Drive Cutting-Edge Progress by Improving Inner Engagement
In general, what is cutting edge performance, and how does one 'get there'? Individual contributors and management alike suffer from the lack of a vision and operational method of optimal work, or more generally, peak performance, which provide and actively foster a natural meeting ground for both personal fulfillment and corporate results, and which inspire people toward peak performance, self-actualization, and optimal well-being.
Summary of the book
Research shows that inner engagement in whatever is at hand is proportional to a person's well-being, productivity, and the quality of the products and services delivered. Thus you can drive balanced, overall personal and organizational progress and well-being by increasing inner engagement/involvement. As Timothy Gallwey said, "As everyone who has excelled in any sport knows, winning in the long term is largely a function of one's state of mind."
Still, rather than our states of mind, most of us are quite obsessed with the bottom line, or the ordinary things and activities of life. But as Tarthang Tulku said, "Caring for our work, being really involved in it, is the secret of doing things well and of deriving satisfaction from whatever we do.” By consistently improving performance variables measuring our engagement--such as 'flow', 'glow', and 'zero'; or energy, concentration, and awareness, as explained in Chapter Five--we can clear away obstructions and realize our goals. See Chapters Two and Four for examples of how it is used moment by moment at work.
Tracking involvement or engagement in the current scenario is a natural "peak performance principle" that can be used while doing any task, as you switch between tasks, or even when there is no apparent task at hand. In addition, as discussed under the self-actualization definition, it gradually relieves management of the need to motivate employees, and decreases the friction commonly experienced between employees and management.
Here's the Table of Contents of this free E-book. Click on a heading to go to that part of the book on this website. Get a copy of the book sent to you by filling in the form below and to the left.
Table of Contents
Introduction: Definitions and Principles
Chapter 1: The Peak Performance Principle
Chapter 2: Case History--Monitoring a Transformational Variable
Chapter 3: A lab exercise--Sorting Cards into Books for Time
Chapter 4: Case History--Monitoring an Emotional Intelligence Variable
Chapter 5: General Four-step Approach to Accomplishment, Creativity, and Change
Chapter 6: What’s the Zone of Peak Experience and Performance?
Chapter 7: Building An Engagement Playing Field
Chapter 8: The Full Range of Our Engagement, or, "Who Are We, Anyway?"
Bibliography and References