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Shine Relié – 13 janvier 2011
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Your job as a manager is getting harder all the time. But your most critical responsibility--especially in today's world of intensifying competition--is how to help your people shine their brightest.
How do you inspire solid contributors to strive for more? What should you do if a star player falls off their game?
In Shine, bestselling author, psychiatrist, and ADD expert Edward Hallowell draws on brain science, performance research, and his own experience helping people maximize their potential to present a proven process for getting the best from your people:
-Select--put the right people in the right job, and give them responsibilities that "light up" their brain.
-Connect--strengthen interpersonal bonds among team members.
-Play--help people unleash their imaginations at work.
-Grapple and Grow--when the pressure's on, enable employees to achieve mastery of their work.
-Shine--use the right rewards to promote loyalty and stoke your people's desire to excel.
Brimming with Hallowell's trademark candor and warmth, Shine is a vital new resource for all managers seeking to inspire excellence in their teams.
- Nombre de pages de l'édition imprimée224 pages
- LangueAnglais
- ÉditeurHarvard Business Review Press
- Date de publication13 janvier 2011
- Dimensions16.26 x 2.79 x 23.62 cm
- ISBN-101591399238
- ISBN-13978-1591399230
Description du produit
Biographie de l'auteur
Edward M. Hallowell M.D. is a psychiatrist, an instructor at Harvard Medical School, and director of the Hallowell Center for Cognitive and Emotional Health, which serves individuals with emotional and learning problems. He was on the faculty of Harvard Medical School for 20 years. He has written two popular Harvard Business Review articles and authored 13 books, including the national bestseller Driven to Distraction.
Détails sur le produit
- Éditeur : Harvard Business Review Press (13 janvier 2011)
- Langue : Anglais
- Relié : 224 pages
- ISBN-10 : 1591399238
- ISBN-13 : 978-1591399230
- Poids de l'article : 425 g
- Dimensions : 16.26 x 2.79 x 23.62 cm
- Classement des meilleures ventes d'Amazon : 6,063 en Ressources humaines
- 21,082 en Gestion
- 80,775 en Management (Livres)
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Edward M. Hallowell se fonde ici sur les dernières recherches en matière de psychologie et de sciences de la cognition pour aider les managers à trouver des solutions avec leurs équipes. Car, argue-t-il, que vous soyez cireur de chaussure ou dirigeant du CAC 40, votre impact sur votre entourage vient de votre capacité à les amener, non pas à être les meilleurs, mais à être à leur mieux. Et pour aider ses collaborateurs à "briller" à leur façon, pas besoin d'être devin. L'auteur de Shine distingue ainsi, sur la base des résultats de recherche et de situations managériales vécues, cinq principaux champs d'action : connaître suffisamment ses collaborateurs pour définir des responsabilités qui les stimulent, renforcer les liens interpersonnels entre collaborateurs pour éviter que même les meilleurs ne s'anémient avec le temps, pousser les collaborateurs à utiliser leur imagination même dans les tâches répétitives, leur apprendre à gérer la pression, et enfin utiliser les bonnes récompenses pour exploiter le désir naturel chez les êtres humains de briller. Des leviers assez simples, et déjà connus parfois, mais qui s'appuient sur une connaissance approfondie du comportement humain.
Toutefois, quelques mois après la lecture, je réalise m'être souvent inspiré des exemples et outils dans le cadre de mon métier managérial, et avec succès. Les conseils de Ned Hallowell ne sortent peut-être pas d'un laboratoire, mais ils ont le mérite d'adresser le manque de réflexion autour de notre orientation professionnelle.
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Brain science has made surprising discoveries, such as the fact that the brain can change throughout life, (neuroplasticity) and about the oddly neglected psychological state called happiness. We know that “no pain, no gain” is not strictly correct. Excellence occurs in direct proportion to “necessary suffering”, but in inverse proportion to “unnecessary suffering”.
The author, Hallowell has practiced as a psychiatrist for 25 years and as an instructor at the Harvard Medical School. He has gathered some important insights from brain science and has compiled a useful guide to how to draw the most out of one’s staff. His five-part guide is easy to follow and implement, and firmly based on good theory and hard facts.
The five parts are interconnected so if a problem occurs at any point, you should look back to see if the previous steps are still intact, or were correct in the first place. The most common mistake managers make when a person is not performing, is to urge or threaten them to get them to work harder. The mistake is not having created the conditions that will lead workers to want to work harder.
So, let’s go to the beginning. Hallowell’s first step is “Select” - put people into the right jobs in the right environments so that their brains light up. It is the manager’s task to select a task that she is good at, something she likes to do, and something that adds value to the project or organization. If you fail to do this step correctly, all that follows will be affected.
“Working the wrong job is like marrying the wrong person: it will involve lots of hard work but few happy days,” Hallowell explains. A person can’t will himself to work diligently, and a manager can’t motivate employees who are in the wrong place in the company.
To assist in selecting the right person, Hallowell offers a useful do-it-yourself interview questionnaire. (But then you probably do have access to one of these.) Far more interesting is his introduction to a less known insight – your employees’ ‘conative’ style. The word ‘conation’ derives from the Latin ‘conari’, to try. This is a natural, inborn, style of solving problems and initiating actions.
Does she need to be specific and gather lots of data before starting? Is he a is a natural multitasker who easily adapts? Does she follow though to the end of a task? How do your people naturally try to do their work? (See Kathy Kolbe’s free online Conative style test.)
Hallowell’s second step to having a staff member work well is “Connect”. There is no end of forces that disconnect people in the workplace from each other, and from the mission of the organization. Positive connections are the most powerful fuel for peak performance. Connection is the bond an individual feels with another person, group, task, place, idea, or anything else that makes one feel attached, loyal, excited, inspired or willing to make sacrifices for the sake of that connection.
Disconnection is one of the chief causes of substandard work in the modern workplace, Hallowell asserts. Without the invigoration of connection, the brain shrivels and life sags - and yet it is thoroughly preventable!
Data gathered over 70 years on the lives of 268 men (known as the Gant or Harvard Men study,) is one of the best pieces of research on what makes for a full and successful life. The conclusion? “The only thing that really matters in life are your relationships with other people.”
Ask any achiever for the key to their success, and they will most often refer to a person who believed in them, and drew out of them more than they knew they had.
This step, seeing that your people have real connection with other people (NOT digitally intermediated), requires the most skill and patience from managers. The results will make the effort worthwhile.
Research by Tom Rath and the Gallup organization published in 2007, showed that having a best friend at work is a major predictor of superior performance.
Disconnection at work is often caused by managers who rule by pressure and fear, which lobotomizes their people.
A good place to start with the connection step is simply to notice and acknowledge people.
“If you treat employees as if they make a difference to the company, they will make a difference to the company.”
The third step is “play”—imaginative engagement—a phenomenally productive yet undervalued activity of the mind.
Play stimulates the amygdala, a group of neurons deep within the brain, that helps regulate emotions and exerts a beneficial effect on the prefrontal cortex in the brain. This is the executive part of the brain which performs the functions of planning, prioritizing, scheduling, anticipating, delegating, deciding, analysing and so on.
“So, play is good for business, and not being able to play hurts business,” Halloway explains. Is your environment as “playful” as possible in your circumstances?
The fourth step is “Grapple and Grow”. This involves deliberately creating conditions where people want to work hard and are making progress at tasks that they understand are important, even when they are challenging.
All the above leads to the fifth step, “Shine”. Doing well feels very good and giving recognition and noticing when a person is doing well, is critical. Creating a culture that helps people ‘shine’, inevitably becomes a culture of self-perpetuating excellence.
According to a 2005 Harris Interactive survey, 33% of the 7,718 employees surveyed believed they had reached a dead end in their jobs, and 21 % were eager to change careers. Only 20% felt passionate about their work.
It doesn’t have to be that way. Read this book and find out how to do it.
Readability Light -+--- Serious
Insights High --+-- Low
Practical High +---- Low
*Ian Mann of Gateways consults internationally on leadership and strategy and is the author of the recently released ‘Executive Update.
Hallowel likes using similes and buzzwords far too much, obscuring the substance of the content and leaving it apparently superficial. There are gold nuggets in his book, and he refers to literary authorities to assist his subjects, but the book reads more like a motivational speaker's presentation... or worse: like a snake-oil salesman's pitch. This is a pity, because an engineer like myself need to know how to get the most out of my subordinates and colleagues and there seems merit to most of what he writes about.
The style of the book is the biggest problem I have though, but if you can ignore the floral embellishments and buzzwords, then you could really get some value out of it. The final two chapters especially were worthwhile for me.
The process presented by Dr. Hallowell, called the Cycle of Excellence, does not address a single key idea as the basis for peak performance. It is a combination of many ideas while drawing upon the latest research from diverse disciplines. It is a process that he have created and honed over the past 25 years as a doctor, practicing psychiatrist, author, consultant, and instructor at the Harvard Medical School.
Hallowell's cycle consists of five steps (Select, Connect, Play, Grapple & Grow, and Shine), with each chapter explaining one of them and concluding with few pages listing valuable, concrete suggestions on how to implement the explained concept.
What's unique in this book and in the Cycle of Excellence is the bringing together of the five steps, each one of which is not new in itself, but taken together create a new and powerful approach to bring out the best in people.
I highly recommend this book for managers and CEOs who want their companies to thrive even in difficult times!
I couldn't agree more.
In an entertaining and user-friendly format Hallowell teaches how to develop a more enjoyable and productive work environment for both yourself and those you manage.
I immediately began implementing a small portion of what I learned from this book about making positive connections and improving my communication style. I am pleasantly surprised to have found, in just a few weeks, how my connections with several of my direct reports are beginning to strengthen in a way that feels natural and comfortable to me. I NEVER would have thought to do this prior to reading Shine. There are other equally superb lessons in this book about how to empower others to work smarter and more efficiently; and providing simple to execute opportunities for employees to enjoy more positive experiences at work.
In summary, I give this book 5 stars not only because the ideas and lessons within it actually work, but also because it is an enjoyable read.
This book should be equally useful to executives, middle managers and everyone else who wants to help others or themselves "SHINE" more brightly in the workplace and in life.
This was a book I reviewed for a marketing course as an example of good packaging of an idea which could be repackaged to directly address a range of readers. This book focused on management applications, but could be tweaked for educators, coaches, or anyone dealing with individuals and a group dynamic. It's like a basic cookie recipe which could be adapted to chocolate chips, sprinkles, decorator frosting, peanut butter, etc. ;-)
A welcome light read in a densely text-booked semester. ;-) Enjoy!!!