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Chapter Three: Payoffs of Taking the Lead

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“In the long run, we shape our lives, and we shape ourselves. The process never ends until we die. And the choices we make are ultimately our own responsibility.”
(Anna) Eleanor Roosevelt (1884–1962), American diplomat, writer, U.S. First Lady

It’s been said that we can’t direct the wind, but we can adjust our sails. The wallower curses the wind, the follower waits for it to change, and the leader adjusts the sails. A rapidly multiplying body of research proves that the payoffs of choosing to adjust ourselves and lead above the line are massive. Here’s just the tip of a very deep iceberg:
• “An upbeat environment fosters mental efficiency, making people better at taking in and understanding information, at using decision rules in complex judgements, and at being flexible in their thinking.”
• “Teaching ten-year-old children the skills of optimistic thinking and action cuts their rate of depression in half when they go
through puberty.”
• “A study of insurance salespeople (shows) a 56 percent sales advantage among the optimists.”
• “Optimistic managers are more likely to be engaged managers who are more likely to engage employees; engaged employees, in turn, are more optimistic and productive than disengaged employees, and their increased productivity increases profitability.”
• “Of the fifty-four couples, sixteen divorced or separated over the four years, and the more positive their explanations (Ed. note: explanations about/for their partner, i.e., “he was tired” vs. “he was in a bad mood”), the more likely they were to stay together. The upshot of this is straightforward. Optimism helps marriage.”
• Optimists report a higher level of physical and mental functioning than pessimists, according to Mayo Clinic researchers. “The wellness of being is not just physical but attitudinal,” says Dr. Toshihiko Maruta.
• “…optimists had 19 percent greater longevity, in terms
of their expected life span, compared to that of the pessimists.”
• “Men with high levels of optimism had less than half the risk for combined fatal and nonfatal myocardial infarction and for angina pectoris. The greater their optimism, the lower the risk for cardiac incidents.”
• “Managers who got sick or who sank to low performance displayed a sense of alienation: they felt externally controlled, often overwhelmed or helpless, and tried to find security by regressing and turning situations back to the way they were.”
 
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To Help You Decide

Read the Introduction

  • Growing Forward

  • Thriving in Turbulent Times

  • What's New? Wrong Question. What Matters is What Works

  • Shaped By Our Experience: Where I am Coming From?

  • All Aboard for the City Tour

  • What Sets This Book Apart

  • Wit Happens

Book’s Core Model/Framework (Chapter Three)

  • Wallow, Follow, Lead

  • WFL: Which Framing Level?

  • WFL Model: Which Framing Level?

  • Payoffs of Taking the Lead

  • Cognitive Psychology: Choosing Our Reality

  • Explanatory Style: Don’t P and Should Yourself

  • Positive Psychology and Happiness

  • Hardiness and Resilience: When Giving In Can Give Us a Lift

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Click to hear Jim outlining how Growing @ the Speed of Change is written, and priced, for broad distribution to frontline, as well as, supervisory and management staff who need to accept change, and adapt to the challenges and opportunities it brings.


Jim Clemmer: Keynote Speaker, Workshop/Retreat Leader, and Management Team Developer
  • www.JimClemmer.com
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