Simple, easy to follow and clear, this book takes complex and validated thinking and research from psychotherapies, psychology and neuroscience, to create simple approaches that have been proven to work in helping leaders address the challenges and tensions experienced day to day.
Simple, easy to follow and clear, this book takes complex and validated thinking and research from psychotherapies, psychology and neuroscience, to create simple approaches that have been proven to work in helping leaders address the challenges and tensions experienced day to day.
Kate Pearlman-Shaw specialises in helping leaders to change their behaviours. She worked for 18 years as a UK Clinical Psychologist and leader, and has spent the past 20 years working internationally as a leadership development coach and facilitator for private and public sector organisations. She is a double Chartered Psychologist with the British Psychological Society, both as a Coaching Psychologist and a Clinical Psychologist.
Inhaltsangabe
Section 1: The three base models 1. Model 1: The neurobiology of leadership 2. Model 2: The mechanics of communication: the ego states 3. Model 3: The psychology of how humans adapt to change: the transition tasks Section 2: Applying the neurobiology 4. How do I keep my brain working at work? The neurobiology of resilience: avoiding burnout in today's workplace 5. How do get the best from someone? Understanding individual neurobiology: avoiding threat and building rewards: the seven types 6. How do I manage in limited time? The tired brain: the enemy of effective leadership 7. How do I engage and motivate a set of diverse people with different views? The neurobiology of inclusion and psychological safety Section 3: Communication: using the ego states 8. What's going wrong in this workplace relationship? Using the ego states to understand relationship dynamics 9. We disagree: how do I handle that? How to have conversations that have impact, but don't lead to conflict and disengagement 10. How do I get the best out of my colleagues? Simple acts that create reward: using the ego states and introducing the 'Strokes' Section 4: Using the transition tasks 11. I'm about to create change - how do I do that and still take people with me? How to harness the positivity of a transition: setting and maintaining the environment for change 12. How do I influence when someone is resistant and defensive? The psychology of influencing Section 5: Using all three models in combination 13. How do I give challenging feedback so its heard and acted upon? The art of feedback: 'the most threat inducing act of leadership' 14. How do I instil ownership? What to do when someone is not performing as you need them to 15. How can I be heard? The psychology of 'voice' 16. How do I lead a whole team effectively? Contemporary team psychology Section 6: Twenty-first century leadership 17. Can anyone lead? If I change my behaviours, do I change myself? Effective twenty-first century leadership
Section 1: The three base models 1. Model 1: The neurobiology of leadership 2. Model 2: The mechanics of communication: the ego states 3. Model 3: The psychology of how humans adapt to change: the transition tasks Section 2: Applying the neurobiology 4. How do I keep my brain working at work? The neurobiology of resilience: avoiding burnout in today's workplace 5. How do get the best from someone? Understanding individual neurobiology: avoiding threat and building rewards: the seven types 6. How do I manage in limited time? The tired brain: the enemy of effective leadership 7. How do I engage and motivate a set of diverse people with different views? The neurobiology of inclusion and psychological safety Section 3: Communication: using the ego states 8. What's going wrong in this workplace relationship? Using the ego states to understand relationship dynamics 9. We disagree: how do I handle that? How to have conversations that have impact, but don't lead to conflict and disengagement 10. How do I get the best out of my colleagues? Simple acts that create reward: using the ego states and introducing the 'Strokes' Section 4: Using the transition tasks 11. I'm about to create change - how do I do that and still take people with me? How to harness the positivity of a transition: setting and maintaining the environment for change 12. How do I influence when someone is resistant and defensive? The psychology of influencing Section 5: Using all three models in combination 13. How do I give challenging feedback so its heard and acted upon? The art of feedback: 'the most threat inducing act of leadership' 14. How do I instil ownership? What to do when someone is not performing as you need them to 15. How can I be heard? The psychology of 'voice' 16. How do I lead a whole team effectively? Contemporary team psychology Section 6: Twenty-first century leadership 17. Can anyone lead? If I change my behaviours, do I change myself? Effective twenty-first century leadership
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Internetauftritt der buecher.de internetstores GmbH
Geschäftsführung: Monica Sawhney | Roland Kölbl | Günter Hilger
Sitz der Gesellschaft: Batheyer Straße 115 - 117, 58099 Hagen
Postanschrift: Bürgermeister-Wegele-Str. 12, 86167 Augsburg
Amtsgericht Hagen HRB 13257
Steuernummer: 321/5800/1497
USt-IdNr: DE450055826
