『The Power Compass』のカバーアート

The Power Compass

The Power Compass

著者： Dr Steve Vinay Gunther & Dr Paul Donovan
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Weilding authority can be exhilarating; it can also become a Danger Zone where honest feedback vanishes and sensibility gives way to excess—a risk for every manager, parent, or leader. Hosted by Drs. Paul Donovan and Steve Vinay Gunther, The Power Compass is your ‘Driver’s Ed’ for the responsibile use of influence. Master the Art of Power by balancing strength with heart. Outsmart the traps of the Power Paradox, build your 11-source Power Battery, and map your unique Powerprint. Shift from ‘power-over' to generative ‘power-with’, and learn to lead with wisdom in the Power Zone.Steve Vinay Gunther マネジメント マネジメント・リーダーシップ 個人的成功 社会科学 経済学 自己啓発
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  • #8 Leadership Triggers, Shame and Emotional Intelligence

    #8 Leadership Triggers, Shame and Emotional Intelligence
    2026/09/18
    • Why a “trigger” is really an old stress reminding itself in the present moment • How leaders unconsciously use their rank to self-soothe when triggered • The crucial difference between shame (“I am a mistake”) and guilt (“I made a mistake”) • A real coaching story: the CEO blindsided by his team's hidden shame • Introducing TRACE: Track, Regulate, Analyse, Choose, Engage • Simple grounding techniques — breathing and small movement — to regulate in the moment • Why naming your triggers to your team can build trust, not weakness Drs. Vinay and Paul explore triggers — those unexpected reminders of past stress that hijack our behaviour in the present — and how leaders unconsciously use their rank to self-soothe when triggered, from barking orders to withdrawing. They distinguish shame (“I am a mistake”) from guilt (“I made a mistake”), and share a real coaching story of a CEO blindsided by his team's shame around a failed project. They introduce TRACE — Track, Regulate, Analyse, Choose, Engage — a practical five-step method for interrupting trigger patterns, alongside simple grounding techniques like breathing and small movements.
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    32 分
  • #7 The Power Paradox | Why Leaders Lose the Skills That Made Them Successful

    #7 The Power Paradox | Why Leaders Lose the Skills That Made Them Successful
    2026/09/11
    • Dacher Keltner's research on the power paradox • Why gaining power instantly reduces your ability to read emotions • The chemistry of power: cortisol, stress, and behaviour change • A dramatic case study: dictatorship and downfall • Why anxiety spikes are an early warning sign for leaders • The business case for empathy — it's not just ethics, it's outcomes • How to outsmart the power paradox and build lasting personal power Drawing on Keltner's seminal research, Drs. Vinay and Paul explore the "power paradox": the more elevated someone becomes, the worse they get at reading others' emotions, the more self-oriented they become, and the less aware they are that any of this is happening. They walk through the striking research behind it (a simple priming experiment that instantly changes empathy scores), the physiological piece (cortisol, stress), and the very real stakes — from garden-variety bad bosses to a Dominican dictator's downfall. The prescription: leaders must live an examined life, watch for their own anxiety spikes, and actively seek feedback, because privilege is fragile and the fall is often just a matter of time
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    34 分
  • #6 Choose Honesty: Why Feedback Breaks Down Across the Power Gap

    #6 Choose Honesty: Why Feedback Breaks Down Across the Power Gap
    2026/09/04
    • Why feedback is never neutral once power is involved • The real risk of giving feedback upward — a story that cost a contract • Why leaders rarely ask for feedback, and what it costs them • Thomas Gordon's three-part “I-message” for feedback that lands • How shame shapes our resistance to receiving feedback • Emotional regulation: giving feedback from the “cool room,” not the “red room” • Why even equal relationships have hidden power dynamics Feedback is a familiar management topic, but Drs. Vinay and Paul argue it's rarely discussed through the lens of power — even though rank shapes every part of it. They dig into the danger of giving feedback upward (including a story where it cost Paul a contract), the near-universal reluctance of leaders to seek feedback downward, and Thomas Gordon's three-part "I-message" as a practical tool for delivering hard truths without triggering shame or defensiveness. They also explore how power shows up in unexpected places — marriages, therapy relationships, even a fired therapist who ate a date mid-session — and why emotional regulation ("the cool room," not the reactive one) is essential to delivering feedback well.
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    55 分
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