Quiet leadership david rock


Published on

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Quiet leadership david rock

  1. 1. Quiet Leadership David Rock
  2. 2. Great teachers…. • Create vision and strategy • Establish clear expectations • Help their students to solve problems themselves • Support them in making their own decisions • Give consistent positive feedback on performance
  3. 3. • Change is pain. Organizational change is unexpectedly difficult because it provokes sensations of physiological discomfort. • Behaviorism doesn’t work. Change efforts based on incentive and threat (the carrot and the stick) rarely succeed in the long run. • Humanism is overrated. In practice, the conventional empathic approach of connection and persuasion doesn’t sufficiently engage people. • Focus is power. The act of paying attention creates chemical and physical changes in the brain. • Expectation shapes reality. People’s preconceptions have a significant impact on what they perceive. • Attention density shapes identity. Repeated, purposeful, and focused attention can lead to long-lasting personal evolution.
  4. 4. • 1. To take any kind of committed action, people need to think things thru for themselves: • 2. People experience a degree of inertia around thinking for themselves due to the energy required; • 3. The act of having an aha moment gives off the kind of energy needed for people to become motivated and willing to take action
  5. 5. • We have a limited amount of working memory • Once people have done a job for some time, they are unconscious much of their workday • It’s almost impossible to change any hardwiring that’s been imbedded in the brain • Big difference between a thought (a map held in our working memory) and a habit (a map that’s hardwired in the deeper part of our brain)
  6. 6. • Neurons need positive feedback in some form to create long-term connections • Instead of looking for behaviours to fix in others, become fascinated with identifying and growing people’s strengths • Directions a conversation can go – – – – Philosophical Detailed Problem focused Solution focused • It only takes 10 to 20% of the time to use a selfdirected approach than it does to make suggestions
  7. 7. • Remove the word ‘why’ from our conversations, and we’ll become more solution-focused • Assume that people have the answers, and we’re just here to help them to think • When other people are able to make their own mental picture of what we’re saying, their brain sends a signal to the head to nod a little • Advice rarely works
  8. 8. Questions you could ask to deepen people’s learning • • • • What was your big insight this week? What did you find out about yourself? What other insight did that open up? What did you discover about your thinking or habits? • What new habit did you notice starting to emerge?
  9. 9. • According to neuroscientist John Ratey, any kind of physical activity helps the brain process ideas • Have a lie-down. A recent study showed people came up with better ideas while horizontal • Goleman (in Emotional Intelligence) found that social isolation was roughly twice as detrimental to our health as smoking