What Happy People Know: How the New Science of Happiness Can Change Your Life for the Better by Dan Baker Ph.D. |
by Dan Baker Ph.D.
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The Five Dysfunctions of a Team: A Leadership Fable (J-B Lencioni Series) by Patrick Lencioni |
by Malcolm Gladwell
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by Stephen M.R. Covey
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Editorial Reviews
From Publishers Weekly
Distinguished by optimism and honesty, a happy company has a "culture in which personal respect, appreciation, and trust become a major reason for its business success." Employees won't need to sing "kumbaya" to accomplish this, assert the authors of this persuasive and encouraging if dense guide. But promoting "happiness" may result in an innovative, collaborative company with employees who are relatively stress-free and attuned to opportunity—plus, happiness will promote the bottom line. Baker (a psychologist and coauthor of What Happy People Know), Greenberg (a leadership coach) and Hemingway (a business writer and coauthor with Bill Gates of Business @ the Speed of Thought) investigate the underlying emotional, psychological and even neurological influences on good and bad business practices. Beginning with an examination of fear and aggression as motivators for negative or even passive business decisions, the book later delves into topics including strategies for combating stress both personally and as an organization, employing humility in leadership and developing emotional intelligence. This book is relevant to both the CEO concerned with motivating workers and the employee figuring out how to improve personal coping skills. (June 6)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
Review
See all Editorial Reviews
Distinguished by optimism and honesty, a happy company has a "culture in which personal respect, appreciation, and trust become a major reason for its business success." Employees won't need to sing "kumbaya" to accomplish this, assert the authors of this persuasive and encouraging if dense guide. But promoting "happiness" may result in an innovative, collaborative company with employees who are relatively stress-free and attuned to opportunity—plus, happiness will promote the bottom line. Baker (a psychologist and coauthor of What Happy People Know), Greenberg (a leadership coach) and Hemingway (a business writer and coauthor with Bill Gates of Business @ the Speed of Thought) investigate the underlying emotional, psychological and even neurological influences on good and bad business practices. Beginning with an examination of fear and aggression as motivators for negative or even passive business decisions, the book later delves into topics including strategies for combating stress both personally and as an organization, employing humility in leadership and developing emotional intelligence. This book is relevant to both the CEO concerned with motivating workers and the employee figuring out how to improve personal coping skills. (June 6)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
Review
Penned by three successful psychology and business writers, including the author of the worldwide bestseller, What Happy People Know, this book presents a strong case for introducing the new science of organizational happiness into the workplace.
Because motivated employees are the keystone to business success, companies built around people, positive mindsets and long-term goals consistently out-perform unhappy companies. Illustrated with examples of positive and successful businesses, this book will teach readers how to apply the principles, priorities and motivation of happy companies to their own organizations. Filled with practical ways to master “the softer side” of business, this guide will help employers effectively implement change and produce more cooperative, innovative and dedicated employees. One of the most convincing aspects is the discussion of the evolutionary and behavioral science on which the “science of happiness” premise is based. Thanks to the authors’ thorough research and accessible style, readers will understand not just how to improve their companies, but why it’s necessary.
Original and intelligent—a “complete blueprint” for building a happy and successful organization.
--Kirkus Reports, Vol. 3, Issue 3 (March 31, 2006)
Distinguished by optimism and honesty, a happy company has a "culture in which personal respect, appreciation, and trust become a major reason for its business success." Employees won't need to sing "kumbaya" to accomplish this, assert the authors of this persuasive and encouraging if dense guide. But promoting "happiness" may result in an innovative, collaborative company with employees who are relatively stress-free and attuned to opportunity-plus, happiness will promote the bottom line. Baker (a psychologist and coauthor ofWhat Happy People Know ), Greenberg (a leadership coach) and Hemingway (a business writer and coauthor with Bill Gates ofBusiness @ the Speed of Thought ) investigate the underlying emotional, psychological and even neurological influences on good and bad business practices. Beginning with an examination of fear and aggression as motivators for negative or even passive business decisions, the book later delves into topics including strategies for combating stress both personally and as an organization, employing humility in leadership and developing emotional intelligence. This book is relevant to both the CEO concerned with motivating workers and the employee figuring out how to improve personal coping skills.(June 6)
--Publisher's Weekly (4/17 Issue)
Copyright © 1997-2005 Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
See all Editorial Reviews
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Inside This Book
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Key Phrases - Statistically Improbable Phrases (SIPs):
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heartfelt leadership, intelligent employees, executive brain, intentional culture, humble leaders, unhappy companies, target fixation, survival brain, happy company, appreciative inquiry, emotional brain, behavioral tools, skunk works Key Phrases - Capitalized Phrases (CAPs): (learn more)
United States, Waggener Edstrom, Sam Walton, State Farm, Arthur Andersen, British Air, The Phelps Group, World War, Hunter Douglas, Jim Collins, Wall Street, Watson Wyatt, Charlie Horn, Joe Phelps, American South, Bill Gates, George West, Global Crossing, Lori Bryant, Steve Jobs New!
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Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
heartfelt leadership, intelligent employees, executive brain, intentional culture, humble leaders, unhappy companies, target fixation, survival brain, happy company, appreciative inquiry, emotional brain, behavioral tools, skunk works Key Phrases - Capitalized Phrases (CAPs): (learn more)
United States, Waggener Edstrom, Sam Walton, State Farm, Arthur Andersen, British Air, The Phelps Group, World War, Hunter Douglas, Jim Collins, Wall Street, Watson Wyatt, Charlie Horn, Joe Phelps, American South, Bill Gates, George West, Global Crossing, Lori Bryant, Steve Jobs New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
Citations (learn more)
This book cites 14
books:
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- First Things First by Stephen R. Covey on page 35
- Global Leadership: The Next Generation (Financial Times Prentice Hall Books) by Marshall Goldsmith in Front Matter
- Anna Karenina (Oprah's Book Club) by Leo Tolstoy on page 276
- The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market by Michael Treacy on page 185
- Practice What You Preach : What Managers Must Do to Create a High Achievement Culture by David H. Maister on page 202
See all 14 books this book cites
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