The 21st century workforce want more from work than just good pay and good job prospects – they want purpose, meaning and work that is rewarding. So say Forbes, commenting on the recent Deloitte global human capital survey, who found that only 13% of workers globally are actively engaged and at least twice that are so dis-engaged, they are likely to spread negativity to others.
Truth is old-fashioned reward and recognition systems aren’t working any more. Leaders have to find new and inspirational ways to engage their people in ways that appeal not just to their rational minds but also to their emotions, or limbic system. This calls for the 21st century ‘NeuroLeader’.
NeuroLeadership is the meeting of neuroscience, behavioural social psychology and business. This leader understands how our brains are naturally wired and works with human nature, not against it, to achieve outstanding business results.
A ‘NeuroLeader’ needs to know about and apply:
- What the key components of NeuroLeadership are and why it’s vital for 21st century leaders
- Why we are like we are in the first place. How does this evolution of our brains show up at work?
- How to spot inadvertently sabotaging behaviours in themselves and those around them, which silently undermine the growth ambitions of the company, and deal with these in a positive way
- What the primary chemicals and hormones are running around in our brains that affect our behaviour and show up at work
- The five social domains our brains are always monitoring to keep us away from danger, real or perceived, and towards safety; our primal human needs
- Leadership mindfulness – what is this and why is it so hot right now?
- How is it we can innocently, and with all good intent, scupper our change efforts?
- The surprising truth about reward and recognition and what really motivates us.
There is sound evidence why leaders needs to find out more about the primal biological human needs of themselves and those around them and integrate this way of leading into their work. A recent large scale survey by the NeuroLeadership Institute, found that a leader who has an analytically minded focus and concentrates only on getting results, has a less than 1% chance of being seen as a great leader. If that same leader also has great people and social skills, or as some would term EQ, the chances of being seen as a great leader sky rocket to 75%.
A simple equation for leaders – focus on results + human nature = outstanding business results!