【预订】The Performance Paradox
书籍内容简介可联系客服查阅，查书找书开票同样可以联系客服
￥ 138 ￥ 138 九五品
库存2件
广东广州
认证卖家担保交易快速发货售后保障
作者Eduardo Briceño
出版社Random House Publishing Group
ISBN9780593725245
出版时间2023-09
装帧平装
定价138元
货号YB-88881
上书时间2024-08-09
- 最新上架
商品详情
- 品相描述：九五品
- 商品描述
-
商品简介
Discover how to balance learning and performing to bolster personal and team success with this revolutionary guide from a world-renowned expert on growth mindset.
“An essential read for fostering learning, performance, and a growth mindset . . . I wholeheartedly recommend it.”—Carol Dweck, bestselling author of Mindset
A Next Big Idea Club Must Read
To succeed in a fast-changing world, individuals and companies know they must create a culture of growth, where experimentation and feedback are encouraged, and learning is integrated into the everyday. Yet we often get stuck in a well-worn pattern of habits that don’t move us forward. Why?
Because many of us get trapped in the Performance Paradox: the counterintuitive phenomenon that if we focus only on performing, our performance suffers.
How can we give ourselves the space to experiment and grow while also delivering high-level results?
Fostering growth mindset to elevate performance is Eduardo Briceño’s specialty. As CEO of Mindset Works and in his work with Fortune 500 companies, he discovered that mastering growth—personal, organizational, and financial—hinges on navigating the crucial balance between learning and performing.
In The Performance Paradox, Briceño reveals how to
• avoid falling into the chronic performance trap that stagnates growth
• identify when and how to unlock the power of mistakes
• integrate learning into daily habits in ways that stick
• lead teams that constantly improve and outperform their targets
• grow your skill level and output simultaneously and for the long term
We can achieve more tomorrow than we do today if we develop the belief that we can change and the competence for how to change. With Briceño’s innovative and refreshing framework of balancing learning and performing, individuals and companies can reach their boldest aspirations.
通过世界知名成长心态专家撰写的这本革命性指南，探索如何平衡学习和表现，以促进个人和团队的成功。
“培养学习、表现和成长心态的必备读物。 。 。我衷心推荐它。”—Carol Dweck，畅销书《心态》作者
下一个大创意俱乐部必读
为了在快速变化的世界中取得成功，个人和公司都知道他们必须创造一种成长文化，鼓励实验和反馈，并将学习融入日常生活。然而，我们常常陷入一种陈旧的习惯模式，而这些习惯并不能推动我们前进。为什么？
因为我们中的许多人陷入了绩效悖论：这是一种违反直觉的现象，如果我们只专注于绩效，我们的绩效就会受到影响。
我们如何才能做到这一点？为自己提供实验和成长的空间，同时交付高水平的成果？
培养成长心态以提升绩效是 Eduardo Brice 的专长。作为 Mindset Works 的首席执行官以及在与财富 500 强公司的合作中，他发现掌握成长（个人、组织和财务）取决于在学习和绩效之间取得关键平衡。
绩效悖论，Briceño 揭示了如何
•避免陷入增长停滞的慢性绩效陷阱
•确定何时以及如何释放错误的力量
•以持久的方式将学习融入日常习惯
•领导团队不断改进并超越目标
•同时长期提高您的技能水平和产出
如果我们相信我们可以改变，并且有能力改变，我们明天就能取得比今天更多的成就。借助 Briceño 平衡学习和表现的创新和令人耳目一新的框架，个人和公司可以实现他们最大胆的愿望。
作者简介
Eduardo Briceño is a global keynote speaker, facilitator, and program provider who supports organizations in developing cultures of learning and high performance. Earlier in his career, he was the co-founder and CEO of Mindset Works, the first company to offer growth mindset development services. Previously, he was a venture capital investor with the Sprout Group. His TED Talk, How to Get Better at the Things You Care About, and his prior TEDx Talk, The Power of Belief, have been viewed more than nine million times. He is a Pahara-Aspen Fellow, a member of the Aspen Institute’s Global Leadership Network, and an inductee in the Happiness Hall of Fame.
精彩内容
Chapter 1: The Performance Paradox
Big idea While it might seem counterintuitive, constantly performing does not improve our performance. The route to success is often not a straight line.
Anjali felt her palms grow sweaty every time her manager Salma asked, “Can I offer some feedback?”
“No!” She wanted to scream. “I’m already working as hard as I can!”
Indeed, she was, and since joining the company, she’d received positive feedback from managers and direct reports alike.
But she’d never had a manager who was also so up-front about areas where she could improve—and it was usually the logistical components of her job, which she rarely had time to stay on top of. Anjali viewed herself as an attentive, hands-on person who always put her customers first, and if she had to choose between taking a customer’s call and updating the company’s database, she’d pick the phone call 100 percent of the time.
Talking to Salma made her feel like a kid again, like she couldn’t get it right.
The next time Salma uttered that dreaded F-word—feedback—and started offering suggestions on how she could do things differently, Anjali couldn’t hold back. “I’m already working as hard as I can!”
After a brief but painful pause, Salma smiled at her.
“Anjali, no one wants you to work any harder. We want to figure out how we can make things easier for you.”
Anjali had never thought about it like that—she assumed all of the feedback was a veiled warning that her job was in jeopardy.
When the phone rang, Gino Barbaro always leaped to answer it.
If he saw a bartender or waiter reaching for the receiver, he would shoo them away; after all, this was his restaurant, his reputation, his name. At Gino’s Trattoria, if he wanted something done right, he needed to do it himself.
That’s how Gino approached pretty much everything at the restaurant. Each day his mind would bounce around to whatever needed to be done next—taking orders over the phone, managing the kitchen staff, ordering supplies and ingredients, cleaning, keeping on top of financial transactions, locking up at night.
He didn’t trust anyone to do these things as well as he would, and he didn’t have the time to train them.
During the 2008 recession, the restaurant started to lose money. Gino responded by putting in extra hours to make sure everything was executed “perfectly,” but it soon became apparent that that wasn’t enough to keep the restaurant afloat. After twelve years of seventy-hour weeks, he was exhausted and couldn’t envision working even harder to cut costs or promote the business to get out of this hole—there weren’t enough hours in the day to stop and think about what to try differently. Something had to change.
There had to be a way to run a business that didn’t leave him miserable, scrambling for time, and burnt out.
Douglas Franco was tapped by Peruvian investment firm Enfoca to change the trajectory of its new acquisition, iEduca, a Lima-based higher education company that offers courses for adults. The investment firm thought that a change in leadership would enable iEduca to grow faster.
Upon joining the company as CEO, Douglas observed that his new colleagues—especially those on the executive team—seemed to believe they were already optimizing the business. Douglas worried that this attitude was causing the company to stagnate and preventing the team from experimenting with new ideas.
To accelerate growth, iEduca would need to find new ways of doing things.
Frustrated and feeling pressure to deliver success to his investors, Douglas tried to encourage his new colleagues to think critically about opportunities for improvement. But his frustration was met with resistance. His team members dug in their heels and kept trying to prove themselves, rather than improve.
Then, when the pandemic broke out, student enrollment plummeted and revenues collapsed.
This was not how Douglas had envisioned his new chapter. He had to find a way to get his team to stop trying to impress him and start working with him to find new solutions—and the clock was ticking.
We’ll come back to Anjali, Gino, and Douglas later, but now that you’ve heard a bit about their challenges, let me tell you about mine.
Early in my career, I was the youngest investment professional at the Sprout Group—then one of the oldest and largest venture capital firms in the world. I loved being exposed to different executive teams, industries, and companies at the leading edge of innovation, and I had the exciting opportunity to serve on boards of directors alongside much more experienced and knowledgeable investors and operators.
But when I think back on those days, what I remember most vividly is the incredible pressure I felt to perform.
We regularly sat in meetings listening to startup teams pitch their ventures. When the entrepreneurs stepped out of the room, we’d take turns voicing our impression of the opportunity. As a very junior professional just starting my career, I didn’t know enough to have a strong conviction about whether an investment was attractive, but I pretended to.
As my colleagues shared their views, I would try to decide what to advocate for. When my turn came, I left my conflicting thoughts and uncertainties unspoken to make it appear that all of my thinking pointed in one direction and that I had high confidence in my recommendation. I would pick a side—to engage in due diligence or turn down the opportunity, or to invest or not—and advocate for it with certainty.
I realized that by not sharing some of my thoughts, I was withholding information that could have helped us make better decisions. This caused me anxiety because I wanted to help our team, but I was handcuffed by my belief that I needed to appear knowledgeable, decisive, and confident of my opinions.
After years of this, I got very good at looking like I knew what I was doing, but i
— 没有更多了 —
以下为对购买帮助不大的评价