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Full Description
Leaders are leading in unprecedented circumstances as the world of work is more complex than ever before. Leadership success can seem elusive. Simple, easy to follow and clear, this book takes complex and validated thinking and research from psychotherapies, psychology and neuroscience, to create simple approaches that have been proven to work in helping leaders address the challenges and tensions experienced day to day.
Organizational leaders are supporting their teams, driving performance and change, they are passionately committed to their organization's cause and yet are often overwhelmed by what comes at them on a daily basis. This book explains how your brain works and needs to work in order to lead effectively. For example, it introduces the brain states of 'threat' and 'reward', what causes these at work, and the likely and needed leadership behaviours to avoid 'threat' states. It presents the 'Egostates', a model that allows us to understand and apply the mechanics of effective communication to leading, preventing conflict and misunderstanding and so increase commitment and motivation. Tools and techniques are provided to influence and manage through change, increasing engagement and decreasing resistance.
This book is for leaders and aspiring leaders and those interested in the neuroscience of leadership. It is also for leadership development coaches, as it contains practical frameworks to use with clients answering the most asked leadership development questions.
Contents
Section 1: The Three Base Models 1. Model 1: The Neurobiology of Leadership 2. Model 2: The Mechanics of Communication: The 'Egostates' 3. Model 3: The Psychology of How Humans Adapt to Change: The Transition Tasks Section 2: Applying the Neurobiology 4. How Do I Keep My Brain Working at Work? The Neurobiology of Resilience: Avoiding Burnout in Today's Workplace 5. How Do Get the Best from Someone? Understanding Individual Neurobiology: Avoiding Threat and Building Rewards: The 7 Types 6. How Do I Manage in Limited Time? The Tired Brain: The Enemy of Effective Leadership 7. How Do I Engage and Motivate a Set of Diverse People with Different Views? The Neurobiology of Inclusion and Psychological Safety Section 3: Communication: Using the Egostates 8. What's Going Wrong in This [Workplace] Relationship? Using the Egostates to Understand Relationship Dynamics 9. We Disagree: How Do I Handle That? How to Have Conversations That Have Impact, That Don't Lead to Conflict and Disengagement 10. How Do I Get the Best Out of My Colleagues? Simple Acts That Create Reward: Using the Egostates and Introducing the 'Strokes' Section 4: Using the Transition Tasks 11. I'm About to Create Change, How Do I Do That and Still Take People with Me? How To Harness the Positivity of a Transition: Setting and Maintaining the Environment for Change 12. How Do I Influence When Someone Is Resistant and Defensive? The Psychology of Influencing Section 5: Using All Three Models in Combination 13. How Do I Give Challenging Feedback So Its Heard and Acted Upon? The Art of Feedback: 'The Most Threat Inducing Act of Leadership' 14. How Do I Instil Ownership? What To Do When Someone Is Not Performing as You Need Them To 15. How Can I Be Heard? The Psychology of 'Voice' 16. How Do I Lead a Whole Team Effectively? Contemporary Team Psychology Section 6: 21st Century Leadership 17. Can Anyone Lead? If I Change My Behaviours, Do I Change Myself? Effective 21st Century Leadership
