Shine

Using Brain Science to Get the Best from Your People

by Edward Hallowell

Number of pages: 224

Publisher: Harvard Business Review Press

BBB Library: Human Resources

ISBN: 9781591399230



About the Author

Hallowell is a psychiatrist who served as an instructor at Harvard Medical School for twenty years. He published 18 books, including the national bestseller "Driven to Distraction."

Read More...

Editorial Review

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.

Book Reviews

"Shine is a vital new resource for all managers seeking to inspire excellence in their teams." - Harvard Business Review

Books on Related Topics

Most managers assume that surviving, especially in recessions, requires slashing wages, benefits, and other workforce expenses. And lowest-skilled workers are often viewed as the most expendable.In Profit at the Bottom of the Ladder, Jody Heymann overturns these assumptions. Drawing from thousands of interviews with employees from front line to C-suite at
Profit at the Bottom of the Ladder

by Jody Heymann

Most managers assume that surviving, especially in recessions, requires slashing wages, benefits, and other workforce expenses. And lowest-skilled workers are often viewed as the most expendable.In Profit at the Bottom of the Ladder, Jody Heymann overturns these assumptions. Drawing from thousands of interviews with employees from front line to C-suite at

More...
Peek out your office door and take a good look at your employees. With the exception of a few royal pains, you've got a nice group of people. By and large, they do good work, they get along with you and one another and they're generally well intentioned. But, are they
Hundred Percenters

by Mark Murphy

Peek out your office door and take a good look at your employees. With the exception of a few royal pains, you've got a nice group of people. By and large, they do good work, they get along with you and one another and they're generally well intentioned. But, are they

More...
No matter what you do and what you aim for, you can always improve your performance, be more focused and productive, stay cool under pressure, reduce the length of meetings, and tackle the hardest challenge of all: influencing other people. You can also be a better parent and partner, perhaps even
Your Brain at Work

by David Rock

No matter what you do and what you aim for, you can always improve your performance, be more focused and productive, stay cool under pressure, reduce the length of meetings, and tackle the hardest challenge of all: influencing other people. You can also be a better parent and partner, perhaps even

More...

Wisdom to Share

Recognition leads to moral behavior. It connects the person being recognized to the person or group doing the recognition, leading the person to feel ownership in the group.

Giving people the recognition that helps them to shine consolidates all the good that step 4, grapple and grow, creates: achievement, confidence, self-esteem, motivation, loyalty, and excitement.

All managers recognize the importance of work. Not enough recognize the importance of play for peak performance.

All managers recognize the importance of work. Not enough recognize the importance of play for peak performance.

The work of connecting can be done by almost anyone because humans are wired to connect.

In the absence of connection, fear rules. Fear is a disconnector. Not managed correctly, fear can hold you or your employees back more than any other single force.

Toxic fear and worry freeze people up, drive them into isolation, reduce their intelligence, and render them less effective than they could be.

Useful fear can be distinguished from harmful fear, and worry can be distinguished from toxic worry by what each does. Useful fear and worry lead to problem solving.

when we learn a bad habit, it takes over a brain map, and each time we repeat it, it claims more control of that map and prevents the use of that space for “good” habits.