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Your job as a manager is getting harder all the time. But your most critical responsibility—especially in today’s world of intensifying competition—is how to help your people shine their brightest.

How do you inspire solid contributors to strive for more? What should you do if a star player falls off their game?

In Shine, bestselling author, psychiatrist, and ADD expert Edward Hallowell draws on brain science, performance research, and his own experience helping people maximize their potential to present a proven process for getting the best from your people:

-Select—put the right people in the right job, and give them responsibilities that “light up” their brain.
-Connect—strengthen interpersonal bonds among team members.
-Play—help people unleash their imaginations at work.
-Grapple and Grow—when the pressure’s on, enable employees to achieve mastery of their work.
-Shine—use the right rewards to promote loyalty and stoke your people’s desire to excel.

Brimming with Hallowell’s trademark candor and warmth, Shine is a vital new resource for all managers seeking to inspire excellence in their teams.

Publisher ‏ : ‎ Harvard Business Review Press; 1st edition (January 13, 2011)
Language ‏ : ‎ English
Hardcover ‏ : ‎ 224 pages
ISBN-10 ‏ : ‎ 1591399238
ISBN-13 ‏ : ‎ 978-1591399230
Item Weight ‏ : ‎ 15.2 ounces
Dimensions ‏ : ‎ 6.4 x 1.1 x 9.3 inches
Reviewer: ShoppingSmart
Rating: 5.0 out of 5 stars
Title: Excellent Resource for Bringing Out The Best in Your Employees, Colleagues and Yourself
Review: I received this book, Shine, as a new years gift from a friend who, like myself, also happens to be a business executive. With it he included a brief explanation of the wealth of innovative, powerful and easy to use principles it contains.I couldn't agree more.In an entertaining and user-friendly format Hallowell teaches how to develop a more enjoyable and productive work environment for both yourself and those you manage.I immediately began implementing a small portion of what I learned from this book about making positive connections and improving my communication style. I am pleasantly surprised to have found, in just a few weeks, how my connections with several of my direct reports are beginning to strengthen in a way that feels natural and comfortable to me. I NEVER would have thought to do this prior to reading Shine. There are other equally superb lessons in this book about how to empower others to work smarter and more efficiently; and providing simple to execute opportunities for employees to enjoy more positive experiences at work.In summary, I give this book 5 stars not only because the ideas and lessons within it actually work, but also because it is an enjoyable read.This book should be equally useful to executives, middle managers and everyone else who wants to help others or themselves "SHINE" more brightly in the workplace and in life.

Reviewer: Kindle Customer
Rating: 5.0 out of 5 stars
Title: A Masterpiece for Managing People!
Review: It's not my first reading for Dr. Hallowell. His writing style is amusing and he makes a wonderful job in creating the context for his advices through real-life anecdotes. Moreover, he excels in transforming recent scientific discoveries in psychiatry into applicable actions for managers to get the most out of their teams, which is the main goal of the book.The process presented by Dr. Hallowell, called the Cycle of Excellence, does not address a single key idea as the basis for peak performance. It is a combination of many ideas while drawing upon the latest research from diverse disciplines. It is a process that he have created and honed over the past 25 years as a doctor, practicing psychiatrist, author, consultant, and instructor at the Harvard Medical School.Hallowell's cycle consists of five steps (Select, Connect, Play, Grapple & Grow, and Shine), with each chapter explaining one of them and concluding with few pages listing valuable, concrete suggestions on how to implement the explained concept.What's unique in this book and in the Cycle of Excellence is the bringing together of the five steps, each one of which is not new in itself, but taken together create a new and powerful approach to bring out the best in people.I highly recommend this book for managers and CEOs who want their companies to thrive even in difficult times!

Reviewer: Ian Mann
Rating: 4.0 out of 5 stars
Title: and this easy to read book is an example of how “brain ...
Review: Neuroscience has made enormous advances in the last two decades. The discipline has also extended from the arena of serious scientific discourse, to the arena of popular business literature. Business people have been greatly enriched by this new science, and this easy to read book is an example of how “brain science” can enrich the complicated task of managing other adults.Brain science has made surprising discoveries, such as the fact that the brain can change throughout life, (neuroplasticity) and about the oddly neglected psychological state called happiness. We know that “no pain, no gain” is not strictly correct. Excellence occurs in direct proportion to “necessary suffering”, but in inverse proportion to “unnecessary suffering”.The author, Hallowell has practiced as a psychiatrist for 25 years and as an instructor at the Harvard Medical School. He has gathered some important insights from brain science and has compiled a useful guide to how to draw the most out of one’s staff. His five-part guide is easy to follow and implement, and firmly based on good theory and hard facts.The five parts are interconnected so if a problem occurs at any point, you should look back to see if the previous steps are still intact, or were correct in the first place. The most common mistake managers make when a person is not performing, is to urge or threaten them to get them to work harder. The mistake is not having created the conditions that will lead workers to want to work harder.So, let’s go to the beginning. Hallowell’s first step is “Select” - put people into the right jobs in the right environments so that their brains light up. It is the manager’s task to select a task that she is good at, something she likes to do, and something that adds value to the project or organization. If you fail to do this step correctly, all that follows will be affected.“Working the wrong job is like marrying the wrong person: it will involve lots of hard work but few happy days,” Hallowell explains. A person can’t will himself to work diligently, and a manager can’t motivate employees who are in the wrong place in the company.To assist in selecting the right person, Hallowell offers a useful do-it-yourself interview questionnaire. (But then you probably do have access to one of these.) Far more interesting is his introduction to a less known insight – your employees’ ‘conative’ style. The word ‘conation’ derives from the Latin ‘conari’, to try. This is a natural, inborn, style of solving problems and initiating actions.Does she need to be specific and gather lots of data before starting? Is he a is a natural multitasker who easily adapts? Does she follow though to the end of a task? How do your people naturally try to do their work? (See Kathy Kolbe’s free online Conative style test.)Hallowell’s second step to having a staff member work well is “Connect”. There is no end of forces that disconnect people in the workplace from each other, and from the mission of the organization. Positive connections are the most powerful fuel for peak performance. Connection is the bond an individual feels with another person, group, task, place, idea, or anything else that makes one feel attached, loyal, excited, inspired or willing to make sacrifices for the sake of that connection.Disconnection is one of the chief causes of substandard work in the modern workplace, Hallowell asserts. Without the invigoration of connection, the brain shrivels and life sags - and yet it is thoroughly preventable!Data gathered over 70 years on the lives of 268 men (known as the Gant or Harvard Men study,) is one of the best pieces of research on what makes for a full and successful life. The conclusion? “The only thing that really matters in life are your relationships with other people.”Ask any achiever for the key to their success, and they will most often refer to a person who believed in them, and drew out of them more than they knew they had.This step, seeing that your people have real connection with other people (NOT digitally intermediated), requires the most skill and patience from managers. The results will make the effort worthwhile.Research by Tom Rath and the Gallup organization published in 2007, showed that having a best friend at work is a major predictor of superior performance.Disconnection at work is often caused by managers who rule by pressure and fear, which lobotomizes their people.A good place to start with the connection step is simply to notice and acknowledge people.“If you treat employees as if they make a difference to the company, they will make a difference to the company.”The third step is “play”—imaginative engagement—a phenomenally productive yet undervalued activity of the mind.Play stimulates the amygdala, a group of neurons deep within the brain, that helps regulate emotions and exerts a beneficial effect on the prefrontal cortex in the brain. This is the executive part of the brain which performs the functions of planning, prioritizing, scheduling, anticipating, delegating, deciding, analysing and so on.“So, play is good for business, and not being able to play hurts business,” Halloway explains. Is your environment as “playful” as possible in your circumstances?The fourth step is “Grapple and Grow”. This involves deliberately creating conditions where people want to work hard and are making progress at tasks that they understand are important, even when they are challenging.All the above leads to the fifth step, “Shine”. Doing well feels very good and giving recognition and noticing when a person is doing well, is critical. Creating a culture that helps people ‘shine’, inevitably becomes a culture of self-perpetuating excellence.According to a 2005 Harris Interactive survey, 33% of the 7,718 employees surveyed believed they had reached a dead end in their jobs, and 21 % were eager to change careers. Only 20% felt passionate about their work.It doesn’t have to be that way. Read this book and find out how to do it.Readability Light -+--- SeriousInsights High --+-- LowPractical High +---- Low*Ian Mann of Gateways consults internationally on leadership and strategy and is the author of the recently released ‘Executive Update.

Reviewer: S. Wilson
Rating: 5.0 out of 5 stars
Title: Inspiring, uplifting, hopeful
Review: I love this book. It was a place of inspiration and hope when I worked in for a healthcare organization that valued the financial bottom line far more than people. We all need to contribute, be recognized and respected, and we all work smarter, with more dedication when we feel that we are part of a project or cause that is greater than ourselves. Dr Hallowell nails it. NOT just for folks with ADHD or ADD, we ALL live in a pretty ADD world now so this book applies to most work situations!

Reviewer: Do-Gooder
Rating: 5.0 out of 5 stars
Title: Rise and Shine
Review: I have a strong bend for positive psychology, particularly the intersection of business management and brain science. Dr. Hallowell, a neurologist, provides excellent insight into the mind's interworking without being too "geeky." If you are a business leader, you would be doing yourself a huge favor to pick up this book. Chance are, you'll rethink your approach toward management, engagement, and empowerment. Excellent book!

Reviewer: Prasad Ajgaonkar
Rating: 5.0 out of 5 stars
Title:
Review: Simple language , small and feasible steps towards change. We may be already following many things but this book brings structure to that .

Reviewer: AN
Rating: 5.0 out of 5 stars
Title:
Review: Book was recommended to me. Did not disappoint.

Reviewer: Antoine
Rating: 3.0 out of 5 stars
Title:
Review: A la fin de ma lecture, je trouvais le livre bien creux. On y trouve certes de belles histoires, comme la poignante introduction du cireur de chaussures, mais l'ensemble manque singulièrement de références scientifiques. C'est un ensemble d'intuitions de bon sens, et la caution d'un lointain PhD en sciences cognitives ne suffit pas à me convaincre de leur solidité.Toutefois, quelques mois après la lecture, je réalise m'être souvent inspiré des exemples et outils dans le cadre de mon métier managérial, et avec succès. Les conseils de Ned Hallowell ne sortent peut-être pas d'un laboratoire, mais ils ont le mérite d'adresser le manque de réflexion autour de notre orientation professionnelle.