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The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life, by Steve Zaffron
Download The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life, by Steve Zaffron
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Amazon.com Review
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.
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From the Back Cover
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. 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. 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. The Three Laws of Performance hits the mark in providing both rich food for thought and techniques that can create profound results."—David Allen, author, Getting Things Done: The Art of Stress-Free Productivity; Making It All Work: Winning at the Game of Work; and the Business of Life "The Three Laws of Performance is must-reading for leaders who want to make a positive difference. Change doesn't happen in a vacuum; it happens when people see and hear a future they can get excited about. Steve Zaffron and Dave Logan show how true leaders sidestep negative stumbling blocks to articulate visions that heal and inspire."—Ken Blanchard, coauthor, The One Minute Manager and Leading at a Higher Level "An inspiring, practical book that will assist all who seek to rewrite the future of our world."—Archbishop Emeritus Desmond Tutu, Nobel Laureate
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Product details
Paperback: 256 pages
Publisher: Jossey-Bass; 1 edition (August 30, 2011)
Language: English
ISBN-10: 111804312X
ISBN-13: 978-1118043127
Product Dimensions:
6 x 0.9 x 9 inches
Shipping Weight: 11.4 ounces (View shipping rates and policies)
Average Customer Review:
4.6 out of 5 stars
214 customer reviews
Amazon Best Sellers Rank:
#54,452 in Books (See Top 100 in Books)
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.
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.)
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!
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.
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!
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.
A must-read book for personal and professional transformation! I can only imagine the level of integrity, efficiency, productivity and profitability our company would achieve, and the personal levels of happiness, freedom, power and self-expression, if everyone read it and implemented the book's methodology in one's lives. We would all be living lives we love! Highly recommended read!
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!
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