Nonfiction4Life

Erica Komisar champions the role of mothers in Being There: Why Prioritizing Motherhood in the First Three Years Matters. As a licensed clinical social worker, psychoanalyst, and parent guidance expert, Komisar sees a strong correlation between absent mothers and children diagnosed with mental disorders such as ADHD, aggression, autism, anxiety, and depression.

Her words are a clarion call to society, which has come to devalue mothers and overvalue success, money, achievement, and status. The message is not a political message but rather a human message: mothers are not a luxury to children; they are a necessity. Women are biologically designed to take care of their babies, especially during the first three years. Although this concept is instinctive to many women, Komisar now supports it with research.

In addition to citing numerous studies, Komisar includes experiential evidence and sage advice. She aims to teach all mothers how to be more physically and emotionally present for their children while finding ways to feel more joy and peace in their maternal role. Consider just three important takeaways:

1. Mothers act as a baby’s central nervous system for the first nine months. During this time, babies are unable to regulate emotions and stress on their own. The good news is mothers are uniquely equipped to comfort constantly, from moment to moment, all day long. As Komisar says, "The capacity to develop in a healthy manner, to regulate stress, to balance emotions, and to feel for another human being begins with mothers." In other words, when present, a mother can neutralize emotions and buffer stress. These moms can expect their children to grow up to be resilient adults.
2. Every absence from a baby needs repairing. Komisar tells us,"The most painful times for young children are the comings and goings of their mothers." When a mother leaves for even a very short time, her baby feels distressed. Knowing this, mothers can choose to be there during times of transition. Her presence is especially important when babies go to sleep and wake up. To avoid too many separations, mothers can choose to keep very young babies physically close. Her touch, eye contact, and voice are all very reassuring, increasing a baby’s emotional security.
3. Mothers and fathers are not interchangeable. Although both mothers and fathers produce oxytocin (the love hormone), this chemical produces different responses in males and females. A mother is “bathed” in oxytocin when she delivers a baby and breastfeeds. This causes her to become a more sensitive and empathic nurturer. A father who spends time with his baby also produces increased oxytocin. But the hormone causes him to become more playfully stimulating. He also produces vasopressin. This helps him protect his young, regulate their aggression, and help them separate healthily from their mothers at the right time.

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Adrian Gostick, co-author of What Motivates Me: Put Your Passions to Work, has collected data from more than 850K people to find out what makes them happy at work. It turns out the key to workplace happiness is not doing something you're good at. And it's not working for a thriving company, either. Gostick's research shows that the most energized employees find work that motivates them personally.

Just three takeaways: 

1. Happiness at work for U.S. employees is at "an all-time low." A whopping 87 percent of the world's workers are either not full engaged or plain disengaged. 
2. Each person has his/her unique combination of 23 different workplace motivators. Knowing these can give us language to sculpt our current job into one we love.
3. The strongest teams include workers from all five "Identities." Read about these in the "Identity Reference Guide": Achievers, Builders, Caregivers, Reward-Driven, Thinkers. 

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The Culture Works

More books by Adrian Gostick:

All In: How the Best Managers Create a Culture of Belief and Drive Big Results

The Carrot Principle: How the Best Managers Use Recognition to Engage Their People, Retain Talent, and Accelerate Performance [Updated & Revised]

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Adrian Gostick, co-author of What Motivates Me: Put Your Passions to Work, has collected data from more than 850K people to find out what makes them happy at work. It turns out the key to workplace happiness is not doing something you're good at. And it's not working for a thriving company, either. Gostick's research shows that the most energized employees find work that motivates them personally.

Just three takeaways: 

1. Happiness at work for U.S. employees is at "an all-time low." A whopping 87 percent of the world's workers are either not full engaged or plain disengaged. 
2. Each person has his/her unique combination of 23 different workplace motivators. Knowing these can give us language to sculpt our current job into one we love.
3. The strongest teams include workers from all five "Identities." Read about these in the "Identity Reference Guide": Achievers, Builders, Caregivers, Reward-Driven, Thinkers. 

BUY What Motivates Me: Put Your Passions to Work

The Culture Works

More books by Adrian Gostick:

All In: How the Best Managers Create a Culture of Belief and Drive Big Results

The Carrot Principle: How the Best Managers Use Recognition to Engage Their People, Retain Talent, and Accelerate Performance [Updated & Revised]

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Beth Brust, the mother of an Asperger's child, coauthored Quirky, Yes—Hopeless, No: Practical Tips to Help Your Child with Asperger's Syndrome Be More Socially Accepted. While Brust offers a parent's perspective, Dr. Cynthia La Brie Norall provides an expert's point of view. Together, they synthesize years of training Asperger's kids at their after-school "Friends Club." Fashioned after Dr. Spock's guidebook for parents, the book serves as a sort of bible for parents and educators dealing with children on the autism spectrum.

Just three takeaways:

1. "Aspies" can, in fact, learn people skills and become more socially aware. But this growth requires practice. Breaking down skills into small steps sets them up for success.
2. Looking people in the eye can be very distracting and stressful for Asperger's kids, causing others to misinterpret their behavior as rude or disinterested.
3. Bullying is prevalent among children with Asperger's, so learning strategies for stopping it is essential. (Note: Norall and Brust felt this topic was so important that, in addition to a short chapter about bullying, they provide additional information in the Resources section.)

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Beth Brust, the mother of an Asperger's child, coauthored Quirky, Yes—Hopeless, No: Practical Tips to Help Your Child with Asperger's Syndrome Be More Socially Accepted. While Brust offers a parent's perspective, Dr. Cynthia La Brie Norall provides an expert's point of view. Together, they synthesize years of training Asperger's kids at their after-school "Friends Club." Fashioned after Dr. Spock's guidebook for parents, the book serves as a sort of bible for parents and educators dealing with children on the autism spectrum.

Just three takeaways:

1. "Aspies" can, in fact, learn people skills and become more socially aware. But this growth requires practice. Breaking down skills into small steps sets them up for success.
2. Looking people in the eye can be very distracting and stressful for Asperger's kids, causing others to misinterpret their behavior as rude or disinterested.
3. Bullying is prevalent among children with Asperger's, so learning strategies for stopping it is essential. (Note: Norall and Brust felt this topic was so important that, in addition to a short chapter about bullying, they provide additional information in the Resources section.)

BUY Quirky, Yes---Hopeless, No: Practical Tips to Help Your Child with Asperger's Syndrome Be More Socially Accepted

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Steve Young, one of the greatest football players of all time, holds distinctions as a two-time NFL MVP and a Super Bowl MVP as well as a Football Hall of Famer. His book, QB: The Man Behind the Spiral, he originally intended to share only with his children. It gives us an inside look into Young’s football career as well as his lifelong struggle with anxiety. With editing help from his wife Barb, the narrative is a very honest, authentic account of his story. In the podcast, he reveals more details about his life.

Just three takeaways:

1. Even the most severe cases of anxiety can go undiagnosed and untreated.
2. God puts people in our path when we most need them.
3. Having a personal “North Star” can give us purpose, direction, and comfort.

For extended Show Notes with stop times, go to  https://www.nonfiction4life.com/qb-the-man-behind-the-spiral-by-steve-young-with-jeff-benedict/.

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Steve Young, one of the greatest football players of all time, holds distinctions as a two-time NFL MVP and a Super Bowl MVP as well as a Football Hall of Famer. His book, QB: The Man Behind the Spiral, he originally intended to share only with his children. It gives us an inside look into Young’s football career as well as his lifelong struggle with anxiety. With editing help from his wife Barb, the narrative is a very honest, authentic account of his story. In the podcast, he reveals more details about his life.

Just three takeaways:

1. Even the most severe cases of anxiety can go undiagnosed and untreated.
2. God puts people in our path when we most need them.
3. Having a personal “North Star” can give us purpose, direction, and comfort.

For extended Show Notes with stop times, go to  https://www.nonfiction4life.com/qb-the-man-behind-the-spiral-by-steve-young-with-jeff-benedict/.

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Dr. Brad Agle, Professor of Ethics & Leadership, helped compile "The Business Ethics Field Guide." Agle and his colleagues Aaron Miller and Bill O'Rourke fill the book with 13 common ethical dilemmas providing real-life, instructive scenarios. They also warn individuals and corporations of pitfalls. Readers can plan ahead for possible situations when they'll need sharp ethical skills at-the-ready.

Just three takeaways:

1. Build social capital early and always. Trusted friends are invaluable when navigating ethical situations, but those relationships must be created before you need them.
2. Allow yourself a little extra time to consider all sides of ethical dilemmas before acting. Avoid making knee-jerk decisions that can hurt you and others around you. Instead, take time to talk to others with a different perspective or with more authority.
3. Consider "conflicts of interest" a sign of being a normal human. Everyone has conflicts of interest, although many are unaware of them. The smaller the community, the more likely you'll have this dilemma. Problems usually occur when we fail to manage those conflicts of interest well.

Ethics is a fundamentally about "getting your heart right," or caring about other people. The Business Ethics Field Guide takes ethics to the next level, helping readers learn how to do the right thing at the right time. Its subtitle, "The Essential Companion to Leading Your Career and Your Organization to Greatness," suggests that a serious study of the field guide will help not only employees but also leaders and businesses improve. But becoming great takes practice, and being ethical is a never-ending challenge.

Many aspects of the book are decidedly inconclusive, but this is intentional. Readers who study the book will learn how to rely on their honed skills and be able to draw their own conclusions. In the end, the authors prefer operating under "Virtue Ethics." This construct boils down to asking yourself one question: "What kind of person do I want to be?"

Note: Don't miss the stories Bill O'Rourke contributes to the book, giving it color and dimension.

BUY The Business Ethics Field Guide: The Essential Companion to Leading Your Career and Your Company to Greatness 

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Dr. Brad Agle, Professor of Ethics & Leadership, helped compile "The Business Ethics Field Guide." Agle and his colleagues Aaron Miller and Bill O'Rourke fill the book with 13 common ethical dilemmas providing real-life, instructive scenarios. They also warn individuals and corporations of pitfalls. Readers can plan ahead for possible situations when they'll need sharp ethical skills at-the-ready.

Just three takeaways:

1. Build social capital early and always. Trusted friends are invaluable when navigating ethical situations, but those relationships must be created before you need them.
2. Allow yourself a little extra time to consider all sides of ethical dilemmas before acting. Avoid making knee-jerk decisions that can hurt you and others around you. Instead, take time to talk to others with a different perspective or with more authority.
3. Consider "conflicts of interest" a sign of being a normal human. Everyone has conflicts of interest, although many are unaware of them. The smaller the community, the more likely you'll have this dilemma. Problems usually occur when we fail to manage those conflicts of interest well.

Ethics is a fundamentally about "getting your heart right," or caring about other people. The Business Ethics Field Guide takes ethics to the next level, helping readers learn how to do the right thing at the right time. Its subtitle, "The Essential Companion to Leading Your Career and Your Organization to Greatness," suggests that a serious study of the field guide will help not only employees but also leaders and businesses improve. But becoming great takes practice, and being ethical is a never-ending challenge.

Many aspects of the book are decidedly inconclusive, but this is intentional. Readers who study the book will learn how to rely on their honed skills and be able to draw their own conclusions. In the end, the authors prefer operating under "Virtue Ethics." This construct boils down to asking yourself one question: "What kind of person do I want to be?"

Note: Don't miss the stories Bill O'Rourke contributes to the book, giving it color and dimension.

BUY The Business Ethics Field Guide: The Essential Companion to Leading Your Career and Your Company to Greatness 

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Liz Wiseman, internationally recognized business thought leader, released the Revised and Updated edition of "Multipliers" in 2017. The book was born from a simple observation percolating in Wiseman for years: “There is more intelligence inside our organizations than we are using.” Figuring out why became her passion. Her research findings unlocked the secrets to what she came to call “Multipliers.”

To explain the difference between Multipliers and Diminishers (their opposite), Wiseman quotes Bono, who said, “It has been said that after meeting with the great British Prime Minister William Ewart Gladstone, you left feeling he was the smartest person I the world, but after meeting with his rival Benjamin Disraeli, you left thinking you were the smartest person in the world.” Diminishers might be geniuses, but Multipliers are genius makers. 

Wiseman’s research team used an applied definition of intelligence: the ability to reason, comprehend complex ideas, learn quickly, learn from experience, and adapt to make smart decisions.

Multipliers trust people are smart and will figure it out. With that assumption, they manage to double the brain power of their workers. In short, they use human intellect and talent while noticeably helping people grow. As a result, when working for a Multiplier, people say they “get smarter.”

Wiseman distills the role of Multiplier to distinct disciplines, each set in opposition to a Diminisher role. For example:

1. The Talent Magnet (e.g., Mitt Romney) vs. The Empire Builder
2. The Liberator (Bill Campbell, CEO of Intuit) vs. The Tyrant
3. The Challenger (Irene Fisher of University of Utah Bennion Center) vs. The Know-it-all

Bill Campbell says, to be a Multiplier, “You have to be smart enough to learn.” 

“Accidental Diminishers” are well-intentioned leaders who, unwittingly, reduce abilities often by following popular management principles. For example, creative leaders might try to spark ideas in others; energetic, charismatic leaders can “kill” people with all their energy. Rescuers might step in too early to prevent mistakes from happening, but they can stunt growth in the process. Even too much optimism can do more damage than good.

 Multipliers are not “cupcake-and-kisses” leaders. In fact, they're often hard-edged, driven people. But they create a growth cycle of “safety and stretch.” While holding people accountable, they deeply use their people while helping them grow.

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