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The Joy of Leadership by Angus Ridgway, Tal Ben-Shahar

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Chapter 10Obstacles—and Pathways—to Lasting Behavioral Change: Neuroplasticity and the Possibility of Joyful Transformation

Perhaps one of the cruelest ironies of the new disaggregated world we described in Part One is that amid this environment of rapid, constant change, the apparatus by which it's been engineered—the human spirit—tends to change slowly, if at all. This isn't true for everyone, of course; we wouldn't be experiencing such radical transformation if it weren't for the innovative minority who have set this new economy in motion.

The development of a talented person into a joyful leader is, in a sense, a transaction, involving two symbiotic agents: the organization and the individual. In designing our 10X leadership program, we've done our best to correct for glaring flaws on the organizational side: The 10X program is scalable down to every employee in an organization; it's administered, and requires practice and interaction, in the context of the workplace; it's implemented over an extended period; and it measures results beyond attendance or satisfaction surveys.

However, it's not just organizational factors that determine whether change will take place. The individual matters a great deal too, of course. A 2014 article published in McKinsey Quarterly, aimed at explaining why so many leadership development programs fail to produce lasting change, identified several common mistakes, one of which is underestimating mind‐sets: “Identifying some of the deepest, ...

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