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Правила вдохновления команды

Правила вдохновления команды

Результаты исследования деятельности префронтальной области коры головного мозга человека, проведенного Эрлом Миллером в Институте Пиковера говорит о том, что успех влияет на мозг гораздо ярче, чем неудача. Основываясь на результатах исследования, психиатру Неду Халлоуэлелу удалось выработать более продуктивные способы вдохновления членов команды, чем те, которые сегодня повсеместно используются. 

Shine: How To Bring Out The Best In Your People

The mysteries of the human mind are staggering to behold. Although what we know about how the brain functions is still far less than what we don’t know, neuroscience has made enormous strides in recent decades. A case in point is the work of Earl Miller at MIT’s Picower Institute for Learning and Memory. Investigating the way the brain’s prefrontal cortex promotes cognitive control has led him to the following conclusion: “Success has a much greater influence on the brain than failure.”

Pivoting off Miller’s findings, psychiatrist Ned Hallowell explores the implications for leading people and teams in his recent book Shine: Using Brain Science to Get the Best from Your People. Hard-headed realists may blanch at some of his suggestions, but the research seems to support a conclusion that there are different, and perhaps, better ways of inspiring happy, productive, and committed team members than the standard practices.

Many of Hallowell’s insights are not new. Take this one, for example: “Recognition is so powerful,” he writes, “it answers a fundamental human need—the need to feel valued for what we do.” In the now classic management text The One Minute Manager, written some three decades ago, Ken Blanchard advised leaders to dispense positive and negative feedback in equal doses. Leaders lose credibility when they provide only negative feedback, he argued. Surely some of the efforts employees are making must be succeeding—they should be acknowledged, too.

But even though Hallowell mines some of the same territory that Blanchard did, his recommendations about the power of good, old-fashioned connection seem to have greater authority, buttressed as they are by recent findings from brain research.

Ned Hallowell’s Ten-Step Action Plan

1. Recognize effort, not just results. "Of course, you want the results, but if you recognize ongoing effort, results will more likely ensue. Cheerleading works."

2. Notice details. "Generic acknowledgment pales next to specific recognition."

3. Try, as much as possible, to provide recognition in person. "E-mail packs much less of a punch than face-to-face interaction."

4. In meetings—and everywhere—try to make others look good, not bad. "Scoring points off the backs of others usually backfires."

5. As a manager, you need to understand that your most important asset is the self-esteem of each of your employees. "Recognition is a powerful tool to preserve their self-esteem."

6. Acknowledge people’s existence! Try always to say hello, give a nod of the head, a high-five, or a smile in passing. "It’s incredibly deflating to feel that someone you work for has just passed by you without noticing your presence."

7. Tap into the power of positive feedback. "Granted, it’s important to be able to acknowledge and learn from mistakes. But positive feedback is often a more effective means of consolidating the learning."

8. Monitor progress. "Performance improves when a person’s progress toward a goal is monitored regularly."

9. As a manager, the more you recognize others, the more you "establish the habit of recognition of hard work and progress as part of the organizational culture."

10. Bring the marginalized people inside the tent. "In most organizations, about 15 percent of people feel unrecognized, misunderstood, devalued, and generally disconnected. Not only is recognition good for that 15 percent to help them feel valued, it is good for the other 85 percent as well, because it boosts the positive energy across the organization."

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