Neuroscience findings reveal key insights into understanding of the brain, how our brains work, change and outperform.
Emotions are an important aspect of how the brain changes and how we learn.
Positive feelings activated through the reward system of the brain enhance the pathways and improve learning.
According to data from Google’s recent report (Project Aristotle) on teams in their organisation, the most agile and high performing teams were those with the highest sense of psychological safety; those who felt a sense of trust and security within the team so that they can express themselves freely. This in turn led to a more collaborative environment and better business outcomes.
“Brain science’s transformation of management isn’t just about another new technique or model. It’s about shifting our paradigm to incorporate the hard data of science and fundamentally changing the way we think about business.”
Charles S. Jacobs – Management Rewired
The challenge for organisations today is how to enlist the hearts and minds of all their employees.
Robert Kaplan and David Norton, the ‘inventors’ of the Balanced Scorecard
A shift in strategy implies a change in dynamics; it might involve different customers or markets, new technologies or business processes, and management techniques.
In this context it is important to appreciate the value-adding role of personnel development in managing the psychological and emotional attributes involved in the different stages of the change process, as well as the likely impact of transition and transformation on HR systems and practice.
The evidence suggests that today the majority of employees are systematically mismanaged in a non-engaged manner, as compared to the Excel Mindset Leadership framework and the TALK Learning & Development Instruction Methodology.
This implies that leaders need to explore and learn new skills and master new approaches that can contain better the harmful effects of deficiency; aggressive, fearful, or defensive behaviour; lack of foresight or vision; an inability to delegate; and damaging motivation.