Number of pages: 288
Publisher: Grand Central Publishing
BBB Library: Personal Success
A stunning new approach to how individuals can not only change their lives for the better in the workplace, but also their lives away from the office, including (but not limited to) finding ways to improve one's working relationship with others, one's overall health, outlook on life, and so on.
"The authors take on the myth that determination and willpower are all that are needed to create success or change behavior." Web Psychology
"This is a book you can put to immediate use at work." Huffington Post
"The main premise of Change Anything is that when you are trying to make any major change in your life by developing new habits or getting rid of old habits, gritting it out through will-power alone is unlikely to get you there." Productiv
"Well, the authors ofChange Anything: The New Science of Personal Successare set on changing that cycle for everyone, thus changing the world. " Actionable Books
"Change Anythingshows how to overcome “the willpower trap” and become both “the scientist and the subject” in your personal success experiment." Tuja Wellness
Social intelligence is defined as the ability to get along well with others while winning their cooperation. Social intelligence is a combination of sensitivity to the needs and interests of others, which is sometimes called your social radar, an attitude of generosity and consideration, and a set of practical skills for
Change is a pain. Humans are naturally attracted to tedious and repetitive norms of life. As such, they always fear the unusual and dread novelty. Moreover, they feel highly anxious and worried if they find it necessary to change the course of their lives, especially if they are not sure of
The assumption has always been made that the choices we make in life are based on the circumstances provided at the time of the choice. As much as it may feel that we are weighing out the facts in front of us, our actions are actually dictated by the motivations of
Appreciative Inquiry (AI) is a new model of change management, uniquely suited to the values, beliefs, and business challenges facing managers and leaders today. It is a process for large-scale change management that can enable you to engage and inspire your highly diverse and dispersed workforce; to involve customers and other
According to conventional wisdom, highly successful people have three things in common: motivation, ability, and opportunity. Here is a fourth ingredient that’s critical but often neglected: success depends heavily on how we approach our interactions with other people. Every time we interact with another person at work, we have a choice
There is a story that is usually told about extremely successful people, a story that focuses on intelligence and ambition. Gladwell argues that the true story of success is very different, and that if we want to understand how some people thrive, we should spend more time looking around them-at such
You’re about to put a can of cherry-flavored soda in your shopping cart, but intrigued, you decide to read the ingredients first. “Sweetened by brain-damaging aspartame and colored by cancer-causing additives; and that sweet cherry flavor? That has nothing to do with real cherries; instead, it’s distilled from cool tar and
There are so many apparently intelligent people chasing success in the most foolhardy manner. They are manic, hyper and busy to the point of distraction. They might have gotten A’s for effort, but not for intelligence. We live in a “Success Culture”. Many people pursue success as a primary goal in
You have to realize the role others play in the habit you’re trying to change. The goal isn’t for you to simply stand against the overwhelming sway of peer pressure, but to make it work for you.
Enhancing your personal ability can make a huge difference; when you learn how to do what you can’t, change comes faster and easier.
When facing a personal challenge, many successful changers increase their personal motivation by turning chores into games.
Stop obsessing over the unpleasant aspects of what you’re required to do, and focus on the values you’re supporting.
With a little imagination you can pull that unpleasant future forward and wire it into your current decision making.
When people first hear the term “crucial conversation”, many conjure up images of presidents, emperors and prime ministers seated around a massive table while they debate the future of the world. Although it is true that such discussions have a wide-sweeping and lashing impact, they’re not the kind we have in
A crucial confrontation consists of a face-to-face accountability discussion. Someone has disappointed you and you talk to him or her directly. All crucial confrontations start with the question: Why didn’t you do what you were supposed to do? And they only end when a solution is reached and both parties are