Alive at Work
An alarming majority of the workforce is disengaged and unmotivated. They are not helping their organizations with much-needed creativity and innovation.
In Alive at Work, I show that the reason for all the unhappiness at work is biological: organizations, in an effort to routinize work and establish clear-cut performance metrics, are suppressing what neuroscientists call our ‘seeking systems’. Organizations are shutting off the part of our brain that craves exploration and learning. The good news is that leaders can activate employees’ seeking systems, and it doesn’t take huge financial investments to do so. With small changes, leaders can make a meaningful impact on our lives and restore our zest for work.
Filled with real-life examples from around the world paired with evidence-based claims, Alive at Work equips managers – and anyone looking to find more joy in their nine-to-five existence – with the guidance to ignite the curiosity and passion that lives within each of us.
Download chapter 7 on humble leadership for FREE.
Listen to Dan talk about Alive at Work in the video below.
Daniel H. Pink, author of Drive and To Sell is Human
Adam Grant, author of Give and Take, Originals and Option B with Sheryl Sandberg
Bruce Daisley, Vice-President Europe, Twitter
Gary Hamel, author of The Future of Management
William P. Lauder, Executive Chairman, The Estée Lauder Companies
David Fairhurst, Executive Vice-President and Chief People Officer, McDonald’s Corporation
Change to Strange
This book is about everything it takes to build a workforce that’s strange and extraordinary enough to execute your most powerful strategies and your unique value proposition. It’s about understanding exactly how your workforce needs to be different. The goal is an end-to-end Strange Workforce Value Chain – implementing workforce systems that support your unique goals. It is important to establish metrics based on what makes you unique, because they will drive clarity throughout your entire organization and steer it toward success.
If you’re tasked with executing strategy through people (and ‘balanced scorecards’ and ‘strategy maps’ just haven’t been enough) take your next and greatest leap forward: make the Change to Strange.