Quiet Leadership provides a brain-based approach with 6 steps that will help busy leaders, executives, and managers improve their own and their colleagues' performance.
Summary
Title: Quiet Leadership: Six Steps to Transforming Performance at Work
Author: David Rock
Themes: Leadership, Neuroscience, Team Management, Management, Psychology
Year: 2009
Publisher: Harper Collins
ISBN: 0061750646, 9780061750649
Pages: 288
Quiet Leadership by David Rock is a must-read for anyone looking to become a more effective leader. The book draws on decades of research on the neuroscience of leadership, offering practical strategies and tips to guide successful leadership in any environment.
David Rock has proven, supported by neuroscience, that the secret to leading people (and living and working with them) is found in the space between their ears, "If people are being paid to think," he writes, "isn't it time the business world found out the thing doing the work, the brain, is all about?"
Managers are default programmed to solve problems.
That’s what they are paid to do (or at least someone told them that). And that is how they see themselves, at a subconscious level.
So, when an employee comes up with a problem, the manager starts the solution model, giving ideas and solutions for this problem.
The employee walks out with the manager’s solution and the manager feels great.
Neuroscience says that everyone’s brain is wired differently and that we live by the various maps we hard-wire in our heads.
One of the approaches for quiet leadership is about having better conversations that will improve the way people think, and create new wiring and new maps, but not directly doing or saying that.
One of the things I liked about this book is that David Rock recommends several question templates that a leader should ask to help their teams think better about how to solve problems, without the leader giving the solution directly to people.
My Book Highlights:
"... We make the unconscious assumption that the other person’s brain works the same as ours. So we input their problem into our brain, see the connections our brain would make to solve this problem and spit out the solution that would work for us..."
"... The role of a team leader is to facilitate the team’s thinking, to help them think more productively and effectively than they would without a leader. However, it has to be the team doing the thinking, not the leader..."
"... A less technical way of saying this is we need to help people focus on solutions instead of problems. We need to give up our desire to find behaviors to fix, and become fascinated with identifying and growing people’s strengths, an entirely other discipline..."
"... Changing a habit, now that’s hard, but leaving it where it is and creating a whole new habit—that turns out to be far more achievable..."
"... People get, on average, a couple of minutes of positive feedback each year, versus thousands of hours of negative feedback..."
"... An easy way to be more succinct is to “picture” in your own mind what you are trying to say, and then use visual words and metaphor to get across what you see..."
"... Here’s a marker that points to situations when a self-directed approach is going to be useful: any time you feel yourself about to give advice, or about to tell a person what you would do, or wanting to share your experience or opinion. If it seems appropriate to do this, it’s generally going to be appropriate to use a self-directed approach..."
"... When we are trying to help a colleague think anything through, we make the unconscious assumption that the other person’s brain works the same as ours. So we input their problem into our brain, see the connections our brain would make to solve this problem, and spit out the solution that would work for us. We then tell people what we would do and are convinced it’s what they should do..."
"... They need leaders who help them shine, who help them fulfill their potential at work..."
"... We see the world as we are, not as the world is..."
"... Path of least resistance: A term coined by Robert Fritz, which I have applied to having conversations with others. It means the shortest distance (in time and effort) to get from point A (wanting to have a positive impact on someone) to point B (having a positive impact on someone)..."
"... Let them do all the thinking: One of the central principles in this book. The best way to improve performance is by helping people think better; doing this requires letting other people think, then helping them think in more efficient ways, instead of telling people what to do..."
"... Focus on solutions: Being solution-focused means focusing only on the way ahead. Looking into the problem reinforces the brain circuits associated with the problem. Focusing on solutions is a step toward creating new mental maps..."
"... Remember to stretch: Any time we try a new activity, behavior, or way of thinking, we are literally forging a new pathway in our brain, creating circuits that don’t currently exist. Doing this takes energy and focus, and requires intensive use of our conscious mind. Leaders can help bring about change and make change long-lasting by stretching people, and normalizing the emotions they may feel along the way..."
"... Accentuate the positive: We’re all our own worst critics. What we need more of is positive feedback, especially when we are learning a new behavior or habit. Positive feedback helps embed new mental maps..."
"... Put process before content: Having a clear structure for a conversation helps move the conversation forward smoothly. We start by asking permission and agreeing to a context for the conversation. Then we follow the Dance of Insight model (placement ➔ ask thinking questions ➔ clarifying)..."
"... Choose your focus: This model helps us with all of step one. It helps us think about thinking, and focus on solutions, and stretch, and have good process. The Choose Your Focus model describes five mental frames we can approach any situation from: vision; planning; detail; problem; and drama. Having a simple, easy-to-remember model helps us see our mode of thinking quickly, and then choose a more useful way of thinking. This model has wide application in the workplace..."
"... Listening for potential: This means listening generously with the certainty that the person speaking can and will solve their own dilemmas, because the answers are within them. It means listening for people’s own insights, energy, possibilities, passion, and future..."
"... The clarity of distance: Leaders can be more helpful if they stay out of the details and interact with their people at a high level, looking for patterns and qualities in activities that can’t be seen when we are too close. We get too close when we have too much detail, see things through our own filters, have an agenda, or get engaged by strong emotions..."
"... Succinct: Quiet Leaders are succinct when they speak. They are able to communicate their ideas using very few words..."
"... Specific: Quiet Leaders are specific when they speak. They are able to figure out and communicate the core of the idea they want to transmit..."
"... Generous: Quiet Leaders are generous when the speak. They speak so that the listener can immediately understand and relate to the concepts they want to communicate..."
"... The four faces of insight: This describes what goes on when you look at people’s faces, before, while, and after they have an insight. There are specific mental functions occurring in the brain during insights that give off energy, which you can see if you look for them. The four steps are: awareness of a dilemma; reflection; illumination; and motivation..."
"... Awareness of a dilemma: A dilemma is defined as being between two opposing desires and not knowing which way to turn. This book posits that dilemmas are mental maps in conflict, and the leader’s job is to help people create new ways of reconnecting their thinking through the moment of illumination..."
"... Reflection: This occurs when we ask questions that make people think deeply. People need time to reflect to be able to make new connections. The brain gives off alpha-band waves when we reflect..."
"... Illumination: This is the moment when a new map is created. Gammaband waves are seen in the brain at this moment..."
"... Motivation: This is the moment immediately following an illumination. We are energized by a new insight, and have neurotransmitters coursing through our brain, inspiring us to want to do something. However, the effects of these chemicals pass quickly..."
"... The Dance of Insight: This is the structure of the conversation we follow in order to elicit insights from others. It’s composed of: permission; placement; thinking questions; and clarifying..."
"... Permission: We ask permission before going into a deeper, more personal layer of a conversation. Every time there may be an emotional response to what we are going to say, we ask permission first. Permission lets people feel safer, builds trust, and allows you to ask hard questions..."
"... Placement: When we are having a conversation, it’s very useful to make sure that both parties are coming from the “same place.” Placement is like a combination of setting the scene plus full disclosure plus a statement of intent. Placement gets the other person to start thinking..."
"... Repeated placement: We keep placing people in conversations every question or so, to remind both parties about where they are and where they’re trying to get to. This helps both people stay more on track..."
"... Thinking questions: These are questions designed to elicit insight: They bring about re-flection, which creates more self-awareness, generating a greater sense of responsibility. Thinking questions are not “why” questions; they are “how” questions..."
"... Clarifying: This is being able to extract the essence of what someone says, focused at a very high level, and feed it back to them in a couple of words. Clarifying is about identifying learning and emotions. We give people mini insights when we clarify well..."
"... CREATE model: This describes the different phases in a conversation to improve people’s thinking, following the path of least resistance. It stands for Current Reality, Explore Alternatives, and Tap Their Energy..."
"... Desired outcome: This is the collection of ideas, thoughts, facts, and emotions that you’d expect to have if you accomplished something that’s important to you..."
"... Current reality: The first element in the CREATE model. Here we focus on identifying the landscape of people’s thinking, to identify qualities of their thinking to help them reflect and bring about an illumination..."
"... Explore alternatives: The second element in the CREATE model. This is when we open up lots of possibilities in a conversation, exploring many ways forward..."
"... Tap their energy: The third element in the CREATE model. The energy that is released after having an insight needs to be put into action immediately, so we tap this energy while it’s there, getting people to flesh out their ideas while they are fresh and commit to taking specific actions..."
"... FEELING model: This is a way of following up on actions people set for themselves, to bring about the creation of new circuits. It stands for Facts, Emotions, Encourage, Learning, Implications, and New Goal..."
"... Giving feedback for great performance: Give extensive positive feedback, being very specific about what they did well and what impact this has. This is also an excellent opportunity to use the Six Steps to dig down further and identify new habits people are developing, to help them grow and develop further..."
"... Giving feedback for below-par performance: Defuse any emotional tension, then use the Six Steps to help people identify for themselves what they have learned, and what new habits they can create moving forward..."
"... Giving feedback for poor performance: Emotional tension needs to be carefully defused, then again use the Six Steps to help people identify their learning and the new habits they need moving forward..."
"... Thinking versus Thinking About Thinking: Thinking about an issue a person has means we come up with ideas for others. Thinking about thinking means thinking to figure out what questions to ask that will help the person come up with their own insights. The leader is focused on the person, not the issue on the table..."
"... Intent versus Impact: Sometimes the intent that we have in a conversation is not achieved and the conversation has an undesired impact on the other person..."
"... Why versus Learning: There are two types of questions you can ask of others. Those with the word “why” in them usually don’t lead to learning; they lead to reasons and justifications. Learning questions help people make new connections, by bringing about new insight..."
The book evolves through a practical, six-step guide to making permanent workplace performance changes by unleashing higher productivity, new levels of morale, and greater job satisfaction.
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| Image From the Book Quiet Leadership, David Rock |
Six Steps to Transforming Performance at Work
STEP 1: Think About Thinking
The first step is to think about thinking and to let people do all the thinking, keep them focused on solutions, stretch their thinking, accentuate the positive, and follow a good process. You purposely avoid the actual problem, listening instead to their assumptions and how they are framing the problem. Direct the conversation away from the fear and toward potential solutions.
STEP 2: Listen for Potential
The second step is to listen for potential and not get too close, it is about listening as if the individual has all the tools and elements to solve his or her problem.
STEP 3: Speak with Intent
The third step is to speak with intent and to be succinct, specific, and generous. When you do offer insight, comments, or suggestions, deliver them in short bites, with specific points, and in terms that they will understand.
STEP 4: Dance Toward Insight
Step four is about the conversation: we dance toward insight by getting permission for harder conversations, placing people, so they know where we’re coming from, using thinking questions so that others do the thinking, and then clarifying their responses. The goal is to take the individual from stuck thinking around a concern to new insights and concrete action.
STEP 5: Create New Thinking
Once we know how to dance this way, in step five we create new thinking. We get people to become aware of their mental dilemmas and reflect more deeply on them by asking questions about their current reality. Once they have had an insight, we explore alternatives for how to move their insight into action, then we tap into the energy given off by the new connections being made.
STEP 6: Follow Up
Finally, we know that following up can make a big difference in the emergence of new wiring, so we focus on the facts and people’s feelings. We encourage, listen for learning, look for implications, and then look for the next goal to focus on.
Chapters of the Book:
Part I
Recent Discoveries About the Brain That Change Everything
The Brain Is a Connection Machine
Up Close, No Two Brains Are Alike
The Brain Hardwires Everything It Can
Our Hard Wiring Drives Automatic Perception
It’s Practically Impossible to Deconstruct Our Wiring
It’s Easy to Create New Wiring
Summarizing the Recent Discoveries About the Brain
Part II
The Six Steps to Transforming Performance
About the Six Steps
STEP 1: Think About Thinking
Let Them Do All the Thinking
Focus on Solutions
Remember to Stretch
Accentuate the Positive
Put Process Before Content
STEP 2: Listen for Potential
A New Way to Listen
The Clarity of Distance
STEP 3: Speak with Intent
Be Succinct
Be Specific
Be Generous
A Word on Digital Communications
STEP 4: Dance Toward Insight
The Four Faces of Insight
The Dance of Insight
Permission
Placement
Questioning
Putting Permission, Placement, and Questioning Together
Clarifying
Putting the Dance Together
STEP 5: Create New Thinking
Current Reality
Explore Alternatives
Tap Their Energy
Putting the CREATE Model Together
STEP 6: Follow Up
Facts
Emotions
Encourage
Learning
Implications
New Goal
A Summary of the Six Steps
Part III
Putting the Six Steps to Use
Using the Six Steps to Help Someone Solve a Problem
Using the Six Steps to Help Someone Make a Decision
Using the Six Steps to Give Feedback
Giving Feedback for Great Performance
Giving Feedback for Below-Par Performance
Giving Feedback for Poor Performance
Using the Six Steps with Teams
Using the Six Steps with Children
Applying the Six Steps to a Whole Organization
In Conclusion
In conclusion, Quiet Leadership by David Rock is an invaluable resource for any leader looking to become more effective and successful.
Not only does Rock provide an insightful overview of the neuroscience of leadership, but he also offers practical strategies and tools to help leaders lead with integrity and focus.
With its engaging narrative and actionable advice, the book will undoubtedly leave readers inspired and equipped to be great leaders.
David Rock coined the term neuroleadership, is the Co-founder and CEO of the NeuroLeadership Institute (NLI), and has authored four successful books including Your Brain at Work, a business best-seller.
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