This is a results-oriented, transformative dialogue involving inner discussions and conversations with others that breaks through the static concepts of teams and personalities and draws on four “voices”: curiosity, empathy, transparency, and authority. Rogers proposes a dialogical mindset-his t3 model-that leads to a true exchange, resulting in mutual collaboration and new ideas. In addition, the natural human inclination is to “listen” in order to criticize, to gather information in order to bolster one’s already formed conclusion, and to speak in order to defend one’s biases. To counter the myths about personality and workplace culture, Rogers, a senior consultant at a global firm, offers this “study about dialogue in life and business.” In a world of increasing change, the author asserts, it becomes impossible for individuals or even groups to comprehend all the factors that come into play in dialogues and decisions. The author maintains that a well-meaning but mistaken rush to authoritarianism or commiseration, especially in today’s polarized atmosphere, creates obstacles to open exchange and innovation. Whether readers are CEOs or parents, leadership can be learned through a model that sparks effective conversations, according to this debut manual.Īfter decades of focusing on leadership development, Rogers became intrigued by the fact that some executives get powerful results while other gifted personalities fail to influence others.
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