Danny

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Danny is Currently Reading

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Positive Intelligence: Why Only 20% of Teams and Individuals Achieve Their True Potential AND HOW YOU CAN ACHIEVE YOURS

by Shirzad Chamine

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Mar 22, 2015 11:28PM

“Motivating people doesn’t work because you cannot force someone to feel a sense of relatedness. But as a leader, you can encourage relatedness by challenging beliefs and practices that undermine people’s relatedness at work. That means paying attention to how your people feel. That means gaining the skill to deal with their emotions. That means getting personal.”
― Susan Fowler, Why Motivating People Doesn't Work . . . and What Does: The New Science of Leading, Energizing, and Engaging

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“In the most trying times, you would trust your people; you would extend hard challenges to them and allow them space to fulfill their responsibilities. You would access their intelligence in a way that would actually make them smarter.”
― Liz Wiseman, Multipliers: How the Best Leaders Make Everyone Smarter

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“There are significant implications for the organization when people experience high-quality motivation. They achieve above-standard results; demonstrate enhanced creativity, collaboration, and productivity; are more likely to repeat their peak performance; and enjoy greater physical and mental health.”
― Susan Fowler, Why Motivating People Doesn't Work . . . and What Does: The New Science of Leading, Energizing, and Engaging

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“The double role of living systems as parts and wholes requires the interplay of two opposite tendencies: an integrative tendency to function as part of a larger whole, and a self-assertive, or self-organizing tendency to preserve individual autonomy (see Chapter 7).”
― Fritjof Capra, The Systems View of Life: A Unifying Vision

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“The principles of classical management theory have become so deeply ingrained in the ways managers think about organizations that for most of them the design of formal structures, linked by clear lines of communication, coordination, and control, has become almost second nature. This largely unconscious embrace of the mechanistic approach to management has now become one of the main obstacles to organizational change.”
― Fritjof Capra, The Systems View of Life: A Unifying Vision

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