Steve Zaffron Knihy

Přepište budoucnost svého podnikání a změňte svůj osobní život. Tři zákony produktivity: 1. Naše produktivita souvisí s tím, jak se nám určitá situace jeví. 2. To, jak vnímáme svět, je ovlivňováno způsobem, jakým se vyjadřujeme. 3. Pomocí tvořivého jazyka můžeme přepsat svou budoucnost. I když si to většina z nás neuvědomuje, naše životy směřují k budoucnosti, která je již napsaná. Naši budoucnost totiž utvářejí naše naděje, obavy, sny, očekávání a rozhodnutí. Také budoucnost podniků ovlivňují minulé události, kultura, úspěchy či selhání. Takto načrtnutá budoucnost má pak vliv na stupeň produktivity, jíž jsou jednotlivci a organizace schopni dosáhnout.

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? What about morale? Or should they go for process improvements first? They pick the problem to work on and, depending on whether their plan makes sense, one of two things happens.

Navigating workplace challenges often feels like managing a leaky inner tube, where addressing one problem leads to another emerging. The book explores the complexities of prioritizing issues, such as cost reduction versus employee morale, and highlights the cycle of frustration that arises from both failure and success. It emphasizes the interconnectedness of workplace problems, illustrating how solutions can inadvertently create new challenges, ultimately complicating efforts for improvement.

The book explores how organizational challenges often stem from mismanaged priorities, leading to a cycle of frustration and temporary fixes. Zaffron and Logan propose that true transformation occurs when people’s performance is directly addressed, rather than merely adjusting systems. They outline three laws that link performance to language and perceptions, emphasizing the power of future-based language. Drawing on successful case studies from major companies, the authors offer a framework for creating lasting change and fostering a unified vision among employees.

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? What about morale? Or should they go for process improvements first? They pick the problem to work on and, depending on whether their plan makes sense, one of two things happens.