The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life
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- ISBN13: 9781596593497
- Condition: NEW
- Notes: Brand New from Publisher. No Remainder Mark.
Product Description
When something isn’t effective., in our work lives , we struggle with what part of the problem to tackle first. Do we start with cost reduction? Morale? Or should we improvements first? We pick the problem to work on, and depending on whether our plot makes sense, one of two things happens. First, we fail-and then we add “frustration” to our list of problems. Two, we make it, and then some new problem pops out to replace the ancient. We cut 10% out of our budget, and our star performers place in frustration because we sliced what they saw as a critical program. It’s as though the system we’re effective on is an ancient inner tube. The moment we patch one hole and add pressure, another spot tears open.
The point is that it’s possible to change everything at once. Seem far fetched? Zaffron and Logan make a compelling argument that executives spend their time and money adjusting the systems in which people run rather than targeting people’s performance directly. When the three laws in this audiobook are applied, performance transforms to a level far beyond what most people reflect is possible. These laws are:
1. How people perform correlates to how situations occur to them.
2. How a situation occurs arises from language.
3. Future-based language transforms how situations occur to people.
Steve Zaffron has helped hundreds of companies envision and effectively apply major change and performance improvement. He presents a proven system for rallying all of an organization’s employees around a new vision, and more importantly, building it stick. The focus is on building such transformations stable and repeatable, providing practical examples from clients such as Apple, Lockheed Martin, Johnson & Johnson, Morgan Stanley, and many others.
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If I’d know this book was written by Landmark Education people I wouldn’t have bought it. Having said that its full of useful info that can be also be learned in additional books, ie many additional books. I have a problem with Landmark’s cultish vibe and their relentless drive to recruit new people – thats my issue and I get that, to use a Landmark term.
Reader’s Rating: 2 / 5
If you want a business book that talks in vague generalities then throws in some prescriptive solutions that you should already know, then this book is for you. Most of the book talks in circles around the vague three laws of performance. While some of the real life examples the book provides make sense, this seems more like a self-help book for the stagnant business person, as it mostly provides what should otherwise be commonsense to most.
Reader’s Rating: 1 / 5
While the endorsements on the back take in are impressive, that is the only positive impression I got from the book. I imagine this could have been a fantastic three to six page book. Sorry to say six pages of quality information have been diluted to fill 205 pages.
Quote 1:
The First Law of Performance: How people perform correlates to how situations occur to them.
Quote 2:
So what exactly does “occur” mean? We mean something beyond perception and subjective experience. We mean the reality that arises within and from your perspective on the situation. In fact your perspective is part of the way that the world occurs to you. “How a situation occurs” includes your past (why things are the way they are) and the future (where this is all going).
End of quotes.
People are empowered or limited based on their individual perspectives–that is the point of the first law, isn’t it? People respond to their subjective realities. So I establish the supposed honor gained by using the word “occur” to be pointless.
The beginning of the first chapter starts out with a tale about a South African black woman telling a South African white woman about suffering under apartheid and how she had despised all white women because of that, and that she apologized for having despised the white woman merely because she was white. The white woman offers to help her deal with her issues by confronting the source of her pain (a white woman who treated her very poorly in the past).
With that opening, we are questioned what if interactions like this were common in our companies, families, and lives. That seems to be the takeaway of the tale. But what can one do with it?
Perhaps my problem is what I expect of a book. I don’t want to figure out what the points are and draw principles out of the writing that has not been made clear and obvious. I want a book to have a direction and be structured such that I get a excellent understanding of what the leader is talking about and it is fun to read because it is bright a bright light on something vital. This book mostly talks and goes nowhere.
This book has as influences both Werner Erhard and est–and both are phenomenal sources of levelheaded lively perspectives for personal growth, and I have read many related books which were really excellent.
If you like The Three Laws of Performance, perhaps you will like Games Business Experts Play. Both books have very useful thoughts that I establish to be open in a very confused manner and completely failed to engage me.
Related books I DO like: The Art of Possibility: Transforming Professional and Personal Life written by a huge fan of Landmark Education. Also est Playing the Game The New Way. And Getting Real: Ten Truth Skills You Need to Live an Authentic Life.
Reader’s Rating: 1 / 5
An alternative review title would be: Philosophical, idealistic, inspirational, socialist but not pragmatic. Obviously I had selected another. I do admire the authors for their pitching of persons three laws which I truly judge are fantastic for mankind. But, only a handful of gigantic corps can practise so as South West Airways with its legendary “Shared vision/goals/knowledge and highly transparent culture”. May be Toyota is another example. Sorry that I cant recall a third one at the moment. Even the authors in pg131-3 admitted, “One of the flaws of management in this day and age is that we fragment accountabilities and then everyone focuses on their own piece.” People regularly see their role as building proposals and leaving the choice building and implementation to others. Regularly executives see their jobs as makng the hard decisions. Both sides get frustrated that the additional isnt doing enough…We need to have effective teams and networks thinking broader. Such networks dont care about who is in charge, and they go seamlessly from proposals to implementation….Perhaps the largest limitation of businesses is that thier network of converations is managed from the notion Only occupy the people that we need to occupy or Keep the barbarians outside the gates…..Why doesnt this take place internally in the course of business? The answer is cruelly simple. It threatens management.” Pardon me for writing too much about my frustration with the real world (in particular amidst the current financial tsunami). To facilitate change, we really need “heroes” at the top. No matter what, if you really want to read a excellent book, you will be satisfied. But, if you want to read a book that can change the world (influenced by the many endorsements) or others (not yourself, I bet), please give this a pass.
p.s. Not more than please find some of my favorite passages for your reference.
The Three Laws/Leadership Corrollaries are: 1) How people perform correlates to how situations occur to them/Leaders have a say, and give others a say, in how situation occurs. 2) How a situation occurs arises in language/Leaders master the chatty environment. 3) Future based language transforms how situations occur to people/Leaders listen for the future of their organisation.
People live into the future they see coming at them, not the actual future they’ll get to someday. Unless people have done something radical to alter their course, the future they are living into is their defaulting future. pg70
Futures exist inthe moment of language (by the right leaders). pg87
Everyone thinks of changing the world, but no one thinks of changing himself. – Leo Tolstoy pg143
Reader’s Rating: 3 / 5
having recently concluded the Landmark Education, which made a whole new world for me, i establish this book a fantastic revision companion. For first timers it should spark an enthusiasic jolt toward a fulfiling and self-expressed future. Buy it and transform!!!!
Reader’s Rating: 5 / 5