The age-old question for every leader is one: how do we bring out the best in our subordinates? Anyone who has managed a company, raised children, led a military unit, or coached a team strives to find the key to help others excel and express their potential. It is impressive how often we resort to criticism rather than an approach that essentially shapes a better subordinate and a better person.

What if we could express Words of Life that transform those under our influence, igniting the flame of spontaneous motivation? What if our subordinates found a great purpose in what they do and dedicated themselves to their work with all their heart? Isn't that what all leaders, parents, and teachers truly want? We all hope to cultivate the internal motivations of others so that the individuals we lead become better employees, better students, better athletes. Recent brain science research, as well as the wisdom of great CEOs interviewed by Dr. Tim Irwin for this book, provide us with the answers we have been seeking for so long.

In most businesses, the methods used to evaluate subordinates, such as performance reviews and multi-rater evaluation systems, often achieve the exact opposite of what they intend. Inevitably, what we express are Words of Death. Brain science reveals that these methods usually trigger a natural "negative predisposition" that is instinctive in all of us.

In recent years, science has discovered that affirmation brings about tremendous positive changes in the brain. It releases specific neurochemicals associated with euphoria and efficiency. Impressively, criticism causes the exact opposite reaction in neurons. The most primitive part of the brain goes into defense mode, worsening our efficiency, torpedoing our motivations, and limiting our higher potentials.

How do we redirect employees who have crossed the line without triggering their natural "negative predisposition"? Leaders must forever remove the concept of "constructive criticism" from their vocabulary. Brain science tells us that we must create a connection between the employee's work and their ambitions. This book advocates for a new approach, which will align employees with the company's purpose, strategy, and goals, called "Allied Feedback".