Steve Zaffron

In our work lives when something isnt working, we struggle with what part of the problem to tackle first. Do we start with cost reduction? What about morale? Or should we go for process improvements first? We pick the problem to work on, and depending on whether our plan makes sense, one of two things happens. First, we failand then we add frustration to our list of problems. Two, we succeed, and then some new problem pops out to replace the old. We cut 10% out of our budget, and our star performers leave in frustration because we sliced what they saw as a critical program. Its as though the system were working on is an old inner tube. The moment we patch one hole and add pressure, another spot tears open. The point is that its 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 operate rather than targeting people's performance directly. When the three laws in this book are applied, performance transforms to a level far beyond what most people think 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 implement 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, making it stick. The focus is on making such transformations permanent and repeatable, providing practical examples from clients such as Apple, Lockheed Martin, Johnson & Johnson, Morgan Stanley, and many others.

In our work lives when something isn't working, we struggle with what part of the problem to tackle first. Do we start with cost reduction? What about morale? Or should we go for process improvements first? We pick the problem to work on, and depending on whether our plan makes sense, one of two things happens. First, we fail - and then we add ''frustration'' to our list of problems. Two, we succeed, and then some new problem pops out to replace the old. We cut 10% out of our budget, and our star performers leave in frustration because we sliced what they saw as a critical program. It's as though the system we're working on is an old 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 operate rather than targeting people's performance directly. When the three laws in this book are applied, performance transforms to a level far beyond what most people think 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 implement 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, making it stick. The focus is on making such transformations permanent and repeatable, providing practical examples from clients such as Apple, Lockheed Martin, Johnson & Johnson, Morgan Stanley, and many others.

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 editionFilled with illustrative examples from Northrup Grumman, BHP-Billiton, Reebok, Harvard Business School, and many othersTwo 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.

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 editionFilled with illustrative examples from Northrup Grumman, BHP-Billiton, Reebok, Harvard Business School, and many othersTwo 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.