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Extraordinary influence : how great leaders bring out the best in others / Tim Irwin.

by Irwin, Tim, 1949- author.

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Hoboken, New Jersey : John Wiley & Sons, Inc., [2018]

Transformational leadership.

Employees -- Coaching of.

Employees -- Rating of.

Personnel management.

9781119464426 (hardcover) :

1119464420 (hardcover)

xii, 196 pages ; 24 cm

Part I: The science of extraordinary influence: The blue suitcase phenomenon ; Words of life -- part II: How extraordinary influence works: Tactical affirmation ; Strategic influence ; Words of death ; Alliance feedback ; Extraordinary influence for underperformers -- part III: Special applications of extraordinary influence: Extraordinary influence for teams ; Motivating high potentials ; Performance appraisals that lead to extraordinary influence ; Special counsel to parents, teachers, and coaches ; What would happen if we put this into pratice?

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. 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 has discovered that affirmation sets in motion huge positive changes in the brain. It releases certain neurochemicals associated with well-being and higher performance. 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. Irwin calls for a new approach to align workers with an organizations mission, strategy, and goals.

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