Summary of The Three Laws of Performance

Looking for the book?
We have the summary! Get the key insights in just 10 minutes.

The Three Laws of Performance book summary
Start getting smarter:
or see our plans

Rating

7

Qualities

  • Well Structured
  • Inspiring

Recommendation

Steve Zaffron and Dave Logan recognize that businesses and their leaders face radical shifts in the corporate climate and confront pressing organizational problems. But rather than wallow in negativity, they offer communication-based solutions called the “Three Laws of Performance” that they believe can transform companies and individual relationships. Zaffron and Logan explain how to energize and sustain your organization – and your personal life – by using candid language, fostering open discussion, confronting past wounds and voicing a positive future vision. Their ideas may not be revolutionary, but getAbstract finds them interesting, sensible and worthy of close examination.

About the Authors

Steve Zaffron is CEO of Vanto Group, an organizational performance consultancy, and a board member of Landmark Education. Dave Logan, Ph.D., co-founder of the CultureSync consultancy, teaches at the Marshall School of Business at the University of Southern California. He is the co-author of Tribal Leadership.

 

Summary

Fundamental Change Is Necessary

Many executives suffer lagging sales, declining employee morale and problems ranging from productivity to performance. Often, they are not quite sure how to make things better, so they tweak the costs of products and services or reassign employees. But as soon as they solve one dilemma, another surfaces. This cycle of inefficiency continues because the firm’s core dynamics remain unchanged. To make a real difference in your organization’s internal relationships and its future, apply the “Three Laws of Performance.”

Law One: “How People Perform Correlates to How Situations Occur to Them”

Different individuals view the same set of circumstances from various perspectives. Objective facts are open to dissimilar interpretations, depending upon each person’s experiences and expectations. You may view a co-worker as “selfish” and “impulsive,” while someone else could see the same person as “empowered” and “spontaneous.” This is not a matter of who is right or wrong; it is a matter of perception. Each person’s actions and behaviors determine the way “things occur.” In other words, reality truly is in the eye of the beholder.

Workplace...


More on this topic

By the same authors

Tribal Leadership
7

Customers who read this summary also read

The Master Coach
8
The Bully-Proof Workplace
8
The Decision Makeover
8
Leadership in Focus
7
The Inspiration Code
7
Learning for Organizational Development
7

Comment on this summary

  • Avatar
  • Avatar
    M. M. 3 years ago
    An excellent summary of some critical factors underpinning high performance. Looking forward to reading the full book.