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Symposium 2016 : Workshop 104 Brain and Leadership

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This innovative, one-of-a-kind workshop will present some of the most recent findings about the brain together with implications for managing and leading employees. The workshop will challenge many current management practices by presenting relevant research on the social and emotional nature of the brain.

Robert has developed a reputation as a pioneer in using neuroscience-supported tools and processes that challenge current management practices that date back over 50 years.

Robert Paris is one of the first and very few professionals in Canada who have earned their Certificate in the Foundations of Neuroleadership from the Neuroleadership Institute led by Dr. David Rock. Robert has 35 years combined practical management and consulting experience that spans 5 continents. He has 15 years of results-oriented management experience at blue chip companies such as Johnson & Johnson and has an established track record of successfully designing and facilitating management, leadership, team-building and coaching programs that give organizations a long term, sustainable competitive advantage. Robert is an exceptionally engaging executive coach whose advice is highly valued by CEOs, other C-Suite executives, middle managers and first-time supervisors. Robert has 25 years teaching experience at McGill University. He currently lectures at McGill’s School of Continuing Studies and is certified in the Foundations of Neuroleadership, Points of You™ Leadership & Coaching, Whole Brain Thinking™ and Simplexity™ Complex Problem-Solving. Robert’s dynamic personality, business and academic experience and use of 21st century leadership and coaching tools place him among the leaders in corporate training and development programs.

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Symposium 2016 : Workshop 104 Brain and Leadership

  1. 1. The Brain & Leadership How to maximize your team’s real potential 1
  2. 2. The Brain The brain is the source of: Who we are What we do How we do it
  3. 3. Workshop Objectives Present emerging knowledge of the brain and relate it to personal and team leadership Use knowledge of the brain to understand why project execution is so difficult Present ‘brain-friendly’ ideas related to project execution and team leadership 3
  4. 4. Workshop Outline Intro Six challenges in executing project plans Whole Brain Thinking presentation/discussion The SCARF model Best change management practices Building trust Workshop summary 4
  5. 5. Who Am I? ROBERT PARIS, MBA, CSP President of Myelin Leadership International Lecturer at McGill University 15 years management experience - J&J 20 years consulting experience focused on leadership development, coaching, innovation & whole brain thinking Certified in the Foundations of NeuroLeadership Strong experience in helping grow businesses via connecting people to each other Clients: Cirque du Soleil, IMS Health, The Phi Group, Hitek Logistic, Xstrata Nickel, ICAO, McGill, Fednav Canada, RGA, FTI Canada, NACUBO, etc.
  6. 6. The Brain & Leadership Six challenges in executing project plans 6
  7. 7. 1. Neuroscience of Distrust Higher levels of cortisol shut down the prefrontal cortex and our ability to think empathetically and with good judgment Amygdala activated - "fight or flight" networks turned on Higher levels of testosterone and norepinephrine, with heightened aggressiveness and negativity 7
  8. 8. Feeling trust releases: • Dopamine, which gives us feelings of optimism, positivity, feeling good and excitement • Oxytocin, which helps us feel closer to others and a desire to want to collaborate with them • Serotonin, which helps make us feel good 8 Neuroscience of trust
  9. 9. “Negativity bias" in organizations: "the phenomenon by which humans pay more attention to and give more weight to negative rather than positive experience or other kinds of information“ There are five times more negative networks than positive networks in the brain Impact on work cultures is devastating 9 2. Negativity in the workplace
  10. 10. Most managers tend to focus on rational thinking while ignoring the role that emotions play in the behaviors of their employees and customers In implementing project plans, emotions play a critical role 10 3. Rational vs. Emotional Brain
  11. 11. 4. Three Cognitive Biases in Planning Accountability Bias - We believe we can control outcomes more than is actually the case, resulting in poor risk assessments Status Quo Bias - We prefer the status quo in the absence of pressure to change it Present Bias - We value immediate rewards and under-value long term gains There are 9 other common cognitive biases 11
  12. 12. Environmental trigger – “any stimulus that reshapes our thoughts and actions” Our environment is a nonstop triggering mechanism whose impact is too significant to be ignored It seems that the brain was designed to allow us to effectively plan but not adequately cope with the inevitable change that will occur as we implement our plans 12 5. Environmental Triggers
  13. 13. 6. The Brain Sees Change as a Threat The brain’s error detection system • When change occurs, the brain generates error detection signals as a result of new incoming stimuli that conflict with existing mental maps
  14. 14. Summary • Implementing project plans is difficult, given: • Low levels of trust • Toxic work cultures • Failing to account for the emotional natures of the brain • The brain’s cognitive mental biases • Environmental triggers • The brain sees change as a threat 14
  15. 15. The Brain & Leadership Solution 1 Whole Brain Thinking 15
  16. 16. Use your whole brain to leverage your thinking preferences and identify your thinking gaps Different tasks and problems require different mental processes, and the way people prefer to think influences how they process information, tackle projects, interact with others and view opportunities In other words, how you prefer to think affects how you behave. Each of these different thinking preferences brings unique value
  18. 18. Think About Communicating WholeBrain®andthefour-color,four-quadrantgraphicareregisteredtrademarksofHerrmannGlobal. ©HerrmannGlobal2013.
  19. 19. Developing a Strategic Plan the Whole Brain Way A •Goal definition •Fact gathering •Analysis of information •Clear understanding of relevant facts •Financial considerations •Technical aspects •Analyzing impact of future on today’s decisions DT •Risk taking •Relentless pursuit of opportunities •Seeing into the future •Perceiving “the possibilities” •Making connections and synthesizing •Insights and ahas of solutions •Big picture of the path forward B •Breaking the big picture into key action points •Putting together a sequential set of action steps in the form of a plan •Thinking through the consequences of the approach •Administration & organization of the plan •Implementation •Follow-up •Evaluation C •Writing scenarios •Effective communication of the plan •Gaining belief, “buy-in” & enthusiasm •Working through people issues •Focus on satisfying and serving customers •Tie into the values of the organization •Training for new skills
  20. 20. A clear common purpose, goals and performance objectives? An understanding of our budget and financial resources? All the data and research we need? Technology that can enable us? Clear measurements? Guidelines, agendas, and ground rules to help us use our time together effectively? The resources we need? Agreed-upon processes? Clear priorities, a plan and a timeline? Clear responsibilities and accountabilities? An understanding of each other? Facilitation skills available to us? An understanding of our "Customers?” Clear understanding of each other's roles and how we interact? Agreements on how we'll communicate with each other and with our customers? A vision of our successful future? An idea of how our work fits into the larger organizational strategy? A willingness to take risk? New ideas and solutions that challenge the status quo? An idea of how we fit into the big picture and global perspective? To what extent do we have? To what extent do we have? To what extent do we have? To what extent do we have? Small Extent Great Extent Small Extent Great Extent Small Extent Great Extent Small Extent Great Extent 1 2 3 A B D C 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 Team Ready-for-Action Assessment The four-color, four-quadrant graphic and Whole Brain® are registered trademarks of Herrmann Global, LLC. © Herrmann Global, LLC 2014
  21. 21. The Brain & Leadership Solution 2 SCARF Model 21
  22. 22. THE SOCIAL BRAIN •Social Pain •Social Brain Networks •Mirror Neurons 22
  24. 24. LEADERSHIP IMPLICATIONS Make employees feel better about themselves and provide positive feedback (status) Provide clear expectations and give ongoing feedback (certainty) Avoid micro managing and allow people to make their own decisions (autonomy) Spend time building trust & relationships (relatedness) Be transparent and open in communications (fairness) Become effective coaches (all domains) 24
  25. 25. The Brain & Leadership Other Solutions 25
  26. 26. Characteristics of an Effective Organization React Routine Proactive
  27. 27. Anticipating new problems, trends, opportunities Pro-actively seeking new methods and technologies Deliberately changing and disrupting routine Adaptability
  28. 28. Simplexity Process
  29. 29. • Include employee focus groups • Focus more attention on cultivating “moments of insight” • Communicate in a transparent manner the need to change • Ensure that management keeps employees focused • Give employees real power to implement their solutions • Use both intrinsic and extrinsic incentives to change A CHANGE MANAGEMENT PROCESS SHOULD…
  30. 30. COVEY’S VIEW OF TRUST Strategy X Execution X Trust = Results
  31. 31. SUMMARY To overcome challenges associated with implementing project plans • Become a ‘whole brain’ thinker • Bring a SCARF to work! • Anticipate change before it happens • Use best change management practices • Build trust! 32
  32. 32. For more information robert@myelinleadership.com www.myelinleadership.com 33
  33. 33. The Brain & Leadership How to maximize your team’s real potential 34