"People follow emotions, not force."

"Great leadership starts with the body."

"A basic, albeit often overlooked fact of leadership is that we all exist

in the physical realm. Each of us comes into this life with a body. We live

and die in our bodies. What happens to us either before our births or after

our deaths is the subject for philosophies and religions. The fact remains

that, while we walk the Earth, everything that happens to us is an embodied

experience. Though obvious, this truth has been completely ignored by

most leadership strategies. Instead, those strategies have focused almost

exclusively on thoughts and ideas, as if people were simply heads floating

around in space."

"Emotions are the untapped resource of every organization."

"Harmonious Emotional Engagement is the tool that allows leaders to take

full advantage of these three simple but profound principles:

People respond emotionally to every situation that occurs in an organization.

People's negative emotions reduce their performance in an organization.

People's positive emotions enhance their performance in an organization."

"Leadership is at once obvious and mysterious. Like Aikido, leadership

is a mind-body-spirit discipline calling us to create conditions that allow

others to contribute effectively and whole-heartedly. From childhood to

old age, leadership is a function that touches all of our lives, offering endless

opportunities to refine our capacity to lead and be led."

- from the Foreword by Wendy Palmer

 "Leading people

demands active participation.

The skill cannot be learned by watching

from the sidelines."

"As leaders, we can waste energy assigning blame for the escalating complexities

Throughout my years of working with individuals and organizations, and

as a result of my two-and-a-half year journey of researching and writing

this book, I have discovered the Five Core Problems that leaders face

today. They are:

1. Organizations pay an enormous price when leaders ignore

emotions.

2. Organizations suffer when leaders mistakenly believe there is only

one right way to lead people.

3. Organizations fail when leaders refuse to believe there are wrong

ways to lead people.

4. Organizations flounder when leaders think that there are easy

answers to leading people.

5. Organizations lose viability when they follow the old structures that

serve people at the top first.

"Not only does a flatland perspective hurt the people who work within

organizations, but current data suggests that this flatland perspective