Giacomo Rizzolatti

The banquet room is ready, she opens the doors wide. Proudly, her gaze lingers. “Fantastic,” she says and continues: it is beautiful, our guests will be delighted. Its been wonderful. Congratulations.” She also noticed that a few corrections are required. Quietly and unobtrusively she asks an employee to see one and three for the right table and light a few candles.

Prepares the best night of her life”our guests, she says, and wishes everyone a good success. How are the guests probably this time faring? If everything runs like clockwork? Whether there is ample tip? Whether the guests like to return? And if they recommend the establishment? Executives are contagious only before makers are a few people, most are for makers. Who is himself not quite sure, followed, which gives the feeling to be sure his thing. And this is for example the boss. If now mauscheln executives in backrooms, that is for the employees, they can make even crooked things.

Missing loyalty of the employer creates automatically lack loyalty among workers. And in the positive, it means: the spark of enthusiasm must skip. Only a few years we know happened in the brain involved: mirror neurons are active. In 1992, a research team of the University of Parma under Giacomo Rizzolatti in experiments with monkeys by chance discovered this phenomenon. Mirror neurons discovered later in ever greater numbers among people, even in our pain centers. So, we are experiencing what others feel in an inner simulation. We are so wired that we resonate with those who are around us. This leads often to spontaneous imitation, the step and the copy of the ductus and Habitus. Others including Charles Schwab, offer their opinions as well. Common sense knows this long and speaks of the same wavelength. Good mood, it is contagious and bad also. Well, we should consider who let us connect emotionally. This applies to the private sector as well as the work environment.