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IES 28 LIVES BOUNDAR

IES 28 LIVES BOUNDAR People with higher ratios of positive to negative emotions are more likely to flourish in life, experiencing better health, more satisfying relationships, and greater professional achievement. flourish in life, experiencing better health, more satisfying relationships, and greater professional achievement. Chamine uses a similar metric he calls the positivity quotient, or the fraction of all your emotional experiences that are positive. PQ, he says, is more important for your success than your IQ or your EQ (emotional intelligence). Many of the executives he coaches, he says, have tried to raise their EQ, with little lasting success. EQ training teaches self-awareness and self-management, among other skills, but it misses a crucial component, Chamine believes. “What EQ training doesn’t tackle are the Saboteurs, who, left untouched, quickly reclaim their power.” Chamine’s goal is practical: He wants to help everyone, from children to executives, raise their PQ. Through his coaching practice, he’s refined techniques designed to weaken the Saboteurs (for starters, by learning to spot them in action) and strengthen the Sage, starting with understanding that an optimistic attitude becomes self-fulfilling. For example, he recommends a thought experiment involving identical twins who face a setback AUTUMN 2013 STANFORD BUSINESS in opposite ways: One blames himself or others, while the second one says, “I can turn this failure into an opportunity.” Guess which twin will be better able to muster the internal resources, such as compassion and curiosity, to overcome the setback? “When your Judge says you’re screwed, you are screwed,” Chamine says. Many of the exercises Chamine uses, like the twin experiment, are almost like little games. Others, like the mindfulness exercise that has you focus on a bodily sensation for 10 seconds, sound less fun, and, in fact, Chamine prescribes a number of “reps,” as if you were counting crunches at the gym. Fun or not, you have to stick with the program. The effort, though, can bear unexpected fruit. “One of the biggest lies is that success leads to happiness,” Chamine says, rather than the other way around. “The biggest insight is that the happy brain is a more capable, more creative, more resourceful brain.” Δ L E A D E R S H I P The Value of Good Bosses :T H I N K M A N A G E M E N T SIGN UP NOW SHARE Two Stanford scholars examine what high-performing middle managers do better than bad bosses. READ MORE P S Y C H O L O G Y Correcting vs. Complimenting There has to be room for negative feedback, but scholars advocate for READ MORE BUSINESS INSIGHTS AND IDEAS DELIVERED RIGHT TO YOUR INBOX SUBSCRIBE NOW gsb.stanford.edu/rethink The Stanford Business Re:Think Newsletter

Influence ... Gender ... Technology ... Governance ... Messaging ... Markets 29 Organizations Ben Wiseman “ This is not about making a perfect boss. It’s about you making a better relationship.” —David L. Bradford, PAGE 30