β Scribed by Emily Tilton
No coin nor oath required. For personal study only.
"The age-old question for every leaderhow do we bring out the best in those we lead? Anyone who has run a company, raised a family, lead an army, or coached a team struggles to find the key to help others excel and realize their potential. It is surprising how often we resort to criticism vs. an approach that actually results in a better worker and a better person. What if we could speak Words of Life that transform those under our influence and ignite fires of intrinsic motivation? What if those we lead found great purpose in what they do and worked at their jobs with all their heart? Isnt that what leaders, parents and teachers really want? Ultimately, dont we hope to foster intrinsic motivation so that the individuals we lead become better employees, better students or better athletes? Recent discoveries of brain science and the wisdom of top CEOs that Dr. Tim Irwin interviewed for this book give us the answers weve long sought. In most organizations, the methods used to provide feedback to employees such as performance appraisal or multi-rater feedback systems, in fact, accomplish the exact opposite of what we intend. We inadvertently speak Words of Death. Brain science tells us that these methods tend to engage a natural negativity bias that is hardwired in us all. Science in recent years discovered that affirmation sets in motion huge positive changes in the brain. It releases certain neuro chemicals associated with well-being and higher performance. Amazingly, criticism creates just the opposite neural reaction. The most primitive part of the brain goes into hyper defense mode, compromising our performance, torpedoing our motivation and limiting access to our higher-order strengths. How do we redirect employees who are out-of-line without engaging our natural negativity bias? Leaders must forever ban the term, Constructive Criticism. Brain science tells us that we can establish a connection between the employees work and his or her aspirations. This book calls for a new approach to align workers with an organizations mission, strategy and goals, called Alliance Feedback"--;"Brain science tells us that we can establish a connection between the employee's work and his or her aspirations. This book calls for a new approach to align workers with an organization's mission, strategy and goals, called Alliance Feedback"--;Intro; Title Page; Table of Contents; Foreword; Part I: The Science of Extraordinary Influence; 1 The Blue Suitcase Phenomenon; Where Does Your Organization Eat?; The Conundrum; TaskΓ’#x80;#x90;Driven Leadership; Macho Management; Bring Out the Best in Others; Notes; 2 Words of Life; Pulled by Purpose; Our Brains Love Affirmation; Not Really Affirmation; AffirmationΓ’#x80;#x94;The Means to Influence; Notes; Part II: How Extraordinary Influence Works; 3 Tactical Affirmation; How Do We Affirm the Style of Those We Seek to Influence?; Style and Receptivity; Competence; Why Affirm; Note; 4 Strategic Influence.
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