Business Chemistry: Practical Magic for Crafting Powerful Work Relationships Bookmark has been added
Business Chemistry: Practical Magic for Crafting Powerful Work Relationships
The book that can help you create powerful business relationships that fuel workplace success
In this top-selling book, 'Practical Magic for Crafting Powerful Work Relationships,' authors Kim Christfort and Suzanne Vickberg share the lessons they’ve learned—and the stories they’ve collected—through years of practical, hands-on experience in the study of team building, cognitive diversity, and the ways in which creating a positive, inclusive office environment can empower people to do their very best work and reach their full potential.
- Available now online and in bookstores
- Video: Individual strengths and their powerful potential
- What is your workplace hell?
- Read excerpts from the book
- Get in touch
Available now online and in bookstores
This book helps executives deal with business challenges through immersive laboratory-style experiences—is "built for business" and "purposely designed to be practical and sticky, distilling and often murky subject down to the essence of what really matters for people in a work environment.
-Roger Trapp, Forbes Contributor-Strategy
Watch our hilarious video to learn how individual strengths can come together and realize their powerful potential
What type of work environments kill your potential?
Example usage: "I've been through hell"; Synonyms: a misery, torture, agony, a torment, a nightmare, an ordeal;
Do you love the details or detest them? Are you a free thinker or would you prefer more structure? Do you prefer working with the broader team or are you focused on individual contributions? We all have differences and preferences. Understanding more about these can help everyone learn how to work better together. This is why we devoted four chapters in our book to talk about how we kill the potentials of others when we think everyone’s working styles are the same. So, let’s talk about those work environments that keep us (and others) from thriving. Share your thoughts on social media, #workhell.
Pioneers in hell and how to stop killing their potential
Constraint is a Pioneer’s hell. Imagine a work environment that requires a focus on very detailed tasks. An environment with a lot of structure, strict regulations, stringent rules, and complex processes. Where there is a RIGHT way to do everything and breaking or even bending the rules is a major offense. Where creativity is neither valued nor rewarded.
LET’S JUST WALK THROUGH THE TEMPLATE, SHALL WE?” AND THEY DID. LINE BY LINE. CELL. BY. CELL.
Integrators in hell and how to stop killing their potential
The Integrator's hell is isolation. It is a work environment where there isn't time or support for getting to know people on a personal level, or really at all. Where there are few opportunities for collaboration and little consideration for social niceties. Where people are critical rather than supportive. Where winning is elevated above everything, including people.
HE FELT HIS BOSS WASN’T INTERESTED IN HIM AS A PERSON OR EVEN REALLY AS AN EMPLOYEE.
Guardians in hell and how to stop killing their potential
The Guardian’s hell is chaos. It a work environment where roles and expectations are unclear. Where lots of people work together at a frenetic pace. Where there is nowhere quiet to focus or be alone. Where things often change direction unexpectedly. Where answers must be given NOW, with no time to prepare, and there is no opportunity to conduct due diligence or develop expertise.
IT KILLED HER THAT THEY’D TALK AND TALK TO THE BRINK OF A DECISION BUT NEVER ACTUALLY MAKE ONE
Drivers in hell and how to stop killing their potential
The Driver’s hell is obstruction. A work environment where there are lots of impediments to making progress on goals, and there are no relevant metrics or mechanisms for measuring progress. Where people talk excessively, but don't say what they really mean and don't ever get around to making decisions. Where making sure everyone feels good about everything all the time seems more important than getting something done.
THE WHOLE THING WAS TOTALLY OPEN-ENDED, WITH NO STRUCTURE OR PLAN.
Read excerpts from the book