Read The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (J-B Warren Bennis Series)

The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (J-B Warren Bennis Series)

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Description: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. 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 LoganAuthor 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 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 1. Ask 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 asking “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 “is thi...We have made it easy for you to find a PDF Ebooks without any digging. And by having access to our ebooks online or by storing it on your computer, you have convenient answers with The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (J-B Warren Bennis Series). To get started finding The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (J-B Warren Bennis Series), you are right to find our website which has a comprehensive collection of manuals listed.
Our library is the biggest of these that have literally hundreds of thousands of different products represented.

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ISBN: 0470195592

Description: 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. 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 LoganAuthor 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 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 1. Ask 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 asking “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 “is thi...We have made it easy for you to find a PDF Ebooks without any digging. And by having access to our ebooks online or by storing it on your computer, you have convenient answers with The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (J-B Warren Bennis Series). To get started finding The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (J-B Warren Bennis Series), you are right to find our website which has a comprehensive collection of manuals listed.
Our library is the biggest of these that have literally hundreds of thousands of different products represented.

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The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (J-B Warren Bennis Series)

The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (J-B Warren Bennis Series)

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