![]() It describes the conversation where the leader prompts the person toward finding the insight within themselves. David Rock suggests a different response in this, what he calls the central thought of quiet leadership. It seems to be part of their DNA and they have been trained over years to do so. Leaders are accustomed to giving advice and answers. And the leaders objective is develop thinking. They speak so that the listener can clearly understand and relate. They use few words to communicate the core of the idea that they desire to transmit. The author suggests that quiet leaders are succinct, specific, and generous when speaking with others. Listening for potential means using the advantage of an outside or distant perspective to help the speaker see their own insights, possibilities, and future. ![]() He suggests that the parties in a conversation refer to these to be sure that all are on the same page.ĭavid Rock suggests listening with the expectation that the person speaking can and will solve their own dilemmas. The author provides a tool that is termed “Choose Your Focus” to be used in guiding conversations, with five mental frames: vision, planning, detail, problem, and drama. Conversations or meetings can easily get sidetracked. Discussions should focus on solutions rather than problems and accentuate the positive. Rather than providing direction and instructions, leaders should guide and develop the thinking process of their people. This step goes back to the subtitle of the book. To do so, the author lays out a six-step process of transforming performance of the people that we lead. ![]() David Rock encourages leaders to understand and take advantage of this ability of the brain as they encourage the growth of the people that they lead. Yet the brain has a great deal of neuroplasticity, making it able to learn and adapt new ways of thinking. The book begins with a short discussion of neuroscience and how the brain hardwires patterns of thinking. This is the big idea that David Rock sets forth in his book, “ Quiet Leadership: Help People Think Better – Don’t Tell Them What to Do!” Leaders should apply their effort to impacting thinking, with a greater and longer-lasting effect on results. Managers spend their time trying to control results and to some extent behaviors. Thinking drives emotions that drives behaviors that then produce results.
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