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Quotable Business Advice from the Whole Brain Business Book

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Twenty years ago, Ned Herrmann’s groundbreaking book opened the eyes of business leaders and professionals around the world to the power of Whole Brain® Thinking. With the release of The Whole Brain Business Book, Second Edition, Ann Herrmann-Nehdi, CEO of Herrmann International, is carrying on her father’s legacy and bringing practical new insights and advice specific to the challenges of the 21st century business environment.

Filled with real-world examples and essential charts, action steps, exercises, and tools, The Whole Brain Business Book shows you how to rethink your business, prepare for the future, realign your goals, and reinvigorate your team—by putting your whole brain to work.

The select quotes below give you a taste of what’s inside:

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3 Strategies for Increasing Mindfulness and Productivity

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In our always-on/always-connected environment, between work and family, texts and emails, new demands and ongoing change, most of us are feeling like our brains are full. And yet the constant stream keeps coming. It may seem unrealistic to hit the off switch, but we’re hoping to at least find a pause button.

This is one reason for the growing interest among business, HR and talent leaders in mindfulness and deep thinking, practices that just a few years ago would have seemed completely at odds with what it takes to be successful in business.

But whether you’re responsible for helping others develop and grow, managing people and projects, or just managing yourself, it’s easy to see how the distractions of the modern world are taking a toll, not just on performance, productivity and morale but also on people’s health and well being.

How can our businesses continue to thrive if we aren’t able to put our best thinking to work?

In fact, mindfulness is being aware of what's going on in your brain. This is far different than being "mind-full"—letting your brain get so full that you feel overwhelmed by information.

Here are three strategies anyone can apply to increase mindfulness and become more productive as a result.

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How to Handle the Leadership Challenges of a Changing World

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How do I become a better leader in a changing world?

It’s a question that’s been on the minds of so many I’ve talked with recently. It was also the question that lingered in my mind this past year as I was deep in the process of putting together the second edition of The Whole Brain Business Book.

The response we hear so often is, Be more agile. Build your agility. But how? And what does that even mean?

Well, for one, I believe it means unleashing your full brainpower. The only way you can keep up with change and lead through the chaos and uncertainty and distractions and complexities and big data and on and on and on…is to get more conscious about your thinking and how you apply it.

Unleashing your full thinking potential can be uncomfortable, though, whether you’re a highly structured thinker who needs to experiment and take more risks, or a highly imaginative person who needs the discipline and organization to be more productive with your time.

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Just Don’t Do It: Fight Distraction with Subtraction

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Today’s world generates a lot of cognitive load, where our work and personal lives overlap and create even more complexities. We’re checking e-mails in the evening and on weekends, and making phone calls to resolve personal issues during the day.

We forget how much of the chaos in our lives is self-imposed. We complain about the complexity of our lives, we survey our crowded calendars and cluttered garages, and we wake up to the day already feeling overwhelmed. Yet at some point we agreed (or acquiesced) to taking on all those things. We complain about information overload even when we choose to over-consume information—a habit that we can control.

Here’s an idea: Don’t just do something—stand there!

When faced with a packed schedule and long to-do list, the

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A Leader Learning Gap? Digging into our CEO Data

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Updating The Whole Brain Business Book has been a fascinating experience. One of the most interesting aspects has been looking at what our HBDI® data tells us today about how business people think, and in particular, how the C-Suite thinks.

As we saw when the research was conducted nearly 20 years ago for the original book, CEOs are a unique breed. What’s consistently true is that no matter what changes are occurring in the world—whether it’s the economy, demographics, market trends, technological advances and new regulations, or disruptions, catastrophic events and other factors—the data reveals that CEOs are different when it comes to thinking preferences. On average they tend to have strong preferences across all four quadrants of the Whole Brain® Model (analytical, structured, interpersonal and strategic)—more so than any other occupational group.

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Don’t Fall Back on Mental Habits

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For those of us who observe Daylight Savings Time, this Sunday we’ll “fall back” by setting our clocks back an hour, and that extra hour of sleep will be good news for our brains. A growing body of research is finding that sleep enhances the brain’s ability to process and retain information and memories, unravel complex issues to make better decisions, and make connections that allow us to get more creative, among other learning and performance-improving activities.

But our brains also love their routines. Just try to change someone’s mind (even your own), and you’ll see how firmly engrained those routines are.

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Managers, You Aren’t Responsible for An Employee’s Motivation

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With all the chatter about employee engagement and its impact on productivity and retention, we know that employee motivation is a key issue at all levels of leadership.

But people who lead continue to make a fundamental mistake in this area: They believe and behave as if they are responsible for an employee's motivation.

Here’s a news flash: Motivation of an employee doesn’t come from the manager; it comes from within the employee.

Why is this so hard to grasp? One possible reason is we’ve established a cadre of leaders who think that visible action on their part is the primary way to lead—that you must do something or you won’t be viewed as a leader by those who are led.

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Decision Making in the Midst of Business Crisis: Think Before You React

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No organization is immune to adversity. Whether the result of unavoidable external events, like an earthquake or economic crisis, or internal issues and upheavals, challenging times can—and most likely will—hit every business at some point.

The question is, when crisis inevitably hits, how will you handle it?

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How Do Your Employees Think? The Answer Might Surprise You

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Last week we talked about why you should expect difference when it comes to thinking preferences.

Taking it a step further, one of the things we’ve learned from the data we’ve collected is that not only can you expect difference, you can expect balance: Organizations, ethnic groups and any group of a large enough size will have a balanced distribution across all four quadrants of the Whole Brain® Model. That’s why we say the world is a composite Whole Brain®.

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The SAGA of Managing Your Thinking in a Chaotic World

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Today’s biggest cognitive challenge—especially at work—is managing the sheer volume of information and noise in the environment. No matter how skilled you think you are at multi-tasking, what you’re really asking your brain to do is task switch, and there’s plenty of research that shows the brain just isn’t very good at it.

So how do you get clarity and results when your attention is fragmented?

You have to consciously choose to manage your thinking.

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The Whole Brain Business Book 2nd Edition

Read the first two chapters and order your copy today!