LEADER 00000cam a2200421 i 4500 
001    on1019836461 
003    OCoLC 
005    20180518023533.0 
008    171228s2018    nju           001 0 eng   
010    2017058808 
020    9781119464426|qhardcover 
020    1119464420|qhardcover 
035    (OCoLC)1019836461 
040    DLC|beng|erda|cDLC|dOCLCO|dBDX|dOCLCF|dOCLCQ|dNDS|dCGP
       |dYDX|dOCLCO|dTXMAL|dOCP|dINR|dBKL|dUtOrBLW 
042    pcc 
049    BKLA 
082 00 658.4/092|223 
099    658.4092|aI 
100 1  Irwin, Tim,|d1949- 
245 10 Extraordinary influence :|bhow great leaders bring out the
       best in others /|cTim Irwin. 
264  1 Hoboken, New Jersey :|bJohn Wiley & Sons, Inc.,|c[2018] 
300    xii, 196 pages ;|c24 cm 
336    text|btxt|2rdacontent 
337    unmediated|bn|2rdamedia 
338    volume|bnc|2rdacarrier 
500    Includes index. 
505 2  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? 
520    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. 
650  0 Transformational leadership. 
650  0 Employees|xCoaching of. 
650  0 Employees|xRating of. 
650  0 Personnel management. 
947    esm 
948    LTI 2018-06-04 
948    MARS 
994    C0|bBKL 
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