| Book Name: | The Three Laws of Performance PDF |
| Category: | Business Books |
| Language: | English |
| Format: | |
| Free Download: | Available |
Free Download The Three Laws of Performance PDF Book
Book Description:
A tried-and-true method for getting all of a company’s employees behind a new vision, as well as ideas for making that vision last. When something goes wrong at work, it’s hard for managers to decide which part of the problem to fix first. Do they start by cutting costs? Or should they first try to improve the way things are done? The authors, who have helped hundreds of companies and people change and improve, say that instead of focusing on people and their performance directly, you should spend time and money making changes to the systems in which people work. The authors show that it is possible to change everything at once, emphasizing that these changes last and happen repeatedly. Brand-new Written for the paperback edition, the introduction was. This book contains examples from Northrup Grumman, BHP-Billiton, Reebok, Harvard Business School, and many other companies and schools. Two experts in the field explain how significant changes can be made. The book describes how to get all of an organization’s employees to agree on a better vision of the organization’s new and better future. Q&A with Steve Zaffron and Dave Logan, only on Amazon. Steve Zaffron is the author What do the “three laws of performance” mean? The rules of performance are the same everywhere. That is, the law is always in effect when people are involved. It’s not a list of steps or tips but a set of general rules that always apply. They are also written clearly to give the most information and help.
The law is:
1. How people act affects how things go for them.
2. Language shows how things happen.
3.Future-based language changes how people think about situations.
What do you think leaders have the most trouble with, and how can laws help them? The two main problems leaders tell us about are a lack of buy-in and ownership. The first problem usually gets worse when leaders, with the help of experts, figure out what plan people should follow, but the workers don’t want to do it or don’t care about it. As Daniel Pink’s book Drive shows, many leaders try to fix the problems that arise by offering incentives, which often worsen things. The second problem, a lack of ownership, is related to a lack of buy-in but is a more severe issue. Leaders have told us that the problem is that people don’t act like the business is their business. Sometimes, it is their business, like when people have stock options and a stake in the company. Still, even in many cases, people don’t act like they own the thing. Many leaders have said nothing they have ever done to fix the ownership problem has worked. The Three Laws of Performance can help with both problems by showing leaders how people act is linked to what happens to them. When the second and third laws are put together, they say that people’s experiences of situations change when they use language about the future, like declarations, promises, and commitments. When people notice how things are going for them, their actions change. When we remember that the Declaration of Independence changed how being a colonist was for the colonists, we can see the point. The facts hadn’t changed, and the British were still in charge. But after the Declaration, the colonists’ actions changed like steps in a dance. What had been small fights between the colonists turned into a full-scale war, which led to the birth of a new country.
Written by Dave Logan, The same thing happened in Egypt not long ago, where 18 days ended decades of authoritarian rule. What happened is that Egyptians saw things differently, so their actions changed naturally. Imagine if everyone in your organization had this much power and interest. When these three laws are used in an organization, people get involved in surprising and exciting new ways. People might be able to use what they learn here in many ways, like how they talk to each other, think, and act. Is there a “way” that stands out since the hardcover came out? Since we are writing about laws and not tips or techniques, there is no single “way.” Instead, the power of the Three Laws is used in a general flow of conversations.
This is roughly how it works:
1.Ask people what the “default future” is. What do people almost certainly expect to happen in the future unless something unexpected happens? Everyone can learn more about how people see the organization and their opportunities in it by finding out and experiencing what people see as the default future.
2.Go deeper by asking people, “If this default future was true for everyone in the organization, what actions would people take, maybe without even thinking about it?” Even if people don’t want the default future, it ends up happening anyway because most people don’t talk about it and are often unaware of it. People end up making it happen by the things they do. People need to see how they fit into this process. People made the default future and are working to make it happen. The same people can change the future.
3.Ask people, “Is this what you want for the future?” If the answer is a clear “no,” they can set aside the default future and make something new.
4.Ask people to think about this: “What do you want instead?” People should guess until an unknown future takes shape, called a “invented future” in technical terms. For a made-up future to work, it needs to consider people’s personal concerns and those of the organization and its stakeholders.
5. Do projects that bring some part of the imagined future to life. As people successfully carry out the tasks that come out of this flow, the made-up future seems more possible. Over time, people will act in ways that match the imagined future. There are no steps to follow, and you don’t have to remember how to work. It is now natural and automatic to perform at a higher level.
In the new epilogue to the paperback version, you focus on the three most important things it means for leadership SINCE the hardcover version came out. Which one stands out the most? Why? Most people miss the essential part of being a leader: listening. When we talk about listening, we don’t just mean getting information and opinions from people. We also suggest finding out how things happen to them, what they want to happen, and what gets in their way. By listening this way, leaders can combine what they hear from many people into a made-up future that shows what most people are worried about. When people hear the made-up lot, they say, “That’s me!” because it’s partly their idea. Lack of buy-in and ownership replaces excitement, inspired action, and total engagement. People say this is a “different” kind of business book. What gives? Working with our editor, Warren Bennis, our goal was not to write another list of steps or cliches. Honestly, these kinds of books don’t do much more than give short-term motivation or small steps toward improvement. Our goal was to examine the basic rules governing how people do things. We didn’t want to write a simple book. Instead, we wanted to write a book that would make a difference. People have told us that the Three Laws of Performance have helped them solve old problems in new ways and often improve their performance in much less time and with less effort than they thought was possible. This book examines how organizations change to be more open, transparent, etc. Do you think so? How so ? Yes, we agree. Organizations are changing for several reasons, but the ability to connect with other people may be the most important. Before, businesses could hide what they were doing, especially in the developing world. Today, cell phones record and share these events on social media. There’s nowhere left to hide. Because of this, organizations need to turn their fights with governments, local people, unions, and communities into partnerships. To do this, you must understand why people do what they do. We think the Three Laws of Performance show leaders how to make this change in a way that leads to more satisfaction, better results, and the feeling of making a difference.
Download The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (J-B Warren Bennis Series) PDF
Author(s): Steve Zaffron, David Coleman Logan
Publisher: John Wiley and Sons, Year: 2009
ISBN: 0470195592,9780470195598
