FIX THE WORK BY RICHARD SITES
Seven Principles That Get Training Shipped
Fix the Work is seven principles for closing the gap between an executive's decision and a deployed result. Written for the executive and the team building it.
The Book
Somewhere between the decision to build training and the day it launches, most projects lose the thread. The budget gets spent. The course ships. Nobody's quite sure what difference it made.
That's not a content problem. It's a friction problem — the handoffs that stall, the reviews that never end, the decisions that sit on someone's desk while the window to matter closes. Fix the Work is seven principles for closing that gap, written in the same direct, no-theory voice as everything else Richard Sites has built. Not best practices. Not a model. A way to get the right work done at the right time, with the least amount of was
What’s Inside:
The Seven Principles
Principle |
The Line |
What It Diagnoses |
|---|---|---|
| Proactivity | Stalled work is more expensive than bad work. | Decisions sitting on a desk instead of moving. |
| Originality | If it exists, it’s not your job to rebuild it. | Time burned reinventing solutions that already exist. |
| Urgency | Timeliness beats perfection, every time. | Design cycles that outlast the business window they were meant to serve. |
| Collaboration | No sponsor, no solution. | Projects moving without real executive backing. |
| Punctuality | Deadlines aren’t constraints — they’re catalysts. | Open-ended timelines that drift into theater. |
| Durability | Stop building monuments. | Content built to last forever that goes stale in months. |
| Simplicity | Complexity is a tax. Utility is the goal. | Solutions more complicated than the problem required. |
What You'll Be Able to Do
Score a training initiative in minutes, using a method built for a business leader, not a training professional.
Tell the difference between a project that's on track and one that's quietly drifting, before the invoice arrives.
Talk to your L&D team about outcomes instead of activity — hours logged, modules built, dates hit.
Stay in the room on training decisions instead of delegating the whole conversation away.