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 edition
* Filled with illustrative examples from Northrup Grumman,
BHP-Billiton, Reebok, Harvard Business School, and many others
* Two 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.
Table of Content
Editor’s Note, by Warren Bennis xiii
Foreword, by Michael C. Jensen xvii
Authors’ Note xxi
Introduction: The Power of Rewriting the Future xxv
Part I: The Three Laws in Action
1. Transforming an Impossible Situation 3
2. Where Is the Key to Performance? 31
3. Rewriting a Future That’s Already Written 65
Part II: Rewriting the Future of Leadership
4. With So Many Books on Leadership, Why Are There So Few Leaders? 93
5. The Self-Led Organization 117
Part III: Mastering the Game of Performance
6. Who or What Is Leading Your Life? 143
7. The Path to Mastery 169
8. Breaking the Performance Barrier 199
Epilogue to the Paperback Edition 206
Appendix: The Three Laws of Performance and the Leadership Corollaries 212
Notes 213
Acknowledgments 215
The Authors 219
Index 221
About the author
Steve Zaffron is the CEO of the Vanto Group, a global consulting firm that designs and implements large-scale initiatives to elevate organizational performance. Zaffron has directed major corporate initiatives with more than three hundred organizations in twenty countries.
Dave Logan is on the faculty at the Marshall School of Business at the University of Southern California and is a former associate dean. He is also senior partner of Culture Sync, a management consulting firm. Logan has written three books, including Tribal Leadership.
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