The concept of multiple types of intelligence was pioneered by Howard Gardner in the 1980s. It has always appealed to me and it is increasingly apparent in the new world of work that we reside in that intellectual intelligence alone is not sufficient.
In an hierarchical organisation during the Industrial Revolution, commands flowed down from the top and people were told to make more widgets and they did. The outputs required from most workplaces have shifted in the last two centuries but the organisational structures and the leadership styles have not changed at the same pace.
There is a desperate need for leaders to be more flexible in their styles and for organisations to change structures. Judith's book makes a great contribution to this need. She focuses on the skills required to conduct conversations that build trust and partnership. By analysing both the structure of our conversation and the impact that we have on the brain, drawing on new insights from neuroscience, she provides a mechanism for leaders to be more effective in transforming their teams and organisations