内容简介
We all have a natural tendency to focus on what we don’t wantto happen, rather than on what we do want to happen., All this timeand energy spent on worrying about avoiding pain and loss dominatesfar too many organizations, suppressing employee engagement andcrippling growth. To escape this workplace culture-killer companiesneed their employees to look forward and focus intentionally onwhat they do want to happen.
In Seeing Red Cars, expert trainer and speaker Laura Goodrichdraws an enduring metaphor to show managers and their employees howto make the shift. It’s a well-known truism that if you buy ared car, you suddenly start noticing red cars everywhere. Byextension, if we make a conscious decision to focus on positivedesired outcomes at work (and commit to a plan of consciouspractice), we experience dramatically positive effects. Thetransition to affirmative thinking begins one person at a time andthen grows, spreading virally through local teams and eventuallythe entire organization. Once a critical mass of employees has madethis change, the Seeing Red Cars mentality becomes a part of theorganization’s core engine, driving growth, innovation, andbottom-line results.
In Seeing Red Cars, expert trainer and speaker Laura Goodrichdraws an enduring metaphor to show managers and their employees howto make the shift. It’s a well-known truism that if you buy ared car, you suddenly start noticing red cars everywhere. Byextension, if we make a conscious decision to focus on positivedesired outcomes at work (and commit to a plan of consciouspractice), we experience dramatically positive effects. Thetransition to affirmative thinking begins one person at a time andthen grows, spreading virally through local teams and eventuallythe entire organization. Once a critical mass of employees has madethis change, the Seeing Red Cars mentality becomes a part of theorganization’s core engine, driving growth, innovation, andbottom-line results.