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The Dark Side of Leadership (Working Title)

A personal message from Dave Logan:
I’m in the early stages of a new book that I believe will be more important than Tribal Leadership and The Three Laws of Performance put together.

Want to be involved? Sign up here for updates, and requests for help, in this effort. In particular, I am looking for people to interview, places to go where darkness is evident, and meetings with the few leaders who have formed a tension with their dark side.


Synopsis: The Dark Side of Leadership (Working Title): “The Dark Side of Leadership (working title) seeks to help readers find their dark side, map it, and use it without being possessed by it. In particular, this book tries to aid readers form a tension with their dark side, which makes them the type of leaders that can change the world while withstanding the pressures of people who don’t want the world to change.

I hope you’ll decide to be a part of the Dark Side adventure. It’s taken a tribe to get this far. Will take a tribe to make it good. Will take a great tribe to make it great.”

Tribal Leadership

Tribal Leadership

Synopsis: Tribal Leadership: “In Tribal Leadership, management consultants Dave Logan, John King, and Halee Fischer-Wright show leaders how to use the tribes within their organization to maximize productivity and profit. Based on a ten-year study of nearly 24,000 people, and with insights from such leading figures as Brian France, CEO of NASCAR; Reid Hoffman, co-founder of LinkedIn; Scott Adams, creator of Dilbert, and Mike Eruzione, captain of the 1980 U.S. Olympic hockey team, Tribal Leadership is an invaluable guide to understanding how today’s top companies perform, how to develop both personal and team excellence, and why the success of any company comes from the strength of its tribes.”

Endorsements:

“Tribal Leadership should be required reading for anyone in teams or with an interest in improving performance and job satisfaction.”
— David Allen, Author, Getting Things Done: the Art of Stress-Free Productivity and Making It All Work: Winning at the Game of Work and the Business of Life
“Tribal Leadership is the best book on cultural transformation I’ve read in many years, maybe ever.”
— Mark Goulston, “Leading Edge” columnist at Fast Company magazine and bestselling author of Get Out of Your Own Way at Work
“Just finished Tribal Leadership, awesome book! Codifies what we instinctually try to do with Zappos culture.”
— Tony Hsieh, CEO, Zappos.com
“Tribal Leadership presents a clear road map for the new reality of managing organizations, careers, and life. This book points to a new paradigm in not just information technology, but also business. It explains what to do in a world where every professional will have an electronic shingle on the Internet to create a vibrant, active, network.”
— Reid Hoffman, Cofounder, LinkedIn
“I loved your book and highly recommend reading it, as it describes the best run companies I know….”
— Jim Clifton, Chairman and CEO, The Gallup Organization
“Logan, King, and Fischer-Wright have described business cultural leadership through a new and provocative metaphor. ‘The Tribe.’ Tribal Leadership is particularly valuable because it focuses on creating an environment where members of the ‘tribe’ (employees) enhance the quality of their lives as well as the performance of the enterprise. Even more promising, Tribal Leadership offers a prescription for the struggling segments of our society, who live without a hopeful vision of the future.”
— Jim Copeland, Former CEO, Deloitte Touch Tohmatsu
“Tribal Leadership identifies the true source of exceptional leadership. Logan, King, and Fischer-Wright have clearly traced the emergence of great leaders from the dynamics of the team. They have not only identified the source of leadership, but outline the steps necessary to achieve both personal and team excellence”
— Jim Keyes, CEO, Blockbuster Stores

Three Laws of Performance

 

three laws of performance

Synopsis: Three Laws of Performance: “This provocative, eye-opening book gets right to the heart of achieving extraordinary, lasting results by distinguishing Three Laws of Performance. With The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life by Steve Zaffron and Dave Logan, you won’t just make improvements, you’ll find the power to rewrite your future in business and your life.”

Endorsements:

“This book filled with insights, real-life encounters and experiences shows us how we may do the work of transformation. Steve and David have written an inspiring, practical book, applicable in the corporate, labour, political, and civil society sectors, that will assist all who seek to rewrite the future of our world.”
— Archbishop Desmond Tutu, Nobel Laureate, Former General Secretary, South African Council of Churches
“I believe this book may be one of the most important written in many years. The ideas are much larger than we normally see in business books. They aren’t tips, tools, or steps, but are in fact laws that govern individual, group and organizational behavior. The [case studies are] illustrations of organizations bringing out the best in people and in communities. These aren’t just companies making a profit, but companies doing well in the world, by any measure. Leaders would be well served to think about these laws and find ways to apply their insights.
“As we move into the heart of the 21st century, it’s time for business leaders to ask what impact they want their career, and their entire organization to make. The future that’s already written about organizations is not the most ideal. We can do better, must do better. In striving for what’s possible, not just for what’s likely, this book can be a resource for generations to come.”
— Warren Bennis, Founding Chairman, The Leadership Institute, University of Southern California
“Change doesn’t happen in a vacuum; it happens when people see and hear a future they can get excited about. Steve Zaffron and Dave Logan show how true leaders sidestep stumbling blocks to articulate visions that inspire.”
— Ken Blanchard, Co-author of The One Minute Manager© and Leading at a Higher Level
“Implementing their three “invariable laws” will help you and others perform beyond limits and with integrity. The reasoning is sound, the language is clear, the illustrations are compelling. A delightful, informative read.”
— Chris Argyris, James Bryant Conant Professor (Emeritus) Graduate Schools of Business Administration and of Education Harvard University
“Cracks the code wide open for breakthrough performance. Recounting of specific successes across diverse businesses makes claims undeniable. A must read for next generation managers and leaders.”
— Bob Young, Former Group President, Lockheed Corporation
“If you can only read one book this year, this is the one. It has the code for the future of your organization. A must-read.”
— Dr. Clotaire Rapaille, Author of the bestseller, The Culture Code

The Coaching Revolution

Top performers in every field have coaches. Today’s managers are primarily responsible for the bottom-line performance of their employees, and so it makes that many of them would have coaches. Just as in sports, when great athletes become coaches, many of the best managers are incorporating the essence of coaching into their management style. The Coaching Revolution presents the best practices of some of today’s best managers—best practices that are changing good companies into great places to work, transforming teams of champions into championship teams. Managers who adopt these practices are building better companies by becoming manager-coaches and leading coaching revolutions.

From our research, the best manager-coaches use three steps, each of which is supported by several specific techniques. These include:

STEP ONE—”SEE”

“Listening like a coach”—manager-coaches get people to see themselves so differently that they are forever changed.

“Seeing a world-class culture”—manager-coaches use the cultural map of five possible cultures to see where their companies are, and where they can go.

“Beyond Work-Life Balance”—manager-coaches know that great careers require a commitment to excellence, not to balance; manager-coaches help people see their commitments that will bring excellence to their entire careers and lives.

STEP TWO—”SAY”

“The secret to leadership”—manager-coaches use a vital form of communication to seize leadership for themselves and for their teams.

“Values to the core”—a new form of value-based leadership uses the communication to craft cultures that will not settle for anything except excellence.

STEP THREE—”DO”

“Holding people accountable”—manager-coaches use the difference between accountability and responsibility to “pull” people to accomplish their goals.

“The J Curve”—managers know that things often get worse before they get better, but manager-coaches are skilled at moving teams straight to the improvement stage.

PUTTING IT ALL TOGETHER

Manager-coaches have special techniques to deal with teams in crisis, differences across generations, and building teams that think.