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To behave more productively in complex business situations, we need to understand and alter the inner workings of our brain. With insight from applied neuroscience, behavioural economics and psychology, the brain can be retrained and become our most valuable asset. Neuroscience for Leaders takes a practical approach and offers an easy-to-implement framework for making the behavioural changes to become a more effective leader. Drawing on research and practical experience, the authors present a flexible framework for fine-tuning the leadership brain. The Brain Adaptive Leadership approach is a step-by-step guide to enhancing the way you think, understanding and nurturing emotions, shaping automated brain responses, and developing dynamic relations. Neuroscience for Leaders explains both the underlying science and how to apply its findings in business, demonstrating why and how you can become a better leader through brain-based learning. With tools, managerial tips and clear actions to implement the method straight away, Neuroscience for Leaders is an invaluable companion to managers and leaders who want to gain the brain edge.
Unlock your potential with the latest neuroscientific insights and succeed as a leader in complex business environments. As understanding of neuroscience increases, it is better understood how scientific insights can be applied to develop and enhance leadership. Neuroscience for Leaders captures the most up-to-date and important findings in neuroscience and links these to the business world. This guide offers a simple framework to put these principles into practice to make better decisions, take the right actions and find faster solutions. Now in its second edition, this book presents a comprehensive approach to leading people and organizations based on academic research. The authors' 'Brain Adaptive Leadership' approach offers a step-by-step guide to enhancing the way leaders think, understanding and nurturing emotions, shaping automated brain responses and developing dynamic relationships. Examples, activities and practical suggestions are all designed to be clear and engaging. Neuroscience for Leaders is the essential guide for leaders who are ready to gain the business advantage scientifically.
In times of constant change, adaptive leadership is critical. This Harvard Business Review collection brings together the seminal ideas on how to adapt and thrive in challenging environments, from leading thinkers on the topic—most notably Ronald A. Heifetz of the Harvard Kennedy School and Cambridge Leadership Associates. The Heifetz Collection includes two classic books: Leadership on the Line, by Ron Heifetz and Marty Linsky, and The Practice of Adaptive Leadership, by Heifetz, Linsky, and Alexander Grashow. Also included is the popular Harvard Business Review article, “Leadership in a (Permanent) Crisis,” written by all three authors. Available together for the first time, this collection includes full digital editions of each work. Adaptive leadership is a practical framework for dealing with today’s mix of urgency, high stakes, and uncertainty. It has been used by individuals, organizations, businesses, and governments worldwide. In a world of challenging environments, adaptive leadership serves as a guide to distinguishing the essential from the expendable, beginning the meaningful process of adaption, and changing the status quo. Ronald A. Heifetz is a cofounder of the international leadership and consulting practice Cambridge Leadership Associates (CLA) and the founding director of the Center for Public Leadership at the Harvard Kennedy School. He is renowned worldwide for his innovative work on the practice and teaching of leadership. Marty Linsky is a cofounder of CLA and has taught at the Kennedy School for more than twenty-five years. Alexander Grashow is a Senior Advisor to CLA, having previously held the position of CEO.
Based upon a conference held in May 1993, this book discusses the intersection of neurobiology, cognitive psychology and computational approaches to cognition.
In this book, the field of adaptive learning and processing is extended to arguably one of its most important contexts which is the understanding and analysis of brain signals. No attempt is made to comment on physiological aspects of brain activity; instead, signal processing methods are developed and used to assist clinical findings. Recent developments in detection, estimation and separation of diagnostic cues from different modality neuroimaging systems are discussed. These include constrained nonlinear signal processing techniques which incorporate sparsity, nonstationarity, multimodal data, and multiway techniques. Key features: Covers advanced and adaptive signal processing techniques for the processing of electroencephalography (EEG) and magneto-encephalography (MEG) signals, and their correlation to the corresponding functional magnetic resonance imaging (fMRI) Provides advanced tools for the detection, monitoring, separation, localising and understanding of functional, anatomical, and physiological abnormalities of the brain Puts a major emphasis on brain dynamics and how this can be evaluated for the assessment of brain activity in various states such as for brain-computer interfacing emotions and mental fatigue analysis Focuses on multimodal and multiway adaptive processing of brain signals, the new direction of brain signal research
A hands-on, practical guide, "Practice of Adaptive Leadership" contains stories, tools, diagrams, cases, and worksheets to help managers develop their skills as leaders who are able to take people outside their comfort zones and address the toughest challenges.
The economy uncertain, education in decline, cities under siege, crime and poverty spiraling upward, international relations roiling: we look to leaders for solutions, and when they don’t deliver, we simply add their failure to our list of woes. In doing do, we do them and ourselves a grave disservice. We are indeed facing an unprecedented crisis of leadership, Ronald Heifetz avows, but it stems as much from our demands and expectations as from any leader’s inability to meet them. His book gets at both of these problems, offering a practical approach to leadership for those who lead as well as those who look to them for answers. Fitting the theory and practice of leadership to our extraordinary times, the book promotes a new social contract, a revitalization of our civic life just when we most need it. Drawing on a dozen years of research among managers, officers, and politicians in the public realm and the private sector, among the nonprofits, and in teaching, Heifetz presents clear, concrete prescriptions for anyone who needs to take the lead in almost any situation, under almost any organizational conditions, no matter who is in charge, His strategy applies not only to people at the top but also to those who must lead without authority—activists as well as presidents, managers as well as workers on the front line.
In our default state, our brains constantly get in the way of effective communication. They are lazy, angry, immature, and distracted. They can make a difficult conversation impossible. But Andrew Newberg, M.D., and Mark Waldman have discovered a powerful strategy called Compassionate Communication that allows two brains to work together as one. Using brainscans as well as data collected from workshops given to MBA students at Loyola Marymount University, and clinical data from both couples in therapy and organizations helping caregivers cope with patient suffering, Newberg and Waldman have seen that Compassionate Communication can reposition a difficult conversation to lead to a satisfying conclusion. Whether you are negotiating with your boss or your spouse, the brain works the same way and responds to the same cues. The truth, though, is that you don't have to understand how Compassionate Communication works. You just have to do it. Some of the simple and effective takeaways in this book include: • Make sure you are relaxed; yawning several times before (not during) the meeting will do the trick • Never speak for more than 20-30 seconds at a time. After that they other person's window of attention closes. • Use positive speech; you will need at least three positives to overcome the effect of every negative used • Speak slowly; pause between words. This is critical, but really hard to do. • Respond to the other person; do not shift the conversation. • Remember that the brain can only hold onto about four ideas at one time Highly effective across a wide range of settings, Compassionate Communication is an excellent tool for conflict resolution but also for simply getting your point across or delivering difficult news.
Do you ever feel that you are leading in uncharted territory? Pastor and consultant Tod Bolsinger draws on decades of expertise guiding churches and organizations in this expanded practical leadership resource, offering illuminating insights and practical tools to help you reimagine what effective church leadership looks like in our rapidly changing world.
Leadership is the habit of making good choices. Even in difficult and uncertain circumstances, the most effective leaders focus their attention and overcome entrenched patterns of behavior to push an organization to new heights of success. This capability is no fluke: the latest research on the brain shows that we can pinpoint the mental activity associated with it—and cultivate it for our benefit. In this book, Art Kleiner, a strategy expert; Jeffrey Schwartz, a research psychiatrist; and Josie Thomson, an executive coach, give a transformative explanation of how cutting-edge neuroscience can help business leaders set a course toward better management. Mapping the functions of a manager onto established patterns of mental activity, they identify crucial brain circuits and their parallels in organizational culture. Strategic leaders, they show, play the role of wise advocates: able to go beyond day-to-day transactional behavior to a longer-term, broader perspective that articulates their organization’s deeper purpose. True leaders can play this influencer role in an organization because they have cultivated similar self-reflective habits in their own minds. Providing a powerful guide to decision strategies and their consequences, The Wise Advocate helps managers find their own inner voice and then make that voice ring out loud and clear, with a four-step program for practice and catalytic implications for management strategy, executive education, and business results.