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II. Rewriting the Future of Leadership
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II. Rewriting the Future of Leadership
by Dave Logan, Steve Zaffron
The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life
Copyright
Editor's Note
Foreword
Authors' Note
Introduction: The Power of Rewriting the Future
I. The Three Laws in Action
1. Transforming an Impossible Situation
1.1. The First Law and the Future
1.2. A Surprising Turn of Events
1.3. The Need for Something New
1.4. Other Impossible Situations
1.5. Taking It to the Community
1.6. The Night in the Hostel
1.7. Using Conversation to Shift Action
1.8. Transformation: Beyond Change Management
1.9. The Future Rewritten
2. Where Is the Key to Performance?
2.1. Searching for the Key to Performance at the Polus Group
2.1.1. From One Man's Vision to a Crisis of Continuity
2.2. The Knots of Language
2.3. The Key to Performance
2.3.1. Clearing Out the Closet
2.3.2. Our "Internal Voice"
2.3.3. Rackets
2.4. Learning the Language
2.5. Using the Second Law
2.6. The Harvard Business School: The Negotiation, Organizations, and Markets Unit
2.7. Polus Group's Stage 0
2.8. Where Performance Lives
3. Rewriting a Future That's Already Written
3.1. The Power of the Future
3.2. The Power of Future-Based Language
3.3. The Condition Required for Future-Based Language
3.4. Completion: Generative Language That Creates Space
3.5. Declaration: The Kind of Language That Creates a Future
3.6. Life After Stage 0: Creating a New Future
3.7. Principles for Generating New Futures
3.7.1. Principle 1: Futures Inspire Action
3.7.2. Principle 2: Futures Speak to Everyone in the Process
3.7.3. Principle 3: Futures Exist in the Moment of Speaking
3.8. Building Companies and Lives Around Futures
II. Rewriting the Future of Leadership
4. With So Many Books on Leadership, Why Are There So Few Leaders?
4.1. The Rapid Rise of Reebok
4.2. The Three Leadership Corollaries
4.3. Conclusion: Leadership—Rewriting the Script
5. The Self-Led Organization
5.1. The Way Businesses Can Have It All
5.2. The Rise of Corporations as Individuals
5.3. Why the Heat Is Rising on Organizations
5.4. Rise of the Self-Led Organization
5.5. Being Self-Led
5.6. The New Organization: Built from the Self Up
5.6.1. Leaders Step Forward
5.6.2. Manage the Environment of the Network of Conversations
5.6.3. Create Ongoing Conversations with Stakeholders
5.6.4. Listen for a Future That Encompasses the Self
5.6.5. Don't Lose Your Self
5.6.6. Self-Led Management
5.7. Call for Leaders
III. Mastering the Game of Performance
6. Who or What Is Leading Your Life?
6.1. How Did You Become Who You Are?
6.2. Seeing into the Constraints of Your Life Sentence
6.3. Overturning the Life Sentence
6.4. Creating a Crisis of Authenticity
6.5. What Do You Have to Give Up?
6.6. Bringing It Home
6.7. Who Gives You the Right?
7. The Path to Mastery
7.1. The X-Factor in Mastery
7.2. Why There Are No Steps to Mastery
7.3. Milestone 1: Seeing Your "Terministic Screen" in Action
7.4. Milestone 2: Building a New Terministic Screen
7.5. Milestone 3: You'll See New Opportunities for Elevated Performance Everywhere
7.6. Milestone 4: Teaching Others
7.7. Materials for the Pathway to Mastery
7.7.1. First Law Practice: Exploring How the Situation Occurs to You and Others
7.7.2. Experiencing Correlation: The Hand Dance
7.7.3. Second Law Practice: Exploring How Language Shapes How Things Occur to You
7.8. Experiencing Language at Work
7.8.1. Third Law Practice: Having a Say About How Situations Occur
7.8.2. Creating a New Future
7.9. Seeing a Situation Through All Three Laws
8. Breaking the Performance Barrier
8.1. Commitment 1: Get Out of the Stands
8.2. Commitment 2: Create a New Game
8.3. Commitment 3: Make the Obstacles Conditions of the Game
8.4. Commitment 4: Share Your Insights
8.5. Commitment 5: Find the Right Coaching
8.6. Commitment 6: Start Filing Your Past in Your Past
8.7. Commitment 7: Play the Game as If Your Life Depended on It
A. The Three Laws of Performance and the Leadership Corollaries
Notes
Acknowledgments
The Authors
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Part II.
Rewriting the Future
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