How Do I Keep My Employees Motivated?: The Practice of Empathy-Based Management

How Do I Keep My Employees Motivated?: The Practice of Empathy-Based Management

Language: English

Pages: 231


Format: PDF / Kindle (mobi) / ePub

Empathize, and become a manager who can effectively influence each of your employee’s attitudes, behavior, level of motivation, and professional growth

“How Do I Keep My Employees Motivated? is an imperative book for leaders in all fields. In order to motivate, you must be able to comprehend and connect on a personal level.”

—TOM DASCHLE, former U.S. Senate Majority Leader

“George Langelett brings clarity to elements of management that we cherish at Markel. He explores the ‘soft’ topic of empathy-based management in ways that are highly accessible to managers who are compelled by ‘hard’ logic. He describes the scientific underpinnings of why empathetic management is successful, and he gives clear steps for how managers can develop such a style.”

—ALAN I. KIRSHNER, Chairman/CEO Markel Corporation

“I think this is an excellent book. Most books on motivation are either so heavy on theory and research that practicing managers may not know how to apply what’s in the book or else rely so heavily on anecdotes and personal experiences to the point where validity suffers. This book, though, gets it just right: it is based on sound theory and research but offers truly usable applications and advice.”

—DR. RICKY GRIFFIN, Department Head and Distinguished Professor of Management, Blocker Chair in Business, Mays Business School, Texas A&M University











corporate America will change. As more executives practice empathetic behavior, they experience the impact of unethical behavior on other persons, and it leads to real change within the culture, rather than corporations relying on company policies to guide ethical behavior. FROM neuroscience we learn that the importance of empathy-based management is threefold: (1) to prevent the brain from releasing stress hormones, including cortisol, and thus shutting down each employee’s ability to think and

is emotional and instinctual; he devotes no time to logical thought. He simply can’t until he is safe. The same physiological processes also occur in the workplace. For example, suppose that an employee breaks a company policy and, as a result, the manager becomes emotional and harshly reprimands her. She will most likely feel threatened (an emotional response) by the manager’s verbal attack, and a stress response will consume her brain. She will become defensive and angry—a response based on

so that you can demonstrate your ability to manage. If successful, your role as supervisor would become a permanent position. Is this what you are asking? John: Yes, that is what I have been trying to say. So, are you going to let me start training? Jesse: Before I say yes, I need some clarification. I call this my miracle question. If in six months, you could have any job in this company, what would it be? What is your dream job? John: I want be the CEO of our company! Jesse: Actually,

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neural basis of metalizing. Neuron, 50 (4), 531–534. Frodl, T., Meisenzahl, E., Zetzsche, T., Bottlender, R., Born, C., Groll, C., et al. (2002). Enlargement of the amygdala in patients with a first episode of major depression. Biological Psychology, 51(9), 708–714. Fuster, J. M. (1997). The prefrontal cortex. Philadelphia: Lippincott, Raven. Gallese, V. (2005). “Being like me”: Self-other identity, mirror neurons, and empathy. In S. Hurley & N. Chater (Eds.), Perspectives on imitation: From

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