Additional Information
Book Details
Abstract
Corporate Emotional Intelligence is a seminal work for business in the 21st century. It analyses how human behaviour is conditioned within corporate cultures, and how managers come to adopt unconscious controlling habits that are counter-productive and that create cultures of fear.
The book introduces us to the Corporapath and the Corporate Hostage and to the unique anxiety disorder CTSD - Corporate Traumatic Stress Disorder, yielding a profound new level of self awareness for all corporate citizens. Success in business now requires a different kind of human intelligence: IQ + EQ is no longer sufficient. We now need CEQ - the ability to read, understand and manage the psychological states and behaviours that are unique to corporate cultures.
"This book is ground-breaking, with profound implications for leaders, corporates and society.”
Ross Baker, Chief Commercial Office, Heathrow
“Hugely entertaining and provocative - with a powerful mission at its heart”
Matt Brittin, President, Google EMEA
Matt Brittin, President, Google EMEA
Gareth Chick is Founder and Managing Partner of Collaborative Equity LLP, “promoting corporate cultures and sustainable business models of shared ownership, shared responsibility and shared rewards.” Gareth has an outstanding track record as CFO, CEO and Chairman in both public and private companies, including private equity. He is a highly sought after consultant working in major corporations around the world - clients include Google, Heathrow, Twitter, Dixons Carphone, Linkedin, Soundcloud, Travis Perkins, B&Q and Vodafone. Gareth is also a high profile Executive Coach (200+ senior executives in Europe and the US, including FTSE100 and Fortune 500) and the designer of leadership training programmes (5000+ managers across 25 countries).
"In the same way that Daniel Goleman’s work on emotional intelligence (EQ) dramatically shifted our view on how non-cognitive skills matter as much as IQ, Gareth’s CEQ will inspire a new wave of thinking." Mike Morrison, University of Toyota
Mike Morrison, University of Toyota
“This is an important book – the advice Gareth offers makes leaders perform better, more humanely and to enjoy the journey”. Seb James, President & MD Boots
Seb James, President & MD Boots UK & Ireland & Senior VP Walgreens Boots Alliance
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Half Title | i | ||
| Dedication | ii | ||
| Title Page | iii | ||
| Copyright Information | iv | ||
| Table of Contents | v | ||
| Praise for Corporate Emotional Intelligence | xi | ||
| Meet the Author | xiii | ||
| Foreword | xv | ||
| Acknowledgements | xvii | ||
| Introduction: Waking up in a Corporapathic World | 1 | ||
| Thesis | 1 | ||
| Who the hell am I to tell you to Change? | 3 | ||
| Section 1. What’s the Problem with Corporatism? | 5 | ||
| Chapter 1. What’s the Inherent Problem with Corporatism? | 7 | ||
| Corporatism is Dominant | 7 | ||
| Legal Separation, Limited Liability and the Abdication of Moral Responsibility | 8 | ||
| Corporate Alchemy – The Promise of Something for Nothing | 10 | ||
| Outsourcing and the Professionalisation of Support Services | 11 | ||
| Corporatism is Damaging and we’re in Denial | 13 | ||
| How Corporatism Thwarts Government | 15 | ||
| The Litany of Corporate Scandals | 16 | ||
| The more Prosaic Examples Affecting our Daily Lives | 17 | ||
| Too Big to Fail | 19 | ||
| Corporatism has not Delivered Happiness or Freedom | 20 | ||
| Who’s the Shareholder? | 21 | ||
| The People who do the Bad Things are the same People who do the Good Things | 22 | ||
| The Three Characteristics for Abuse to be Systemic | 23 | ||
| A Whole new Fear for the Twenty-First Century | 23 | ||
| Corporapaths and CTSD | 25 | ||
| Corporatism is Under Pressure | 26 | ||
| Is Corporatism all Bad? | 27 | ||
| What’s the Answer? | 28 | ||
| Chapter 2. How Modern People Management Sustains the Status Quo | 35 | ||
| The Modern Corporate Power base that is HR | 35 | ||
| Recent HR Developments in Global Organisations | 37 | ||
| We’ve been Taught that Consensus is Golden | 39 | ||
| The Manipulation that is at the root of all Corporate Problems | 40 | ||
| Leadership Development (or Behaviour Modification) | 41 | ||
| ‘Authentic Leadership’ has sadly become mere Collusion | 44 | ||
| What to do with Self-Serving Central Functions | 46 | ||
| Chapter 3. What Happens if Nothing Changes? | 51 | ||
| We’re at a Pivotal Point of no Return | 51 | ||
| Advances in Artificial Intelligence | 52 | ||
| How AI Learns to Manipulate | 53 | ||
| How Bitcoin and Blockchain give the Machines Self-Determination | 54 | ||
| Where will the Morality come from? | 55 | ||
| Section 2. Corporate Pathology | 59 | ||
| Chapter 4. How our Brains Created Corporatism and how Corporatism is now Altering our Brains! | 61 | ||
| Basic Neuroscience | 61 | ||
| How Corporatism is the Mirror of the Relationship Between Left and Right Hemispheres | 63 | ||
| How and why did we Develop two Separate Hemispheres? | 64 | ||
| The Basic Processing | 65 | ||
| What are the Differences? | 65 | ||
| How does the Left Hemisphere Dominate the Right? | 67 | ||
| The Pendulum of Right/Left Dominance Through History | 68 | ||
| Healthy and Unhealthy use of Emotions | 71 | ||
| The Irresistible Power of Conformity | 72 | ||
| Fight, Flight, or more Likely, Freeze | 74 | ||
| Our Brain Structures are Being Altered | 76 | ||
| Homo Sapiens Still? | 78 | ||
| Chapter 5. Introducing the Corporapath – You and I | 81 | ||
| Most Companies are Decent, yet Somehow fear Still Rules | 81 | ||
| Do ‘Goldilocks’ Companies Exist – Just the Right Amount of Fear, Ethics and Profit? | 82 | ||
| There are Psychopaths, There are Sociopaths and now There are Corporapaths | 84 | ||
| Characteristics of Corporapaths – The 20-Point test | 85 | ||
| The Effects of Pressure on Managers | 93 | ||
| Unconscious Controlling Habits – We’re Addicted to Control | 94 | ||
| Control Freakery | 95 | ||
| Ogres may get a bad Press, but They’re Still Ogres! | 96 | ||
| The most Controlling Thing we do is Doing Nothing | 97 | ||
| How not to Demonise Corporate Customers | 98 | ||
| So just what are we Supposed to do as Leaders? | 100 | ||
| Chapter 6. Introducing the Corporate Hostage – You and I | 103 | ||
| Corporate Hostages – The Corporate Equivalent of Stockholm Syndrome | 103 | ||
| People with Power over Others | 104 | ||
| Power Affects People | 105 | ||
| A Controlling Hierarchy Above the People with Delegated Power | 107 | ||
| Secrecy Meaning no Witnesses to Their Abusive Behaviours | 108 | ||
| What Happens when People feel Trapped | 111 | ||
| LTIPs – Ethical Rewards or Corporate ‘gin trap'? | 113 | ||
| How can I be a ‘good Leaver'? | 115 | ||
| Who’d be a Whistle Blower? | 117 | ||
| Modern Slavery | 118 | ||
| It’s not ‘just Obeying Orders’ | 120 | ||
| Chapter 7. Corporate Pathology | 125 | ||
| The two Prime Causes of Stress at work | 125 | ||
| The Medical and Neurological Effects of Stress | 126 | ||
| Anxiety Disorders | 128 | ||
| Why Sleep is Critical | 129 | ||
| Family, Social and Psychotherapeutic Dynamics | 134 | ||
| Grief | 139 | ||
| Psychological and Personality Disorders and the DSM-5 | 140 | ||
| ADHD | 143 | ||
| Fear in the System | 145 | ||
| Chapter 8. CTSD – Corporate Traumatic Stress Disorder | 149 | ||
| Trauma and PTSD | 149 | ||
| CTSD – Corporate Traumatic Stress Disorder | 151 | ||
| Test for CTSD | 155 | ||
| Section 3. Corporate Emotional Intelligence (CEQ) | 163 | ||
| Chapter 9. Introducing the Four Pillars of CEQ – Corporate Emotional Intelligence | 165 | ||
| Waking up in a Corporapathic World | 165 | ||
| EQ and CEQ | 166 | ||
| The Four Pillars of CEQ | 167 | ||
| Awareness of Our Unconscious Controlling Habits – OUCH! | 167 | ||
| Promoting Positive Learning | 168 | ||
| Transparency and Vulnerability | 168 | ||
| A grip on Reality | 169 | ||
| Bio/Psycho/Socio/Spirito | 169 | ||
| The Johari Window | 171 | ||
| Chapter 10. Pillar 1: Awareness of Our Unconscious Controlling Habits - OUCH! | 177 | ||
| We know we’re not Brilliant, but we Think we’re OK | 177 | ||
| We know our bad Habits | 178 | ||
| What we Notice when we’re Paying Attention | 179 | ||
| The two Unconscious Habits no one ever Notices | 186 | ||
| If we know our bad Habits, why don’t we just stop?\r | 187 | ||
| Our Unconscious Controlling Habits – OUCH! | 187 | ||
| Closed Questions | 190 | ||
| Filling Silences | 196 | ||
| Giving Multiple Inputs | 198 | ||
| Do People Learn they are the Solution, or that they are the Problem? | 199 | ||
| Chpater 11. Pillar 2: Promoting Positive Learning | 201 | ||
| How we Learn | 201 | ||
| We’re Always Learning | 202 | ||
| Consequences are the Ultimate Feedback | 205 | ||
| Change is Different from Learning | 206 | ||
| Psychological Safety | 207 | ||
| Carrot and Stick has Morphed into Bribery and Coercion | 208 | ||
| Integrity is Paramount | 209 | ||
| Chapter 12. Pillar 3: Transparency and Vulnerability | 211 | ||
| Why Transparency must Conquer Secrecy | 211 | ||
| Human Emotions are a very good Thing | 213 | ||
| Checking up on People – Just what was Wrong with ‘Time and Motion'? | 215 | ||
| What’s the Answer? | 217 | ||
| Observation | 219 | ||
| Video Observation | 220 | ||
| Licence and Permission | 222 | ||
| Transparency is the True Vulnerability | 224 | ||
| Chapter 13. Pillar 4: A grip on Reality | 227 | ||
| What gets in the way of Being Ethical? | 227 | ||
| Unrealistic Expectations | 228 | ||
| The Perfect Cocktail for Self-Inflicted Stress | 230 | ||
| It’s just a job | 232 | ||
| Leave, Endure or Overthrow | 233 | ||
| The Drama Triangle | 234 | ||
| Being Human in a Corporate World | 237 | ||
| Nature is real | 238 | ||
| Well-Being | 240 | ||
| Resilience | 242 | ||
| Believing in People – Pygmalion and Golem | 243 | ||
| Ethics are all we have and all we are | 245 | ||
| A Willingness to lead | 245 | ||
| Index | 249 |