In this leadership book, 42 Rules for Creating WE offers new insights from thought leaders in neuroscience, organizational development, and brand strategy, introducing groundbreaking practices for bringing the spirit of WE to any organization, team or cause.
"42 Rules for Creating WE is based on the newest research from an emerging field called the 'Neuroscience of WE'."Humiliation Studies
If you are a supervisor or a team leader, you know how difficult it is to run a unit or a team. You’ve the one job where everyone seems to give you a hard time; management demands improved performance, employees want you to solve their problems, other units need you to
Ray Dalio, one of the world’s most successful investors and entrepreneurs, shares the unconventional principles that he’s developed, refined, and used over the past forty years to create unique results in both life and business—and which any person or organization can adopt to help achieve their goals. Here, from a man who
First-time Leader provides basic frameworks, processes, and tools to help first-time leaders and their teams deliver better results faster. Leading is about inspiring and enabling others to do their absolute best, together, to realize a meaningful and rewarding shared purpose. Authors George Bradt, Managing Director of PrimeGenesis, and Gillian Davis, Managing
Perhaps more than any of the other dysfunctions, the leader must set the tone for a focus on results. If team members sense that the leader values anything other than results, they will take that as permission to do the same for themselves. Team leaders must be selfless and objective and
Social capital consists of the stock of active connections among people: the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible. It makes an organization, or any cooperative group, more than a collection of individuals’ intent on achieving
Businesses everywhere face this kind of problem: success isn’t possible without changing the day-to-day behavior of people throughout the company. But changing behavior is hard, even for individuals, and even when new habits can mean the difference between life and death. So what about changing the way a whole organization behaves?
As teams become increasingly virtual; productivity increases will be required; leadership skills will be demanded from more and more of the team's membership. Our capacity for resilience will be tested on a daily basis. However, when groups of people adapt and respond collectively, incredible things happen. This is where collaborative intelligence
At the heart of every organization chart lies a myth. At the top there’s the boss. Directly beneath are the boss’s direct reports – anywhere from five to fifteen people who meet regularly as the senior team. Whether at the corporate, divisional, functional, or departmental level, this team almost invariably has
We need to give each other space in order to give & receive such beautiful things as ideas, openness, dignity, joy healing & inclusion.
WE-centric leaders must build frameworks for their teams that create tensile strength and establish fresh new benchmarks for success.
When we put our attention on what gives us passion, we catalyze growth in ourselves and trigger the Growth Instinct in others.
Pay attention to finding experiences that inspire you with passion & excitement and they will help you attend to the future in new ways.
When trying to achieve a WE-centric culture, it's important to drive consistent & value-driven behaviors.
Conversations connect us to each other, and enable us to share and compare our views, feelings, insights and wisdom.
Owning your opinions & helping others own theirs will minimize pointless battles of opinions, strained relationships & faulty decisions.
Recognizing & supporting your team’s varying needs creates an environment where the 'WE' becomes bigger than the sum of the 'I's.
It takes courage to see more than the outer shell of a person and journey inward to inspire their hearts, minds and souls.
Listening to connect brings people into our lives in a meaningful way by promoting mutual sharing and discovery.
Our beliefs drive our intentions, our intentions drive our actions, and our actions drive the results we achieve with others.
Great leaders in all domains know the power of presence and use that capacity to perform at levels far beyond average achievement.
The benefits of relating to others through shared accountability and openness far outweigh the risks.
Forgiveness practices promote a WE-centric community built upon appreciative discovery, generative thinking & team synergy.
If we learn to refrain from trying to change others or to impose our truths on others, something positive and amazing happens.
The best way to find out if you can trust somebody is to trust them. Leading with trust invites trust.
If we can catch a “bad mood virus”, we can transmit one too or we can radiate a "great mood virus". The choice is ours.
When we need to create a 'WE' spirit across a large group, we need to think in terms of small sub-teams, generally 5-9 people.
Our authentic sense of self, and in turn our sense of 'WE', generates from being part of and giving to something bigger.
The WE-centric leaders must continuously strive to mine the gifts and potential contributions of each team member.
When we seek to mine for value, we endow meaning to each member beyond their function & inspire them to contribute their full potential.
WE-centric leadership in twelve words or less is: maximize the individual, create a community of people and define the purpose.
The most sustainable practices today focus on how each person's unique capabilities combine with their passions and values.
When we are able to step into each other's shoes & appreciate the world from each other's prospective, everything changes.
Difficult conversations are challenging, yet when one 'I' meets another 'I' in candor and caring, they form a perfect 'WE'.
There is an 'I' in team. And the faster we recognize that, the faster we will succeed at creating 'WE'.
Try to connect with positive feelings by recalling experiences that easily and reliably make you feel good.
Selfless leaders build a strong 'WE' by first being selfish enough to ensure they are an effective I.
Once we take care of our own needs, we become more open to listen and pay attention to others: we become selfless.
Giving with no expectation of return gets a good life. It will also get you a better world; one in which we all look out for one another.