NEUROLEADERSHIP: LEADING WITH THE BRAIN IN MIND WHAT WELL COVER - - PowerPoint PPT Presentation

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NEUROLEADERSHIP: LEADING WITH THE BRAIN IN MIND WHAT WELL COVER - - PowerPoint PPT Presentation

Jan 03, 2024 893 likes •1.24k views

NEUROLEADERSHIP: LEADING WITH THE BRAIN IN MIND WHAT WELL COVER TODAY What is NeuroLeadership ? What is SCARF ? Connection between NeuroLeadership and motivation, learning, & communication Ways to integrate

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NEUROLEADERSHIP:

LEADING WITH THE BRAIN IN MIND

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WHAT WE’LL COVER TODAY…

  • What is NeuroLeadership?
  • What is SCARF?
  • Connection between NeuroLeadership and motivation, learning, &

communication

  • Ways to integrate NeuroLeadership into your organization
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First things first. Let’s do one thing to raise our IQ.

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ENTER NEUROLEADERSHIP…

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[NUR-OH-LEE-DER-SHIP]

An emerging field of study connecting neuroscientific knowledge with the fields of leadership development, management training, change management, consulting and coaching.

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FOUR DOMAINS OF NEUROLEADERSHIP

MAK AKE DE DECI CISIONS & S & SOLVE VE PROBLE BLEMS RE REGULA LATE EMOTIONS COLLABORATE WITH OTHERS FACILITATE CHANGE

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NO NOW, , A A LITTLE LITTLE LES LESSON SON ON ON YOUR BRAIN…

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MASLOW’S HIERARCHY OF NEEDS

16 Self-Actualization personal growth & fulfillment Esteem Needs achievement, status, responsibility, reputation Belongingness & Love Needs family, affection, relationships, work group, etc. Safety Needs protection, security, order, law, limits, stability, etc. Biological & Physiological Needs basic life needs – air, food, shelter, warmth, sex, sleep, etc.

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SA SAY Y WHA WHAT? T?

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HOW OUR BRAIN ORGANIZES

People in Reward State…

  • Think more clearly
  • Have better access to long term memory
  • Are generally more creative
  • Have more insights, which are required for complex

problem solving

  • Come up with more ideas for action
  • Have a broader perspective on issues

THREAT (Away) REWARD (Toward)

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BRAIN CRAVINGS

Status – relative importance to others Certainty – ability to predict the future Autonomy – sense of control over events Relatedness – sense of safety with others Fairness – perception of fair exchanges

THREAT (Away) REWARD (Toward)

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CHECK CHECK-IN IN: WHA WHAT I T IS Y S YOUR OUR INITIAL INITIAL REA REACTION CTION TO O THIS? THIS? WHA WHAT I T IMPLICA MPLICATIONS TIONS DOES DOES THIS THIS HA HAVE VE FOR FOR CR CREA EATIVITY TIVITY , , INNO INNOVATION TION, , AND AND LEARNING? LEARNING?

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IMPLICA IMPLICATIONS TIONS OF OF THIS THIS FOR FOR YOUR OUR WORKFO ORKFORCE CE

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DID YOU KNOW?

  • Your employees average 5 hours of solid thinking

a week

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: I do my best thinking at work 10% _____ : I do my best thinking at home 39% : I do my best thinking elsewhere 51%

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: I do my best thinking in the morning 59%

Specificall Specifically, , Mon Mon – Wed Mor ed Morning ning

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Attention is a limited resource.

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If we are paying attention, we understand what someone is saying % of the time.

50

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Inhibit distractions before they take on momentum.

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CHECK CHECK-IN IN: WHA WHAT A T ARE RE THE THE IMPLICA IMPLICATIONS TIONS OF OF THIS ON THIS ON CR CREA EATIVITY TIVITY , , INNO INNOVATI TION, , AND AND LEARNING LEARNING IN IN YOUR OUR WORKFOR ORKFORCE? CE?

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IMP IMPLICA LICATION TIONS S OF THIS OF THIS FOR FOR YOUR OUR LEAD LEADERS ERS

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DID YOU KNOW?

  • Your capacity to maintain self and social awareness

decreases as you climb the corporate ladder

  • There is a good chance your employees are in threat –

and you don’t even know it

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When focused on a goal, the brain circuitry that monitors self awareness and social awareness is turned off.

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A CHALLENGE FOR SENIOR LEADERS

Importance (Role, Followers, etc.) Personal Leader People Leader Functional Leader Strategic Leader Self & Social Awareness Technical Skills Capacity for self & social awareness

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Bosses can easily create status threat.

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We hire people to think, but we can’t control them or how they think.

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It starts with setting the right expectations.

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Expectations alter the information the brain takes in.

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FeedSmack.

Let Let them empty fir them empty first st

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% of the time feedback fails to produce the desired outcome.

70

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SELF

Per ersonal

  • nal Char

Characteris acteristics tics (i.e. poor interpersonal skills, lack of leadership, poor decision quality)

TASK

Gener eneral al To-Dos Dos (i.e. create strategy for implementation of new process, mobilize cross-functional team to achieve X initiative)

DETAIL

Micr icro-Mana anagem gement ent (i.e. say X, Y, Z when leading this meeting, manage this project by doing A, B, C, D, E, etc.)

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SELF

Per ersonal

  • nal Char

Characteris acteristics tics (i.e. poor interpersonal skills, lack of leadership, poor decision quality)

TASK

Gener eneral al To-Dos Dos (i.e. create strategy for implementation of new process, mobilize cross-functional team to achieve X initiative)

DETAIL

Micr icro-Mana anagem gement ent (i.e. say X, Y, Z when leading this meeting, manage this project by doing A, B, C, D, E, etc.)

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CHECK CHECK-IN IN: WHA WHAT A T ARE RE THE THE IMPLICA IMPLICATIONS TIONS OF OF THIS ON THIS ON YOUR OUR LEAD LEADERS? ERS? WHA WHAT R T ROLE OLE DOES DOES THIS THIS PLA PLAY Y IN IN FOSTERING FOSTERING AN AN INNO INNOVATI TIVE VE WORK ORK ENVIR ENVIRONM ONMENT? NT?