Review: The Difference – When Good Enough Isn’t Enough by Subir Chowdhury

the differenceThis review first ran in the March 13th edition of The Hamilton Spectator.

The Difference: When Good Enough Isn’t Enough

By Subir Chowdhury

Crown Business


You tell us three things about yourself every time you dump dirty dishes in the lunchroom sink.

Expecting someone else to clean up your mess tells us you’re lazy and entitled. It also shows us that you just don’t care.

And that’s a big problem because caring is the difference between good and great organizations.

So says author and management consultant Subir Chowdhury who works with Fortune 500 companies.

Chowdhury was stumped by why organizations of similar sizes from the same industries achieved markedly different results after working with his consulting team. “It didn’t make sense to me,” says Chowdhury.  “One company achieved a return of five times their investment – adequate to me but hardly spectacular – while the other saw a return of 100 times their investment.”

Chowdhury found that an organization-wide caring mindset explained the difference. “When a caring mindset prevails, truth is valued, people strive to understand one another, concessions are resisted in favour of seeking the best possible result or outcome, and people recognize that quality is everyone’s business.

“We have to do better than good enough. We have to strive for excellence. And that process and way of thinking all begins with developing a caring mindset.”

It’s a mindset defined by four must-have principles.  To be caring, you need to be straightforward, thoughtful, accountable and demonstrate a steady resolve.

“Practice them until your caring mindset has no off-switch,” says Chowdhury about the four principles. “Own them. Make them yours. When you do, you will inspire everyone around you to do the same. The principles are contagious. You can be the difference.”

Being honest, direct, open, candid, transparent and fair with others makes us straightforward. It also guards against lying and deceit and prevents organizational problems from being ignored, downplayed or dismissed.

Being attentive, considerate, unselfish and helpful makes us thoughtful.

“When  we place ourselves in another person’s shoes, or see things from another’s point of view, and then act for their benefit – when we are being empathetic – we are practicing what it means to be thoughtful.”

Taking responsibility makes us accountable. We don’t say something should be done by someone at some point. Instead, we step up and take ownership for getting it done even if we didn’t make the mess or cause the problem.

And we show our resolve by having the passion, determination and perseverance to stay the course when solving tough problems or improving situations. We keep going long after others have packed it in.

What’s our best strategy for developing a caring mindset? Be in the company of people who already have one, says Chowdhury.

Adopt a caring mindset and we’ll follow you as a leader and work with you as a peer. “Anyone can make a difference and inspire others if they adopt a caring mindset. Having a caring mindset has nothing to do with where you were born or how much money you make. You do don’t need to be anything other than who you are.”

So the next time you bring a coffee mug or plate to the lunchroom, don’t dump and run. Wash and dry instead. It’s a small step on a longer journey from good to great.

@jayrobb serves as director of communications for Mohawk College, lives in Hamilton and has reviewed business books for the Hamilton Spectator since 1999.

Published by

Jay Robb

I've reviewed more than 500 business books for the Hamilton Spectator since 1999 and worked in public relations since 1993.

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