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.

A proven system for rallying all of an organizations' employeesaround a new vision and ideas for making the vision stickWhen something at work isn't going smoothly, managers strugglewith what part of the problem to tackle first. Do they start withcost reduction? Or should they go for process improvements first?The authors--who have helped hundreds of companies andindividuals change and improve--say spend time and moneyadjusting the systems in which people operate, rather thantargeting people and their performance directly. The authors showthat it's in fact possible to change everything at once--witha focus on making such transformations permanent andrepeatable.* Brand-new Introduction written for the paperback edition* Filled with illustrative examples from Northrup GrummanBHP-Billiton, Reebok, Harvard Business School, and many others* Two experts in the field show how to make major transformationshappenThe book outlines a process for engaging all employees to buy-into an improved vision of an organization's new and improvedfuture.

Editor's Note, by Warren Bennis xiiiForeword, by Michael C. Jensen xviiAuthors' Note xxiIntroduction: The Power of Rewriting the Future xxvPart I: The Three Laws in Action1. Transforming an Impossible Situation 32. Where Is the Key to Performance? 313. Rewriting a Future That's Already Written 65Part II: Rewriting the Future of Leadership4. With So Many Books on Leadership, Why Are There So Few Leaders? 935. The Self-Led Organization 117Part III: Mastering the Game of Performance6. Who or What Is Leading Your Life? 1437. The Path to Mastery 1698. Breaking the Performance Barrier 199Epilogue to the Paperback Edition 206Appendix: The Three Laws of Performance and the Leadership Corollaries 212Notes 213Acknowledgments 215The Authors 219Index 221