I am grateful to those readers of Goal Play! who have been moved to post reviews on Amazon.  Here are a few of the new ones:

Emily B said:

I devoured this book and learned so much from it. These lessons are applicable to everyone and are so well conveyed with humor and compassion and humility– everyone could benefit from reading this wonderful book! If only we could all apply Paul Levy’s values, heart, and dedication to our work and our relationships, the world would be a better place.

David Cutler, the Harvard health care expert said:

Paul Levy had one of the most difficult jobs in health care. He took over a wonderful but financially failing hospital that needed immediate help before it went bankrupt. Paul succeeded spectacularly. I have often wondered how he did it. This book gives the answer. It shows how a leader can harnass internal energy to promote better outcomes for everyone. To anyone who says “Health care cannot get better” I will refer them to Paul’s book as counterexample number one.

Libby Hoy said:

My copy of Goal Play is highlighted, underlined and marked with notes! The insights are pearls of wisdom presented in a way that is easy for me to access. I had no formal training in Leadership, Business or Management, so this resource is invaluable to me as I continue the journey to creating a community of providers, patients & administrators committed to partnering to improve the quality, safety and experience of health care in our region.

An ICU doctor in Ohio said:

In Goal Play!, Paul Levy uses examples from his own professional career and lessons learned as a soccer coach to explore the role of leaders and the culture of high-functioning teams. While the concepts may have been proposed in earlier books, Levy’s approach is straightforward and exceedingly personal – making it a terrific read even for those well-versed in the concepts. He paints a picture of a just organization in which leaders are charged with asking more questions than making decisions. In the context of healthcare, such organization are few and far between. I shared Goal Play! with several colleagues. We all came to the same conclusion: “I would love to work for him.” I suspect Levy would correct us, explaining that we would work WITH him, not FOR him. This shows the gap between the usual structure of healthcare organizations and the ideal. The ideal view provides inspiration and heartens one’s desire to improve the status quo. The current state and the tremendous inertia opposing any change drives the depression one feels at the unrealized potential.