Primal Teams: Harnessing the Power of Emotions to Fuel Extraordinary Performance

Primal Teams: Harnessing the Power of Emotions to Fuel Extraordinary Performance

Primal Teams: Harnessing the Power of Emotions to Fuel Extraordinary Performance

Primal Teams: Harnessing the Power of Emotions to Fuel Extraordinary Performance

Synopsis

Emotion, more than anything else, spells the difference between stellar and mediocre team performance. Fear, anger, frustration, and other negative feelings, can en danger a group's dynamic. But positive emotions have the power to transform it into a high-performance engine, where everyone operates at their peak. Their minds sharpen. They find creative solutions. They get great results. Thanks to discoveries in neuroscience and psychology, we now know that emotions operate independently from our logical minds. They can't be reasoned away. They must be dealt with directly. Drawing on the latest research, Primal Teams shows how any one can control potentially damaging emotions, while triggering the kind of passion and energy that supercharge performance. Illustrated with compelling examples, this groundbreakingguide reveals how to: Transform fear and negativity - Energize primal emotional systems - Activate insight and intuition - Foster emotional bonds and team spirit - Connect the team to a deeper purpose - And more Emotions determine whether a group works with energy and enthusiasm or just goes through the motions. With the array of insights and practical tools in this book, anyone can inspire an unprecedented level of performance. "

Excerpt

I borrowed the title of my Prologue from an e. e. cummings love poem because it so nicely captures the reason I wrote this book. Why would I start a business book with a line from a love poem? Because love is one of our most powerful primal feelings. and primal feelings fuel the brainpower that drives the best team performances.

This book was born out of feelings, painful feelings. Not long ago, my life took a sharp turn when I lost something that I dearly cherished. I had been leading a large it group for over a decade, one with a unique vitality that fostered great success and deep satisfaction, but the team’s energy was waning. Our ceo had just retired, our company was merging with another company, and we could feel our once exceptional and vibrant culture, with its focus on the sanctity of teams, giving way to a more conventional and moribund one.

Years before, we had hit on a winning formula for what we called high-performance teams. One tenet of that formula placed a huge priority on giving a strong voice about running the organization to the teams who played such a major role in getting results. Team members . . .

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