TITLE

Lift

AUTHOR(S)
Quinn, Ryan W.; Quinn, Robert E.
PUB. DATE
September 2010
SOURCE
Lift! - Business Book Summaries;9/26/2010, Vol. 1 Issue 1, p1
SOURCE TYPE
Book Summary
DOC. TYPE
Book Summary
ABSTRACT
More often than not, people in their day-to-day routines make decisions and act out of habit without reflecting on potential consequences. This pattern of unmindful behavior is what Robert and Ryan Quinn, the authors of Lift, call the �normal state.� In the normal state, people commit to the actions that make them feel as good as possible. In other words, both they and their actions are comfort-centered. People in normal states react to the world automatically, as it is easier to let learned responses take over than it is to independently assess each situation as it arises and then decide on the optimal course. With this mindset, it is difficult to see beyond immediate, personal needs and feelings. In Lift, the authors explain that people who limit themselves to the normal state surrender to the idea of mediocrity, both for themselves and for others. The opposite of the normal state, however, is lift: a positive mindset that leads to higher influence, achievement, learning, integrity, and love. In Lift, authors leverage science and real-world examples to provide a four-part method of consciously responding to situations in ways that lift people to higher, happier, and more productive states. There are four mind-sets that make up lift, and the authors encourage readers to be: (1) purpose-centered � by bringing actions in line with a set of self-chosen objectives and values. In this way, one can become: (2) internally directed � driven by one�s personal values and ideals instead of circumstances. As people become more internally directed, their values about how to treat and relate to others lead them to become more: (3) other-focused � as they show empathy toward other people. Living according to these mind-sets shows people that they can grow and improve, and consequently they become more receptive to feedback about their words and actions. The authors call this receptivity to feedback being (4) externally open.
ACCESSION #
54013889

 

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