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eBook The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life ePub

eBook The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life ePub

by Dave Logan,Steve Zaffron

  • ISBN: 0470195592
  • Category: Business Culture
  • Subcategory: Perfomance and Work
  • Author: Dave Logan,Steve Zaffron
  • Language: English
  • Publisher: Jossey-Bass; 1 edition (February 3, 2009)
  • Pages: 256
  • ePub book: 1709 kb
  • Fb2 book: 1579 kb
  • Other: azw mbr mobi lit
  • Rating: 4.9
  • Votes: 799

Description

These already-written futures determine and shape the level of performance that's possible for individuals and organizations.

These already-written futures determine and shape the level of performance that's possible for individuals and organizations. In The Three Laws of Performance, Steve Zaffron and Dave Logan crack the code on rewriting the future for people and organizations, elevating performance to unprecedented levels. This book is a wonderful reminder that things we don't see determine what we do see, and therefore, what really gets done

These already-written futures determine and shape the level of performance that's possible for individuals and organizations. How do companies, both large and small, in different countries and industries, achieve breakthrough performance when the odds are stacked against them? Such results are possible when people apply The Three Laws of Performance and rewrite their futures. This book will show you how to do the same in your organization and your life.

Электронная книга "The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life", Steve Zaffron, Dave Logan. Эту книгу можно прочитать в Google Play Книгах на компьютере, а также на устройствах Android и iOS. Выделяйте текст, добавляйте закладки и делайте заметки, скачав книгу "The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life" для чтения в офлайн-режиме.

This audio book will show you how to do the same in your organization and your life. Authors Steve Zaffron and Dave Logan crack the code on rewriting the future for people and organizations, elevating performance to unprecedented levels. Although most of us aren't aware of it, we have a future that's already been written. Our future is written by hopes, fears, dreams, expectations, and decisions made about life. In the same way, organizations have futures written by history, circumstances, culture, aspirations, successes, and failures.

The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life. This provocative, eye-opening, best-selling book gets right to the heart of achieving extraordinary, lasting results by distinguishing Three Laws of Performance. With this book by breakthrough performance experts Steve Zaffron and Dave Logan, you won’t just make improvements, you’ll find the power to rewrite your future-in business and your life. I believe this book may be one of the most important written in many years.

Steve Zaffron and Dave Logan. This book is all about the most common laws where an organisation’s focus should be at. As the title goes, there are 3 laws explained in depth to rewrite the future of the organisation. Three Laws of Performance: Rewriting the Future of your Organization and your Life, San Francisco: Josey-Bass, 2009 Distributed in India by the Times Books, Rs. 395. Aug 17, 2015 Santhosh rated it liked it. 1 - How problems occur and the effective ways to handle them as a team.

Logan has co-authored four books, including Tribal Leadership and Three Laws of Performance. The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life by Steve Zaffron and Dave Logan. He also lectures on leadership and organizational culture. He has been interviewed on CNN, Fox, National Public Radio and most major US networks and he has written for CNN.

Three Laws of Performance: Rewriting the Future of Your Organization and Your Life. This book of Zaffron and Logan does just that. by Steve Zaffron and Dave Logan. A proven system for rallying all of an organizations' employees around a new vision and ideas for making the vision stick. Steve has a proven track record over decades of designing and implementing large-scale initiatives that elevate organizational performance, and that talent was truly required to bring the Organizations and Markets Group at HBS to its current status.

Steve Zaffron, Dave Logan, Zaffron. This book will transform your life and your business. This book will transform your life and your business

Steve Zaffron, Dave Logan, Zaffron. Self employed or CEO (especially you!)

A proven system for rallying all of an organizations' employees around a new vision and ideas for making the vision stick

When something at work isn't going smoothly, managers struggle with what part of the problem to tackle first. Do they start with cost reduction? Or should they go for process improvements first? The authors—who have helped hundreds of companies and individuals change and improve—say spend time and money adjusting the systems in which people operate, rather than targeting people and their performance directly. The authors show that it's in fact possible to change everything at once—with a focus on making such transformations permanent and repeatable.Brand-new Introduction written for the paperback editionFilled with illustrative examples from Northrup Grumman, BHP-Billiton, Reebok, Harvard Business School, and many othersTwo experts in the field show how to make major transformations happen

The book outlines a process for engaging all employees to buy-in to an improved vision of an organization's new and improved future. Amazon-Exclusive Q&A with Steve Zaffron and Dave Logan Author Steve Zaffron What are the “three laws of performance”? The laws of performance are universal. That is, any time people are involved in a situation, the laws apply. They aren’t steps or tips, but general principles that are always at work. They are also phrased in a precise way, to give maximum insight and applicability. The laws are: 1. How people perform correlates to how situations occur to them. 2. How situations occur arises in language. 3. Future based language transforms how situations occur to people. In your opinion, what do leaders struggle with the most and how can the laws help them? The two biggest issues we hear from leaders are lack of buy-in and an absence in ownership. The first problem often becomes acute when the leaders, working with experts, determine what plan people should implement, and the work force doesn’t want to do it, or doesn’t engage with passion. Many leaders try to solve the resulting issues with incentives, which often make the problem worse, as Daniel Pink’s book Drive demonstrates. The second problem--absence of ownership--is related to lack of buy-in, but runs deeper. The problem, as many leaders have expressed to us, is that people don’t treat the business as though it’s their business. In some cases, it literally is their business, for example when people have some equity in the company through stock options. Yet even in many of these situations, people don’t act as though they are owners. Many leaders have expressed that nothing they ever tried has fixed the ownership problem. The Three Laws of Performance can help with both problems by encouraging leaders to see that people’s actions are correlated to how situations occur to them. The second and third laws, taken together, say that future-based language—such as declarations, promises, and commitments—transform how situations occur to people. By focusing on the way in which things are “ occurring to the people, their actions naturally shift. The point is clear when we remember that the Declaration of Independence transformed how the experience of being a colonist occurred for the colonists. The facts hadn’t changed—the British still asserted their control. But the actions of the colonists shifted in a dance with the Declaration. What had been skirmishes by the colonists now became full-scale war and eventually the birth of a nation. Author Dave Logan The same situation happened recently in Egypt, when decades of tyrannical rule ended in 18 days. What really happened is that the situations occurred in a new way to Egyptians, and their actions naturally shifted. Imagine this level of empowerment and engagement in your organization. Using these three laws in an organization calls forth people’s participation and involvement in surprising and exciting new ways. It seems that people can apply the lessons here in many ways – how they communicate, how they think, how they act. Since publishing the hardcover version is there a “way” that stands out to you? Since we’re writing about laws, and not tips or techniques, there is not a single “way.” Rather, there is a general flow of conversations that taps into the power of the Three Laws. The flow goes something like this: 1. Ask people: what is the “default future?” That is, what do people see coming at them in the future, almost for certain and unless something completely unexpected happens? Getting and experiencing what people see as the default future gives everyone insights into how people are experiencing the organization and their opportunities in it. 2. Go deeper:, asking people: “if this default future existed throughout the organization, what actions would people find themselves taking, perhaps even without thinking?” Even though people may not want the default future, it acts as a mostly unspoken, often unconscious, self-fulfilling prophecy. People find themselves making it happen through their actions. Getting people to see their role in this process is critical. People created the default future, and are actively bringing it about. The same people can rewrite the future. 3. Ask people: “is this default future what you want?” If the answer is a resounding “no,” they have the ability to set the default future aside and create something new. 4. Invite people to consider this question: “what do you really want instead?” People should speculate until a new future—technically, called an “invented future,” takes shape. For an invented future to be effective, it must take people’s individual concerns into account, as well as the concerns of the organization and its stakeholders. 5. Develop projects that make realize an aspect of the invented future. As people successfully implement the projects resulting from this flow, the invented future occurs as more attainable to people. Over time, people will find themselves acting in line with the invented future. There are no steps required, no need to remember to act in a certain way. Elevated performance is now natural and automatic. In your new epilogue to the paperback edition you zero on the three critical implications for leadership SINCE the first version in hardcover came out. Which one really stands out and why ? The fundamental aspect of leadership that most people miss is the importance of listening. Listening, as we describe it, is not simply gathering data and opinions from people, but rather exploring how situations occur to them, what they aspire to make happen, and what stands in their way. By listening in this way, leaders combine what they hear from lots of people into an invented future that represents the bulk of people’s concerns. When people hear the invented future, they say, “That speaks for me!” because it is, in part, their idea. Lack of buy-in and ownership are replaced with excitement, inspired action, and full engagement. People seem to describe this as a “different” type of business book? Why is that? In working with our editor, Warren Bennis, our goal was not to write another list of steps or platitudes. Frankly, such books accomplish little more than short-term motivation, or incremental improvement. Our goal was to focus on the fundamental laws that govern human performance. We didn’t set out to write a simple book, but rather, a book that would make an impact. People have told us that the Three Laws of Performance has allowed them to approach old problems in new ways, and often move to elevated performance in much shorter time, and with less effort, than they had thought possible. This book taps into what appears to be a shift in organizations to more openness, transparency etc. Do you agree? How so ? Yes, we agree. Organizations are going through a shift for a variety of reasons, perhaps most importantly the ability to connect with other people. Years ago, companies could hide activities, especially in the developing world. Today, these activities are captured by cell phones and shared on social media. There’s really no place to hide anymore. As a result, organizations need to transform adversarial relationships with governments, local populations, unions, and communities, into partnerships. Doing so requires really grasping why people do what they do. We believe the Three Laws of Performance gives leaders a unique insight into how to make this shift one in a way that inspires greater levels of satisfaction, results, and the experience of making a difference.

Comments

Gozragore Gozragore
This is fantastic book. I served as an officer in the Canadian Forces and have had various leadership roles in the private sector. It has been a rare occurrence for me to see someone actually practicing leadership or espousing leadership qualities that seemed to accomplish very much. I had a recommendation to read this book from one of the few individuals who actually seemed to understand what leadership is. I was exceedingly pleased to read an argument that starts in the fundamentals of human nature (with supporting evidence) that leads to core principles of leadership that have been demonstrated to accomplish something.

This isn't a superficial self-help book -- it has real meat on the bone.
DABY DABY
These "laws" go beyond the usual tips and advice to a shift in thinking about how we create our future with others. Because this book addresses ways to break unproductive patterns in oneself and others and create unfamiliar ways of being and interacting, reading the book alone—understanding alone—will have limited impact. I recommend reading this book after taking the Landmark Forum, an experiential way to get many of these principles into your bones. (Co-author Steve Zaffron, who is on the board at Landmark Worldwide, spearheaded the design of the Forum.)
Saimath Saimath
Here is clear coaching for creating workability in life. Real-world examples of how big problems were solved give us access to enhanced functionality and performance, for our personal lives or in bringing what works to our world's institutions. We see how applying the three laws of performance and aligned intention allow for dramatic, new results.

Through their many years in rigorous inquiry with people into what empowers them to achieve, the authors have developed effective coaching in this important arena.

Thank you for this much-needed information for changing our outcomes by changing ourselves.
Tebei Tebei
This book is invaluable for anyone working with others in any capacity. And who isn't? The concepts are especially valuable if you have come to an impasse, and if the old ways just aren't producing the results and performance you are seeking. The Three Laws outline a new way of seeing and being, and lead the reader through a series of real world examples that illustrate clearly the practical application of the concepts. Highly recommend!
Deeroman Deeroman
A compelling read to enable one to begin to alter the conversation about how to create success within your work place and life. I'm a Landmark Forum graduate and have used the distinctions spelled out in this book to reinvigorate myself to believe in new futures for my life. I've also worked in many team environments that I've felt I had no say in recreating when I've felt the negative pull of ineffective management. This book is a vital glimpse of what's possible and coupled with a weekend at a Landmark Forum course is one of the greatest gifts one can give themselves to enable success. Success with organizations and life are not available through being in our own conversations with ourselves. We live in relationship to others always and this book has the keys to our successful future by the conversation we can have to not only empower ourselves but others so we may all be exceptional leaders.
Ariurin Ariurin
I chose a high rating because this book occurs to me as an opportunity for those wanting to discover and create leadership. I think it is an inclusive book committed to opening up a way of relating to the world. Opening up to this way of being holds the potential not just for increased performance, but it can also alleviate suffering and save people's health. This book matters!
Blackbrand Blackbrand
The way one reacts to events defines them. The book helps reinforce the idea that events are neutral but the way we respond to them is critical. No goal is achievable without creating the possibility that it can be done. Declaration is the key. Language matters. If you're a Bryan Johnson, Eric Greitens, Srikumar Rao, or Wayne Dyer fan, you'll find the book a good look at self-help for business.
This is right up there with Wayne Dyer!!! If u r into being ALIVE & living life to the fullest on your terms! This & the Landmark Forum!