NeuroLeadership Institute - AHRI · NeuroLeadership Institute Journal Certificate, Post-Graduate ... Nokia Siemens Networks: Lead Change 24 © David Rock 2009-13 13

© 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.



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



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



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



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



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)



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)



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



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

18

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



19

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.”

20

• 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



21

• 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

22

“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.”



Feedback from participants

23

“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

24



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

NeuroLeadership Institute - AHRI · NeuroLeadership Institute Journal Certificate, Post-Graduate ... Nokia Siemens Networks: Lead Change 24 © David Rock 2009-13 13

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