Suite of Materials
Here’s a “fast-path” directory to primary content works or excerpts to our Leap of Reason materials.
After The Leap
A two-day conference dedicated to outcomes measurement, performance management, and organizational change, hosted by PerformWell and Leap of Reason.
Speeches and Talks
Building a Performance Movement, Closing Keynote at the 2013 After the Leap conference
Mario Morino shares a vision for how to advance more effective public, private and nonprofit sectors.
“What Does High Performance Look Like In Action?”, After the Leap Conference
Leaders from highly-effective organizations share insight into how their agency’s role changed since becoming a high-performing organization.
Mario Morino’s City Club of Cleveland speech in which he describes the social and economic tsunamis that are now hitting our shores and eroding social services in America. He argues, we should go much deeper with our support for those leaders who are relentless in pursuit of high performance for those they serve.
McKinsey & Company Book Notes
A concise overview of what “managing to outcomes” looks like with Mario Morino, Lynn Taliento, and Mike Curry
Mario Morino Profile, Bridgespan ‘Give Smart’ Series
Insights from Mario Morino and 50 other leading philanthropists
Just in Time: The Beyond-The-Hype Potential of E-Learning
Based on a year of conversations with more than 100 leading thinkers, practitioners, and entrepreneurs, this report explores the state of e-learning and the potential it offers across all sectors of our economy—far beyond the confines of formal education.
Specific materials and resources that are applicable to the type of organizations you’re working with.
- Leap for Boards (PDF)
- Leap for Nonprofits (PDF)
- Leap for Government (PDF)
- Leap for Consultants and Providers (PDF)
With the participation of great nonprofit leaders, we’re building a gallery of short clips on core concepts of high performance. We’ve found clips like these to be helpful for making the case with colleagues, board members, and funders for investing in high performance.
Leap of Reason
A book to inspire leaders in the social and public sectors to take bold action to create more meaningful,measurable good for those they serve.
- Leap of Reason Core Monograph
The core Monograph of Leap of Reason by Mario Morino
- “Ideas Into Action”
A framework for managing to outcomes that you can use to evolve to the practice of managing to outcomes.
- “Culture Is the Key”
Chapter 3 of the core monograph.
- Chart: Framework for Managing to Outcomes
Infographic from page 64 in “Ideas Into Action.”
Basic definitions of commonly used terms in performance management.
- “First Do No Harm… Then Do More Good”
Essay #1 by Issac Castillo
- “Using a Theory-of-Change Approach to Outcomes Assessment”
Essay #2 by David E.K. Hunter, Ph.D.
- “Managing to Outcomes: Mission Possible”
Essay #3 by Tynesia Boyea Robinson
- “Performance Management: The Neglected Step in Becoming an Evidence-Based Program”
Essay #4 by Kristin Anderson Moore, Ph.D., Karen Walker, Ph.D., and David Murphey, Ph.D.
- “What It Takes: Building a Performance-Management System to Support Students and Teachers”
Essay #5 by Patricia Brantley
- “An Integrated Approach to Outcomes Assessment”
Essay #6 by Ethan D. Schafer, Ph.D.
- Leap of Reason One-Pager
A one-page informational piece on Leap of Reason and Working Hard–and Working Well.
Working Hard and Working Well
A sleeves-rolled-up companion to Leap of Reason
- Foreword by Mario Morino
Mario Morino’s explanation of David’s “secret sauce”
- Author’s Note
David shares lessons learned over the past three decades
- Chapter 1: “Too Important to Fail”
Why organizations (and leaders) need performance management
- Chapter 2: “Why I Take Performance Management Personally”
David’s account of how his experiences as a hospital superintendent helped him develop the details and framework that inspire other leaders to drive organizational changes more intentionally, directly, and efficiently
- Chapter 3: “The Pillars of Performance”
The three pillars and six elements of performance management. “No stories without data—and no data without stories!”
- Chapter 4: “How to Get Started: Four Days of Intense Introspection”
Comprehensive outline for a four-day theory-of-change workshop
- Chapter 5: “From Introspection to Culture Change”
Suggestions for implementing performance measurement and monitoring
- Appendix I: Performance Monitoring and Evaluation: A Complementary Relationship
Helpful description of how performance monitoring and evaluation can work in tandem
- Appendix II: Pre-Workshop Worksheet
Worksheets and materials to complete in advance of the four-day workshop described in Chapter 4
- Appendix III: Web-Based Tools for Assessing Organizations
Web-based tools to help you assess your organization
Bibliography of helpful resources
- About the Author, Afterword
David Hunter bio and how to keep learning about high-performance organizations