When Execution Isn't Enough

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Vries Manfred Kets. When Execution Isn't Enough

Foreword

Introduction

Part One. Inspiring and Influencing

1. Influ – The Prologue

2. Inspirational Leadership Matters

3. The Science of Influence

The Hard Tactics

The Soft Tactics

The Frequency of Use of Individual Influencing Approaches

What Tactics Work When

4. The Neuroscience of Inspirational Leadership

Our Brain

The Concept of Neuroplasticity

Learning and Change

5. Influ – The Consultations

Part Two. Inspiring Others

6. Influ – “I hate school”

7. How to Inspire

Understanding Inner Motivators – Emphatic Exploration

Getting Others to Commit to Action – Working on the Inner Motivators

Empowering Others to Act

8. Influ – Finding Empathy

Part Three. Targeting Inspirational Appeals

9. Influ – “They want you out”

10. What Are People Like?

Context

Know-How

Skills

Your Mind-Set: Understanding the Inner Operating Model

Personality Theories

Overall Considerations on the WAPL Model

11. Tailoring Influencing Approaches

Context

Knowledge

Skills

Mind-Set

Combinations and Salience

12. Influ – Winning Carl Back

Part Four. Inspiring at Scale

13. Influ – “We have an offer”

14. Inspiring at Scale: The Influence Model

Understanding Inner Motivators of Organizations – Values and Emotional States of Organizations

Getting Organizations to Change – The Influence Model

15. Influ – The Epilogue

Afterword

Appendix I:

Leadership Behaviors

Appendix II:

Organizational Health Index

Appendix III:

Personality Markers

Appendix IV:

Emotional Disposition Markers

Acknowledgments

About the Author

Index

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When Execution Isn't Enough

Decoding Inspirational Leadership

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Second, it argues that a great deal of mental life – thoughts, feelings, and motives – lies outside of conscious awareness. People are not always aware of what they are doing, much less why they are doing it. Even the most “rational” people have blind spots, and even the “best” people have a shadow side – a side that they do not know, or do not want to know. Moreover, people work to increase their blind spots: they develop defensive structures over time that make them blind not only to their motivation for a certain dysfunctional behavior but also to the behavior itself, even though that behavior may be obvious to everyone else. Accepting the presence of unconscious processes, however, can be liberating, because it helps us understand why we do the things we do and how we might change for the better.

Third, it argues that nothing is more central to a person’s identity than the way he or she expresses and regulates emotions. Emotions color experiences with positive and negative connotations, creating preferences. Emotions form the basis for internalizing mental representations of the self and others that guide relationships throughout one’s life. Furthermore, emotions serve people in many adaptive and defensive ways, depending on the personal “script” in their inner theater. Experiencing our emotions and those of others enables us to come into greater contact with others (and with ourselves), to find out what they feel (as opposed to what they think), what they like and dislike, and what they want and do not want.

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