Law #1 : Performance correlates to how the situation occurs to people involved
It doesn’t matter what you say or how you say it. What matters is how you are heard.
If the situation occurs to you as broken and unfixable, it won’t change. However if the situation occurs to you as unsustainable and needing to be changed, it is likely to change. Compare the ‘default future’ with the ‘ideal future’.
Our ‘default future’ is where we end up if the story is not changed. We can choose not to accept the default future, and embrace transformation. We can imagine a future we want and move towards it. Large groups of people can rally behind a compelling vision of the future.
Ask yourself: What is my default future? What is my vision for the ideal future?
Personal Health Default future: Stress, over-eating, relationship issues will persist and I will die early and lonely.
Ideal future: eating healthy in moderation, drinking lots of water, pushing myself in the gym, will lead to a long and happy life.
Three Laws of Performance Law #2 : How the situation occurs arises in language
Whatever you resist persists. Leaders have to listen to verbal and non-verbal language. There is often tension in the room and controversial things are left unsaid. These issues need to confronted else they persist.What is unsaid? What is unsaid but communicated non-verbally? Leaders must have the courage to say what is unsaid, to confront issues that make people uncomfortable.
Three Laws of Performance Law #3 : Future based language transforms how situations occur to people.
To elevate performance, you have to change the story of the organization and get buy in from the whole community. The story is the vision of where the group is headed.
Ask yourself: Where do you see your team in 5 years? 10 years? What stories will you tell when you get to the old folks home?