Having a diverse team isn’t enough, we need to actively focus on inclusion
The Secret to Harnessing Team Diversity and Inclusion
The Changing Face of Leadership in the 21st Century – where YOU become the Superhero
The 21st century leader is you and I, is anyone who belongs to an organisation and has a deep seated desire to be a part of its success. The 21st century leader is a Neuroleader, one who wants to understand why she does what she does, what’s happening in the brain to create this and, moreover, what strategies exist to change what’s not working for them.
What if Workplace Conflict were Productive?
The typical manager spends 30-50% of his or her time dealing with workplace conflict (IML Australia). This equates to around 20 hours a week (and we don’t know if it’s being handled well or not), so if conflict is inevitable, what can we do to understand it better and make it as productive as possible? […]
Counting (on) The Cost of Trust
From a work perspective, a ‘psychologically safe’ workplace is defined as ‘a climate of interpersonal trust and mutual respect in which people feel comfortable being themselves to make mistakes or take risks in their work’. These are essential conditions for creativity and innovation to thrive, for people to learn and grow (develop a Growth Mindset) and to feel comfortable working fully to their strengths.
Can I give you some Feedback?
When we are asked by someone if we would like feedback, our brains default to the negative and assume it’s going to be critical (the real translation of ‘constructive’). Our defence mechanisms kick into action and our limbic emotional brain presumes the worst leaving us in no position to objectively evaluate and process what is being said.
Why Storytelling can be a Leader’s Secret Weapon
When we listen to stories we are transported, not just because we are in a different state of brainwave, but because we are using a different brain network called the default narrative network which takes us into mind wandering, imagination and possibility. We each interpret the story in our own unique way and therefore own it and its message.
Getting to Grips with Unconscious bias
Unconscious bias seems to be getting a lot of airplay these days in the field of diversity and inclusion. So just what is unconscious bias, can we eliminate it and if not, what can we do to mitigate it?
Exploring the Predictable Dynamics of Change
Our aim with this article is to share with you our experience combined with the latest findings from neuroscience about what we can predict about behavioural responses to change and how we can plan to minimise the perceived threat to people. Whilst we aim to keep it brief we also want it to be of […]
The Key to Building a Tribe from a Team through Social Capital
What makes a good team great? What makes one team gel and another continually end up in conflict? When pondering the dynamics of high performing teams, it can help to look at our brains and from the earliest possible perspective together with the latest findings in social science and neuroscience.
Strategies for Building Certainty in Chaos and Change
When our core needs are not met we go into aversive or negative stress, when we go into stress we cannot think clearly, make rational decisions, deal well with setbacks, let alone thrive. Our mental health and that of those closest to us, suffers.
How to Foster Curiosity in Leadership
How high does curiosity rank in your business or personal values? How do you develop the traits and attributes of curiosity in your people? Without curiosity in our organisational culture, we risk staying in our comfort zones, sticking to the status quo and potentially resisting change. Curiosity has become a key leadership requirement.
Creating a Culture where no-one wants to Retire
Much research has been done on happiness and meaning at work by Barbara Fredrickson of the University of North California. She and her team discovered that whilst people reported high levels of happiness at work, fewer reported high levels of meaningfulness yet this is where sustainable improvement and success can be found for productivity, engagement and performance. Employees with meaning report 1.7 times greater job satisfaction and 1.4 times more engagement than those without a sense of meaning.