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日常累积:activatingleadership:overview [2024/08/06 16:46]
lichao 创建 		日常累积:activatingleadership:overview [2024/08/06 17:10] (当前版本)
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 ====== Overview ====== ====== Overview ======
- 
-===== Employee Engagement Index ===== 
  
 ===== Broaden-and-Build Theorie ===== ===== Broaden-and-Build Theorie =====
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   - Through this expanded perception and thinking, positive emotions contribute to the building of resources. These include cognitive (e.g., expert knowledge), social (e.g., friendships), psychological (e.g., resilience and optimism), physical (e.g., health), and behavioral (e.g., flexibility) resources.   - Through this expanded perception and thinking, positive emotions contribute to the building of resources. These include cognitive (e.g., expert knowledge), social (e.g., friendships), psychological (e.g., resilience and optimism), physical (e.g., health), and behavioral (e.g., flexibility) resources.
   - The long-term accumulation of these resources has positive effects and elicits further positive emotions, creating an upward spiral.   - The long-term accumulation of these resources has positive effects and elicits further positive emotions, creating an upward spiral.
 +
 +===== Positivity-Ratio =====
 +
 +<note tip>E.g. Markus Ebner – Positive Leadership </note>
 +
 +
 +//Key Messages//
 +
 +  - For positive development, it's less about the intensity of good feelings and more about their frequency. Fredrickson compares positive emotional moments to nutrition: "Having a serving of broccoli once a year doesn't guarantee physical health".
 +  - High-performance teams typically exhibit a ratio of positive to negative emotions closer to 5:1 or higher. This holds true in personal relationships as well. For instance, researchers can predict with 90% accuracy whether couples will stay together or divorce based on the critical ratio of 5:1.
 +  - It's not about negating or preventing negative emotions (the ratio isn't 3:0). However, since negative emotions tend to have a stronger impact ("bad is stronger than good"), it's crucial to actively counteract negative emotions and strive for a ratio with significantly more positive than negative emotions.
 +
 +===== Circle of Influence =====
 +
 +<note tip>Stephen Covey – “The 7 Habits of Highly Effective People”</note>
 +
 +{{:日常累积:activatingleadership:pasted:20240806-165225.png?400|}}
 +
 +//Key Messages//
 +  - Circle of Concern: Encompasses things outside our direct control, such as the actions of others, the weather, politics, or other global events. While these things may affect us, we have little or no ability to directly influence them.
 +  - Circle of Influence: Refers to things we may not necessarily have full control over, but still exert some influence on like projects and tasks, or relationships.
 +  - Circle of Control: Encompasses everything that we can directly and completely control, such as our own thoughts, attitudes, immediate actions, and reactions.
 +  - "Effective" people spend 80% of their time in their Circle of Influence and 20% in their Circle of Concern, rather than the other way around.
 +
 +===== Performance Pyramid =====
 +
 +<note tip>Patrick Lencioni – “The Five Dysfunctions of a Team”</note>
 +
 +{{:日常累积:activatingleadership:pasted:20240806-165654.png?400|}}
 +
 +//Key Messages//
 +  - Trust forms the foundation; it enables open exchange of ideas and the willingness to take risks.
 +  - Conflict, when handled constructively, promotes dialogue and creativity, leading to better decisions and solutions.
 +  - Through shared commitment, the team adheres to the decisions made and works diligently to implement them.
 +  - Accountability means that each team member feels responsible for their actions and outcomes and is held accountable by others.
 +  - Finally, the team focuses on results and works together to achieve the defined goals.
 +
 +
 +===== Trust Formula =====
 +
 +<note tip>David Maister, Charles Green und Robert Galford – “The Trusted Advisor“</note>
 +
 +{{:日常累积:activatingleadership:pasted:20240806-170035.png}}
 +
 +//Key Messages//
 +
 +  - Credibility is essentially about the things someone says and whether we can "believe" those things.
 +  - Integrity is defined by whether the person has kept their promises in the past. It’s about what the person does.
 +  - Intimacy describes how well we know the other person.
 +  - Self-motives show how strongly a person works for their own goals or those of the team.
 +  - As self-motives increase, trust decreases.
 +
 +===== “The Good Fight Club” =====
 +
 +<note tip>Adam Grant – “Think Again: The Power of Knowing What You Don't Know”</note>
 +
 +{{:日常累积:activatingleadership:pasted:20240806-170246.png?400|}}
 +
 +//Key Messages//
 +  - There are two types of conflict: Relationship conflicts and task conflicts.
 +  - Relationship conflicts are personal, emotional disputes that involve not only friction but also hostility.
 +  - Task conflicts are disputes over ideas and opinions.
 +  - Research has shown that high-performing teams have a high level of task conflict but a low level of relationship conflict. The relationship conflicts low do not prevent them from having task conflicts; they do not hesitate to bring competing viewpoints to the surface.
 +
 +
 +===== Growth Mindset =====
 +
 +<note tip>Dr. Carol S. Dweck – „Mindset: Changing The Way You think To Fulfil Your Potential“</note>
 +
 +{{:日常累积:activatingleadership:pasted:20240806-170609.png?400|}}
 +
 +//Key Messages//
 +  - Fixed Mindset: Belief that abilities and intelligence are static and unchangeable:
 +    - Avoidance of challenges.
 +    - Giving up quickly when faced with difficulties.
 +    - Viewing negative feedback as a threat to self-image.
 +  - Growth Mindset: Belief that abilities and intelligence can be developed and improved through effort, learning, and perseverance:
 +    - Viewing challenges as opportunities for growth.
 +    - Willingness to learn from mistakes.
 +    - Perceiving feedback as useful information for improvement.
 +
 +===== Psychological Safety =====
 +
 +<note tip>Amy C. Edmondson – „The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley“</note>
 +
 +//Key Messages//
 +  - In a psychologically safe environment, errors are openly communicated and not viewed as personal failures but as valuable learning opportunities. This leads to better problem-solving and innovation.
 +  - Teams with high psychological safety demonstrate higher performance because they collaborate more effectively, are more creative, and can respond more quickly to changing conditions.
 +  - Leadership plays a crucial role in fostering psychological safety by actively listening, encouraging participation, and valuing contributions from all team members.
 +
 +
 +===== Extreme Ownership =====
 +
 +<note tip>Jocko Willink & Leif Babin – „Extreme Ownership: How U.S. Navy SEALs Lead and Win“</note>
 +
 +
 +//Key Messages//
 +  - Blaming, complaining, and making excuses are counterproductive. Effective leaders take ownership, seeking solutions and responsibility for outcomes.
 +  - Ego negatively impacts decision-making and teamwork. Effective leaders prioritize the team's well-being over their own ego, fostering a culture of collaboration and mutual respect.
 +  - Through "Extreme Ownership," team members develop greater trust in their leader and each other, knowing the leader supports them. This behavior encourages taking personal responsibility, enhancing team performance.
 +
 +
 +
 +
 +
 +

您的足迹: • 03 The 7 Habits of Highly Effective People • Hogan • 06 The Trusted Advisor • Overview • 05 The Five Dysfunctions of a Team

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