Summary of You! The Positive Force In Change

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You! The Positive Force In Change book summary
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The human brain is wired to resist change. Leadership experts Eileen Rogers and Nick van Dam cite its reaction to change, the “fear factor,” as a root cause of organizational and personal failure. They advocate using a positive, evidence-based approach to management as an empathetic alternative to old-style authoritarianism. This strategy can help managers allay the fear of change that locks people in place and prevents them from considering important issues logically. The process of neuroplasticity helps the brain form the new connections people need to deal with novel situations, but it works best amid “mindful” calmness. A negative state of mind is contagious and breeds inflexibility, but positivity can help leaders and their employees handle change. Although the book refers to many touchstone findings in brief, and moves quickly on, the need to lead with optimism and emotional inclusion emerges as its main message. getAbstract suggests the authors’ insights and methods to progressive managers making the transition to a more consultative, “emotionally intelligent” approach to leading change.

About the Authors

Eileen Rogers is founder and CEO of the LeadershipSigma consultancy. Nick van Dam is McKinsey & Company’s global chief learning officer.



Leadership for Meaning and Purpose

Leaders can harness insights from neuroscience and psychology to broaden the meaning of work and to make it more fulfilling for their employees. Leaders need flexibility, positivity and understanding to prevent demotivation from blighting their workforce. If they discuss change openly, positively and inclusively, leaders can prevent fear and disruption. They should channel their “moments of leadership” both for their firm’s good and for social good. Businesses must act differently in the 21st century; leading-edge management now includes such concepts as “not just for profit” and “ethical capitalism.”

Modern cognitive science is quickly taking apart old “command and control” approaches to management. Leaders tend to be either “dissonant” or “resonant,” according to organizational theorist Richard Boyatzis. Old-style rigid leadership is dissonant and top-down; modern consultative, empathetic leadership is resonant. Emotional intelligence is central to resonant leadership. Good leaders recognize that the hierarchical work structures of the 20th century are unsustainable. In light of modern insights about what really motivates people...

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    A. K. 4 years ago
    “Every human has an ex­tra­or­di­nary po­ten­tial to em­brace life, to con­tribute value and to make a dif­fer­ence
    Such a thought provoking line. Every being/resource counts..