It was in the context of co-teaching these workshops with Roger that I saw the positive impact on participants of his first-hand experience, stories, and examples. These workshops have plenty of models and worksheets, but it is Roger’s stories that really sell the idea that performance improvement is powerful and doable for those about to make the leap. So, for three years I suggested that Roger write down these stories. Then for three more years, I pleaded with him to get Carol and Lynn together and write this book. Finally, about three years ago I convinced Roger and his co-authors to come to my office in Tucson for several days, whereupon I locked the door and wouldn’t let them out until they had a detailed outline for this book. So, as I said, “Finally.”

Of course, this book is more than just those stories of Roger’s. There are the rich experiences of Carol and Lynn, as they worked over the years with and without Roger. The book provides a practical HPT application framework for the novice and experienced practitioner alike. It also is a dynamite reference, compiled by quite possibly the most informed professionals in the HPT field.

But back to the stories, my initial stimulus for this book. As some of you may know, my work in the field of performance improvement favors comprehensive analysis models and big-bang projects. But those high-profile applications of the HPT principles can overshadow the reality that the true contribution of HPT is frequently in the smaller, day-to-day interactions with executives, managers, and employees; by asking a question no one else thought to ask, or by making a key observation or suggestion. These “HPT moments” frequently make major bottom-line contributions, by stopping a potentially stupid initiative or implementing a better, less costly, more sustainable change. As this book and the stories point out, every day there is a chance to make a difference with HPT thinking.