© David Rock 2009-13
www.neuroleadership.org 1
Dr. David Rock,
Director, NeuroLeadership Institute
Applying the Neuroscience
of Leadership for Improved
Human Performance
N e u r o L e a d e r s h i p . O r g N e u r o L e a d e r s h i p . C o m
Annual summit(& ongoing knowledge sharing)
NeuroLeadership Institute
Journal Certificate, Post-Graduate Certificate & Masters Degrees
Informing leadership development, coaching, change management, learning.
Self-funding research and education.
© David Rock 2009-13
www.neuroleadership.org 2
The neuroscience of:
What is NeuroLeadership?
• Making decisions & solving problems
• Regulating emotions
• Collaborating with others
• Facilitating change
Davis & Rock, 2012
Organizing research
Organization
3. Applied Studies
2. Summary Frameworks
1. LaboratoryStudies
Davis & Rock, 2012
© David Rock 2009-13
www.neuroleadership.org 3
Summary frameworks
Neuroscience of High Performance
Neuroscience of Engagement
Neuroscience of Transitions
Neuroscience of Quality Conversations
Neuroscience of Organizational Change
Applied studies
Assess pilot error in the cockpit based on cognitive load
Impact of mindfulness training on high school students
Teach attentive focus to mine workers to avoid falls
Brain imaging of Korean leaders during apology
© David Rock 2009-13
www.neuroleadership.org 4
Applied studies
Increase insight in the boardroom
Increase work place engagement in India
Differences between Brazilian and US female leaders
Use mindfulness to reduce burn-out in the medical professions
Create better leaders
1. Increase leader openness to development
2. Increase leader self and social awareness
3. Lift the design of learning experiences
4. Coming soon: Better selection
© David Rock 2009-13
www.neuroleadership.org 5
What happens to leaders?
Level of
Importance
Individual Line manager Manager of managers Executive
Self & social awareness
Technical skills
Capacity for self & social awareness
Predictive(Before)
Rock & Cox, 2012
Regulatory(During)
Explanatory(After)
Leadership event
How brain research helps
© David Rock 2009-13
www.neuroleadership.org 6
Away
Threat
Toward
Reward
Minimize danger Maximize reward
Uncertainty Interest
Problem focused Solution focused
Avoid Approach
Reason focus Connection focus
Tunnel vision Global view
The brain’s organizing principle
Away
Threat
Toward
Reward
Bad is stronger than good
Rock (2008)
© David Rock 2009-13
www.neuroleadership.org 7
Threat responses
• Increase motor functioning
• Reduce field of view
• Reduce working memory
• Significantly reduce insights
• Reduce ideas for actions
• Create more threat responses
Away
Threat
Toward
Reward
Status
Certainty
Autonomy
Relatedness
Fairness
Status
Certainty
Autonomy
Relatedness
Fairness
Neural drivers of engagement
Rock (2008)
© David Rock 2009-13
www.neuroleadership.org 8
How SCARF®
helps
1. Hiring
2. Building teams
3. Day to day interactions
4. Motivating & rewarding
5. Coaching
6. Increasing collaboration
7. Organizational change
Let’s get practical
• 88% increase in engagement
• 96% better prepared to lead change
• 500% increase in coaching effectiveness
• 17:1 return on investment
© David Rock 2009-13
www.neuroleadership.org 9
Integrated Learning Solutions
17
InsightsInsights Insights Insights
Actions
Habits
Habits
Habits
Actions Actions
HIVE modules:
• 60 to 90 minutes of high focus • Groups of 12 – 24 participants • < 2 two weeks between modules
3
Objectives
Unique
Brand
Measure via
participants
& their team
EmbedPracticeApply
EmbedPracticeApply
EmbedPracticeApply
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Thomson Reuters: Personal Resilience
• Goal of giving early career HIPO’s good development early on
• 20 participants across India, China, Philippines in one group
• 90 day program of HIVE learning, with brain training alongside
• 6 x 90 minute events with structured assignments
© David Rock 2009-13
www.neuroleadership.org 10
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Thomson Reuters: Personal Resilience“Everything about the training has been very helpful to us in
different ways. It’s been a life changing experience.”“This program helped me to take control of situations, prioritize
my work, work differently and think differently under different
situations.”“This program teaches you the skills and techniques of
maximum utilization of your brain at day-to-day work. This helps
to transform you into a better person in both personal and
professional life.”
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• Project confirmed December 23, 2011
• Pilots for 70 leaders globally February 2012
• 4 x 90 minute telecall sessions over 4 weeks
• Planned roll out to 1,800 leaders globally over 18 months
• All delivery after pilots by internal trainers
Juniper Networks: Quality Conversations
© David Rock 2009-13
www.neuroleadership.org 11
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• 88% increase in engagement levels
• 95% increase in participant’s ability to facilitate positive change
• 84% reported an improvement in their leadership skills
“By applying the skills taught in the training sessions, issues are
resolved quicker as there is consensus/agreement to a suggested solution with all individuals participating actively in the
conversation.”“The training has helped me frame conversations around performance and career at the beginning to enable better dialog with my team.”
Juniper Networks: Quality Conversations
Feedback from direct reports
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“He encourages me more to come up with my own ideas and suggestions. He is more considerate than before about how I might feel
about work situations and how they impact me both professionally and
emotionally. His feedback has become more constructive and relevant.”“I sensed a marked improved in my manager's coaching ability after his training in the way he provides guidance instead of solutions as well as
the increased frequency of acknowledgement of my work.”“He asks guiding and meaningful questions to enhance the quality of our
discussions, often resulting in better quality decisions and outcomes.”“My manager's new style has allowed us to look at issues from a few more additional angles and allows us to tackle the problems more
effectively.”
© David Rock 2009-13
www.neuroleadership.org 12
Feedback from participants
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“I have realised that what I need to do to create a more effective team
is to improve peoples’ thinking, not just tell them what to do.”“Until you get to insight, there is no engagement or commitment. These insights actually have to come from the coaches
themselves.”“Today created self-awareness in me. I usually just talk or instruct rather than trying to discover. Now I realise that understanding,
communicating and making sure I am open is important to be a
relevant manager.”
• 40,000 employees learn from ‘Focused Mind’ experience
• 550 managers experience 5 module ‘Focused Manager’program
• Delivery over 3 months by 36 NLG trainers
• Initial measurement: 96% better equipped to lead change
Nokia Siemens Networks: Lead Change
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© David Rock 2009-13
www.neuroleadership.org 13
Resources
Books:
Quiet Leadership - David Rock (Collins, 2006)
Coaching with the Brain in Mind - Rock & Page (Wiley, July 2009)
Your Brain at Work - David Rock (Harper Business, October 2009)
Web:
NeuroLeadership.org - summit, graduate certificate, journal
NeuroLeadership.com - brain-based coaching programs
DavidRock.net - blog, interviews, audio, articles, research
Contact: [email protected] Twitter: davidrock101