The Mind and the Brain: Neuroplasticity and the Power of Mental Force By Jeffrey M. Schwartz, M.D.
BOOK: An exploration of the power of the mind to shape the brain.
The Next Level: What Insiders Know About Executive Success By Scott Eblin
BOOK: "New executive must quickly develop an organizational perspective and establish a presence with his new peer group." ~ Dallas Morning News, June 2, 2006
The Effective Executive in Action By Peter Ferdinand Drucker, Joseph A. Maciariello
BOOK: A Journal for Getting the Right Things
See What Coaches Suggest
Here is our set of products and services we believe will assist you in your executive development. Books, magazines, reports, tools, PowerPoints and much more.
Managing with the Brain in Mind By David Rock
Naomi Eisenberger, a leading social neuroscience researcher at the
University of California at Los Angeles (UCLA), wanted to understand what
goes on in the brain when people feel rejected by others. She designed an
experiment in which volunteers played a computer game called Cyberball
while having their brains scanned by a functional magnetic resonance
imaging (fMRI) machine. Cyberball hearkens back to the nastiness of the
school playground.
“People thought they were playing a ball-tossing game
over the Internet with two other people,” Eisenberger explains. “They could
see an avatar that represented themselves, and avatars [ostensibly] for two
other people. Then, about halfway through this game of catch among the
three of them, the subjects stopped receiving the ball and the two other
supposed players threw the ball only to each other.” Even after they learned
that no other human players were involved, the game players spoke of feeling
angry, snubbed, or judged, as if the other avatars excluded them because they
didn’t like something about them.
This reaction could be traced directly to the brain’s responses. “When people felt excluded,” says Eisenberger, “we saw activity in the dorsal portion of the anterior cingulate cortex — the neural region involved in the distressing component of pain, or what is sometimes referred to as the ‘suffering’ component of pain. Those people who felt the most rejected had the highest levels of activity in this region.” In other words, the feeling of being excluded provoked the same sort of reaction in the brain that physical pain might cause. (See Exhibit 1.)
Eisenberger’s fellow researcher Matthew Lieberman, also of UCLA, hypothesizes that human beings evolved this link between social connection and physical discomfort within the brain “because, to a mammal, being socially connected to caregivers is necessary for survival.” This study and many others now emerging have made one thing clear: The human brain is a social organ. Its physiological and neurological reactions are directly and profoundly shaped by social interaction. Indeed, as Lieberman puts it, “Most processes operating in the background when your brain is at rest are involved in thinking about other people and yourself.”
Continued...
How Brain Science Can Change Coaching By Ray B. Williams "Coaching has evolved into a much more sophisticated profession based on knowledge from many other disciplines. Now brain science research has potential for having the greatest impact on coaching individuals and leaders in organizations."
Continued...
The Neuroscience of Leadership: The Brain and Change By Judith Bell Leaders who understand what is occurring in the brain while learning is taking place can create an environment in which people are free to make mistakes and learn from them.
“Leadership Lessons for The Real World” Margaret J. Wheatley
People often comment that the new leadership I propose couldn't possibly work in "the real world." This "real world" demands efficiency and obedience and is managed by bureaucracy and governed by policies and laws…
free
“What Ships Are Built For” by Robert Gunn & Betsy Bullickson
The key to navigating transitions is the ability to watch for hidden assumptions that distract from the real work of the moment free
“Ten Self-Defeating Behaviors to Avoid” Fast Company | by Mark Goulston
1. Thinking you're indispensable
2. Talking over or at others
3. Not listening
4. Not delegating
5. Using jargon
6. Being afraid to fire people
7. Fear and avoidance of giving performance reviews
8. Fear of confrontation
9. Fear of failing
10. Not getting buy-in free
“Being Present at Your Own Life” by Robert Gunn & Betsy Bullickson
Recognizing that the distractions that can keep managers out of the zone are habits of thought leads to the kind of patience that enhances productivity. free
Learning to Love: From Conflict to Lasting Harmony
BOOK: The book helps couples move through conflict and difficulty toward the love and trust essential to satisfying relationships.
Lumosity: Reclaim Your Brain
WEBSITE: "Use it or lose it" doesn't just apply to our muscles or foreign language skills, it applies to our brains as well. Lumosity offers scientifically designed brain games, created by some of the leading experts in neuroscience and cognitive psychology to improve the health and function of our brains.
Unchain Your Brain
BOOK: An easy-to-follow, step-by-step program that shows you how to boost your brain so you can kick your bad habits.
Managing with the Brain in Mind 
How Brain Science Can Change Coaching 
The Neuroscience of Leadership: The Brain and Change 
