Quiet Leadership: Six Steps to Transforming Performance at Work
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Improving the performance of your employees involves one of the hardest challenges in the known universe: changing the way they think. In constant demand as a coach, speaker, and consultant to companies around the world, David Rock has proven that the secret to leading people (and living and working with them) is found in the space between their ears. "If people are being paid to think," he writes, "isn't it time the business world found out what the thing doing the work, the brain, is all about?" Supported by the latest groundbreaking research, Quiet Leadership provides a brain-based approach that will help busy leaders, executives, and managers improve their own and their colleagues' performance. Rock offers a practical, six-step guide to making permanent workplace performance change by unleashing higher productivity, new levels of morale, and greater job satisfaction.
this way, something magical happens. They report that their internal chatter becomes almost nonexistent. They ﬁnd themselves seeing the other person in a new way, becoming fascinated by what they have to say. They ﬁnd themselves being very present and in the moment, and, above all, having a much better time as they listen. And listen they do—reporting that the majority of their attention goes into listening deeply when they are listening for potential. Quiet Leaders listen for potential. They
and signiﬁcantly more productive. Many people once introduced to this work realize they waste significant energy when they don’t apply the Six Steps. One of the biggest inefﬁciencies in organizations is the conversation that doesn’t achieve its intent. Using the Six Steps can make a big difference. In the last ﬁfty years, our ability to process information via computers has jumped from a mere fourteen bits of information per second, to processing billions of bits per second. Perhaps it’s time, as
often do ﬁrst thing each morning after downloading email. Anything that reduces the quantity of emails is a positive thing. Anything that makes an email as clear as humanly possible is great too. Try using as few words as you can so that when people scan through your email, which is one out of a hundred, they can comprehend what you are saying at a glance. Perhaps even go back over emails before you send them. If it’s a long complex email, leave it in your outbox and come back with the clarity of
Sally: Sure, do you want to book a time for that? In the conversation above, Sally wanted to know the project was going to go smoothly, and she sensed Paul needed to have a mental shift. Sally let Paul do all the thinking, while keeping him focused on solutions and stretching his thinking. She knew it would be better to help him think better, rather than tell him what to do. Compare the conversation that happened to other ways this interaction could have gone. Sally could have: ■ ■ ■ Avoided
important to people’s overall effectiveness at work and in life. They are about how to think better, how to function more efﬁciently. Ideas like “I need to listen to my hunches more” or “I need to prioritize better.” You might compare these insights to patches for a computer program, or mini programs that can be drawn on for other uses later on. My point is, the insights people have are potentially valuable resources. Like any other useful resource—such as a new tool a builder might purchase for