What makes a winner? Why do some people succeed both in life and in business, and others fail? Why do a few individuals end up supremely powerful, while many remain powerless?
The “winner effect” is a term used in biology to describe how an animal that has won a few fights against weak opponents is much more likely to win later bouts against stronger contenders. As Ian Robertson reveals, it applies to humans, too. Success changes the chemistry of the brain, making you more focused, smarter, more confident, and more aggressive. The effect is as strong as any drug. And the more you win, the more you will go on to win. But the downside is that winning can become physically addictive.
By understanding what the mental and physical changes are that take place in the brain of a “winner”, how they happen, and why they affect some people more than others, Robertson answers the question of why some people attain and then handle success better than others. He explains what makes a winner - or a loser - and how we can use the answers to these questions to understand better the behavior of our business colleagues, family, friends, and ourselves.
©2012 Ian Robertson (P)2013 Audible, Inc.
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Customer Reviews

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5 out of 5 stars
By MRS KH BRIERTON on 14-05-17

Fantastic book, power changes brain chemistry...

Fascinating read for everyone but especially relevant for people working in hierarchical organisations. Robertson eloquently describes, using a mixture of anecdotes and the latest scientific research, how power fundamentally alters brain chemistry with astounding effects. Holding a position of power can reduce empathy and the ability to listen to feedback and cognitive dissonance can increase these effects. He concludes with the idea that we should consider a leader's need for power and type of power they build carefully and that leaders should be aware of the effects of power on their brains snd cognitive functioning. Increasing the number of women in powerful positions, who are more likely to be motivated towards having a positive impact on others than building egocentric power, may help add balance to organisations and leadership teams.

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