieger created Burbn, an app for location check-ins with photo sharing capabilities. When users showed little interest in the check-in feature but unexpectedly embraced photo sharing, they demonstrated a growth mindset. Rather than clinging to their original concept, they stripped away everything but photo sharing and solved three key problems: poor phone camera quality (adding filters and borders), cumbersome multi-platform posting (enabling instantaneous sharing across networks), and slow uploads (optimizing file sizes). The result was Instagram, which reached 1 million users in three months and was eventually acquired by Facebook for $1 billion. This exemplifies how staying with your work until it's loved makes you twice as likely to create value that can be measured financially. At O.C. Tanner, a team led by Mike tackled a welding problem where only 64% of welds were successful. When the machine manufacturer claimed this was normal, the team took ownership of finding a solution. Through iterative experimentation, they discovered that adding water to the emblem backs improved success rates to 80%. Further refinements-spreading water evenly, adding Joy dishwashing liquid as a surfactant, applying water with a hypodermic needle, and creating a pneumatic air clamp for consistent pressure-ultimately achieved over 99% success. This demonstrates how great work often comes from small, incremental changes that accumulate into significant improvements. When we deliver differences that delight even a small audience, the ripple effects can extend far beyond our imagination. Sherm Poppen's simple solution for entertaining his daughters-screwing two skis together to create the "Snurfer"-eventually led to the creation of an entire industry. From 1965-1979, Sherm sponsored Snurfing competitions that cultivated a snow-surfing culture, attracting innovators like Jake Burton Carpenter who arrived with his modified board in 1979. Though many pioneers contributed to snowboarding's evolution, Sherm is widely regarded as the grandfather of the sport, with his original Snurfer now residing in the Smithsonian.

Kapitel 10

The Courage to Begin: Getting on the Wall

Making a difference involves risk, but the road to great work, while paved with trial and error, is infinitely more engaging and rewarding than merely doing good work. Todd Skinner, a renowned rock climber famous for redefining "impossible," demonstrated this principle during his ascent of Trango Tower-a 3,000-foot granite spire in one of Earth's most hostile regions. Despite years of preparation, when Todd's team finally faced the mountain, they were terrified by its sheer magnitude. Yet Todd understood that "only the mountain can teach us to climb it"-we cannot know if we have the skills to accomplish something truly new until we attempt it. The improvement needed to reach the summit can only be gained on the journey there. Becoming a difference maker involves risk, as pursuing improvement is more adventurous than maintaining the status quo. While the five difference-making skills significantly increase our chances of doing great work, they aren't a foolproof recipe for success. The scope doesn't matter-whether it's reinventing the cell phone or tackling a small project-what's important is deciding to begin. Despite years of preparation, when Todd's team finally faced Trango Tower, they were horrified by its magnitude. Yet Todd understood that "the improvement you need to reach the summit can only be gained on your way to the summit." After 60 days on the wall (instead of the planned 15), they succeeded, proving that we must leave the comfort of base camp to become the difference makers we're meant to be. Every great worker began without knowing everything they needed, but they all embraced the five skills-asking, seeing, talking, improving, and delivering-and became addicted to making differences that matter. The journey from good to great work isn't about having all the answers or resources at the start; it's about having the courage to begin and the persistence to learn along the way. As you reflect on your own work, consider what differences you might make if you reframed your role, worked with what you've got, asked the right questions, saw for yourself, talked to your outer circle, improved the mix, and delivered the difference. The capacity to do great work isn't reserved for a select few-it's available to anyone willing to think and act like a difference maker. The mountain of great work awaits. Will you get on the wall?

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difference making
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The academic impact was "beyond measure."
Great work isn't about genius or resources.
Difference makers see themselves as people with differences to make.
Good work provides the necessary foundation for greatness.
Good work is "proven, understood, stable, tried, true, and tested".

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David SturtAuthor and researcher of workplace excellence
Clark "Skip" HultsSuperintendent who innovated Newcomb Central School
EdRadio salesman who reframed his role for success
Jane DuttonUniversity of Michigan professor and researcher

Über den Autor

David Sturt, New York Times-Bestsellerautor von Great Work: How to Make a Difference People Love, ist ein weltweit anerkannter Experte für Arbeitsplatzkultur, Innovation und Mitarbeiteranerkennung. Als in Großbritannien geborener Executive Vice President bei O.C. Tanner – einem mit 500 Millionen Dollar dotierten Weltmarktführer für Anerkennungslösungen – greift Sturt auf jahrzehntelange Forschungs- und Beratungstätigkeit für Fortune-1000-Unternehmen zurück, um Themen wie bedeutungsvolle Beiträge und exzellente Führung zu untersuchen.

Seine Erkenntnisse, die unter anderem im Harvard Business Review, im Wall Street Journal und auf NPR veröffentlicht wurden, basieren auf der Mitverfasser-Tätigkeit der grundlegenden Studien von O.C. Tanner zur Motivation am Arbeitsplatz. Sturt vertieft diese Ideen in seinem Folgebuch Appreciate: Celebrate People, Inspire Results, das die Schnittstelle zwischen Anerkennung und organisatorischem Erfolg weiter beleuchtet.

Als häufiger TEDx-Sprecher und Kolumnist für Forbes.com kombiniert er MBA-geschulte Analysen mit praktischen Strategien, die er durch die Beratung von Spitzenunternehmen verfeinert hat. Geboren in England und aufgewachsen in Südafrika, bringt Sturt eine multikulturelle Perspektive in seine Arbeit ein, die durch seine derzeitige Rolle als LDS-Pfahlpräsident in Salt Lake City unterstrichen wird. Great Work wurde in mehrere Sprachen übersetzt und ist nach wie vor ein fester Bestandteil von Führungskräfteentwicklungsprogrammen weltweit.

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Große Arbeit leisten

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Ein Buch. Viele Arten, es zu hören.

The Alchemy of Difference-Making: How Ordinary People Create Extraordinary Impact

The Science Behind Making a Difference

Sieh jedes Wort, während du es hörst

Reframing: The Gateway to Great Work

Building on What's Already Good

Hol mehr aus Große Arbeit leisten heraus

The Power of the Right Question

Seeing With Fresh Eyes

Sieh jedes Wort, während du es hörst

The Power of Outer-Circle Conversations

Refining the Mix: The Art of Iteration

Hol mehr aus Große Arbeit leisten heraus

Delivering the Difference: From Idea to Impact

The Courage to Begin: Getting on the Wall

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FAQ zu diesem Buch

What is Great Work: How to Make a Difference People Love about?

Who should read Great Work: How to Make a Difference People Love?

Is Great Work by David Sturt worth reading?

What are the main frameworks in Great Work?

Mehr entdecken

1,000,000+ curious minds.

1,000,000+ curious minds.

Ein Buch. Viele Arten, es zu hören.

The Alchemy of Difference-Making: How Ordinary People Create Extraordinary Impact

The Science Behind Making a Difference

Sieh jedes Wort, während du es hörst

Reframing: The Gateway to Great Work

Building on What's Already Good

Hol mehr aus Große Arbeit leisten heraus

The Power of the Right Question

Seeing With Fresh Eyes

Sieh jedes Wort, während du es hörst

The Power of Outer-Circle Conversations

Refining the Mix: The Art of Iteration

Hol mehr aus Große Arbeit leisten heraus

Delivering the Difference: From Idea to Impact

The Courage to Begin: Getting on the Wall

Du bist am Ende von Große Arbeit leisten angekommen

Nutzern gefiel auch

Mehr entdecken

Überblick über Große Arbeit leisten