A guide to leading with your best self, which in turn drives others to be their best. NEW EDITION, REVISED AND UPDATED Just as the Wright Brothers combined science and practice to finally realize the dream of flight, Ryan and Robert Quinn combine research and personal experience to demonstrate how to reach a psychological state that lifts us and those around us to greater heights of achievement, integrity, openness, and empathy. The updated edition of this award-winning book—honored by Utah State University’s Huntsman School of Business, Benedictine University, and the LeadershipNow web site—includes two new chapters, one describing a learning process and social media platform the Quinns created to help people experience lift and the other sharing new insights into tapping into human potential. “While it is commonly thought that influence is some political force that we exert upon others to get our way, the Quinns show how truly effective leadership begins with a selfless and positive influence that radiates from our inner core—our best self.” —Thomas Glocer, founder and managing partner, Angelic Ventures, LP, and former CEO, Thomson Reuters “The psychological state required for “lift” encompasses the very essence of leadership in the public domain: a sense of being purpose centered, guided by values, caring for others, and focused on what can be done to improve programs, conditions, and services. Lift is all about making a difference—the spirit of public service in the twenty-first century.” —Mary Ellen Joyce, executive director, Brookings Executive Education “ Lift presents rigorous science in an accessible way and imparts practical wisdom that keeps the title’s promise: it will lift you and the people around you.” —R. Edward Freeman, Elis and Signe Olsson Professor of Business Administration, Darden School of Business, University of Virginia “While it is commonly thought that influence is some political force that we exert upon others to get our way, the Quinns show how truly effective leadership begins with a selfless and positive influence that radiates from our inner core—our best self.” — Thomas Glocer, founder and Managing Partner, Angelic Ventures, LP, and former CEO, Thomson Reuters “The psychological state required for ‘lift’ encompasses the very essence of leadership in the public domain: a sense of being purpose centered, guided by values, caring for others, and focused on what can be done to improve programs, conditions, and services. Lift is all about making a difference—the spirit of public service in the 21st century.” — Mary Ellen Joyce, Executive Director, Brookings Executive Education “ Lift presents rigorous science in an accessible way and imparts practical wisdom that keeps the title’s promise: it will lift you and the people around you.” — R. Edward Freeman, Elis and Signe Olsson Professor of Business Administration, Darden School of Business, University of Virginia Ryan W. Quinn is associate professor of management at the University of Louisville College of Business. Robert E. Quinn holds the Margaret Elliott Tracy Collegiate Professorship at the University of Michigan and serves on the faculty of Management and Organizations at the Ross School of Business. CHAPTER 1 THE FUNDAMENTAL STATE OF LEADERSHIP Ron, a colleague of ours, became a bit of a legend in his company after only a few months of working there. Like many of the executives in his company, Ron got projects done well and on time. Unlike many of these executives, Ron’s employees loved working together and were excited about their projects, even if they began the projects disagreeing with each other. Some executives managed to push their projects through in spite of problems and disagreements; some executives managed to work well with people but did not accomplish quite as much. In contrast, Ron’s leadership always increased harmony while bringing exceptional results. He became one of the most influential people in his company. One day Ron walked out of a staffing meeting and said something that surprised his coworkers. The meeting had occurred in a stuffy, windowless room at the end of a long week; Ron and everyone else in the group had felt grumpy. They had discussed whether or not people from other units in the business should be moved into Ron’s department. He did not want anyone else transferred in, so Ron argued his point and won; it seemed like a normal business meeting. Yet when Ron walked out, he told his coworkers, “I have given away my power.” Ron’s coworkers did not believe him. He was one of the most influential people in the company, and he had gotten what he wanted out of the staffing meeting. How could he have given his power away? Even Ron could not answer this question, but he could tell that something had changed and that his ability to lead had changed as a result. A Different Kind of Power When Ron was one of the most influential people in his company, his leaders