Quiet Leadership
Six Steps to Transforming Performance at Work
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- ¥1,700
発行者による作品情報
Stop telling people what to do.
Start improving how they think. In today’s workplace, where knowledge workers are paid to think, conventional leadership models are failing. The result is a crisis of disengagement and a costly gap between the way employees are managed and the way they want to be managed. This book offers a new approach to leadership development, showing you how to achieve lasting results by subtly and powerfully influencing the way your team thinks.
Based on a deep understanding of brain science, this practical guide provides a six-step framework for leaders who are ready to stop telling and start transforming:
A New Way to Lead: Discover why traditional command-and-control methods fail with modern knowledge workers and how to unlock their potential by improving how they think.Practical Coaching Models: Implement proven, process-focused tools like the CREATE and FEELING models to structure conversations that generate insight and commitment.The Neuroscience of Performance: Understand the core discoveries about how the brain works—and why helping people make their own connections is the fastest way to drive change.Effective Feedback and Follow-Up: Learn to give feedback that builds strengths and ensures new insights become lasting habits, not just fleeting ideas.
PUBLISHERS WEEKLY
A leader's job "should be to help people make their own connections," Rock asserts a commonsense message he overcomplicates in this guide for executives and managers who want to improve employee performance. Rock, CEO of Results Coaching System, strives to legitimize his methodology with neuroscience, acronyms and catchphrases and gratuitous, Powerpointesque illustrations. But his writing style conflicts with his advice keep it succinct and focused. Promising that his approach "saves time and creates energy," he details his six steps: "Think About Thinking" (let people think things through without telling them what to do, while remaining "solutions-focused"); "Listen for Potential" (be a sounding board for employees); "Speak with Intent" (clarify and streamline conversation); "Dance Toward Insight" (communicate in ways that promote other people's insights); "CREATE New Thinking" (which stands for Current Reality, Explore Alternatives and Tap Their Energy, an acronym about "helping people turn their insights into habits"); and, finally, "Follow Up" to ensure ongoing improved performance. Rock also explains how to apply the steps to problem solving, decision making and giving feedback. Perhaps Rock conveys his strategies more effectively in a seminar setting, but for busy executives, this guide (after Personal Best) is more likely to generate frustration than an " 'aha' moment."
