机读格式显示(MARC)

• 000 03719pam a2200385 i 4500

• 001 0000837196

• 003 CAL

• 005 20250907155400.0

• 008 171228s2018 njua b 001 0 eng

• 010 __ |a 2017058808

• 020 __ |a 9781119464426 (hardback)

• 020 __ |z 9781119464440 (ePDF)

• 020 __ |z 9781119464433 (ePub)

• 040 __ |a DLC |b eng |e rda |c DLC

• 042 __ |a pcc

• 050 00 |a HD57.7 |b .I793 2018

• 082 00 |a 658.4/092 |2 23

• 084 __ |a BUS030000 |a BUS071000 |a BUS041000 |2 bisacsh

• 090 __ |a F272.91/X4

• 093 __ |a F272.91 |2 5

• 100 1_ |a Irwin, Tim, |d 1949-

• 245 10 |a Extraordinary influence : |b how great leaders bring out the best in others / |c Tim Irwin.

• 260 __ |a Hoboken : |b Wiley, |c 2018.

• 300 __ |a xii, 196 pages : |b illustrations ; |c 24 cm

• 336 __ |a text |b txt |2 rdacontent

• 337 __ |a unmediated |b n |2 rdamedia

• 338 __ |a volume |b nc |2 rdacarrier

• 500 __ |a Includes index.

• 520 __ |a "The age-old question for every leader—how 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? Isn’t that what leaders, parents and teachers really want? Ultimately, don’t 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 CEO’s that Dr. Tim Irwin interviewed for this book give us the answers we’ve 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 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"-- |c Provided by publisher.

• 520 __ |a "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"-- |c Provided by publisher.

• 650 _0 |a Leadership.

• 650 _0 |a Personnel management.

• 650 _7 |a BUSINESS & ECONOMICS / Human Resources & Personnel Management. |2 bisacsh

• 650 _7 |a BUSINESS & ECONOMICS / Leadership. |2 bisacsh

• 650 _7 |a BUSINESS & ECONOMICS / Management. |2 bisacsh