John Linder President
John Linder, Founder, President, and Chief Executive Officer of
Linder & Associates, has developed and implemented for large
organizations a proprietary system called Performance Engineering™
built upon his experience and a large body of business and social
science research. This system has uprooted entrenched negative attitudes
to effect change in behavior by compelling groups to respond to
deeply held values. It has reversed decades of negative attitude
toward the New York Subway, increased railroad ridership during
a harsh recession, and helped inspire higher levels of effective
activity in multiple police agencies. For example, the police departments
of New York, New Orleans, and Newark all secured reductions in murders
and overall violent crime by more than 50%.
Mr. Linder also reengineered the police recruiting system in New
Orleans and directed new advertising that enabled NOPD to secure
16 times as many officers in 1997 as in 1996.
Mr. Linder was the chief strategist for the Greater New Orleans
Education Foundation created to help guide reform of the failed
New Orleans public education system. The Foundation contributed
to New Orleans leading the state among larger school districts in
improved standardized test scores for two years.
Recently, Mr. Linder has provided the inspiration and direction
for the Baltimore BELIEVE campaign to change the mindset of the
city and rally citizens to take action against illegal drugs. Baltimore,
a Linder client, led the nation’s big cities in reducing violent
crime during the three-year period 2000-2002.
“John is simply the best at what he does,” says Bill
Bratton. Just what Linder does is mysterious, however, even to
the police commissioner. “It’s awful to admit,”
he says with a laugh, “that after working with John... I
still can’t pronounce what he does.”
“The only way to describe John’s work,” says
Linder’s best friend, the writer David Quammen, “is
that he whispers into the ears of the powerful.” ...
Linder says. “I’m not gonna make the decisions.”
Years ago, he let his ego get in the way. “After that experience,
someone said to me, “You are like a master plumber, who
has golden tools, who can remove the filth and sludge from the
water system of a house and restore healthy, free-flowing water.’
She said, ‘Your problem is that you want to own the house.’
And at that time, whether I was in sine qua non in a situation
was an important issue to me.” His tone is that of a sworn
penitent. “It no longer is.”
New York Magazine, 1996
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