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The Neuroscience of Leadership - Dorothy Wylie Health Leaders Institute

The evolution of performance
by

Marina Sinclair

on 20 July 2017

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Transcript of The Neuroscience of Leadership - Dorothy Wylie Health Leaders Institute

"Leading thinking;
both yours and of the people you work with,
IS
the work of leadership."


Victoria is a new manager.
She is committed to getting results so to
make sure she is on top of things, she sends
out an email to her direct reports at 4 pm
each day asking for an update on their
progress on various projects.

What SCARF threats might people have been experiencing?

What might Victoria do differently to
reduce the threats and create engagement?

Performance is just the tip of the Iceberg
(David Rock)

Emotions
Thinking
Behaviours
Results
OBSERVABLE
INVISIBLE
What we think
What we feel
Our habits
Our outcomes
"'Minimize danger and
maximize reward' is an
overarching, organizing
principle of the brain."
Evian Gordon

To feel more confident as leaders in dealing with difficult people and situations
VS.
http://movieclips.com/m8kP-jurassic-park-movie-tyrannosaurus-rex/0/20.79/
http://movieclips.com/6LZX-harry-potter-and-the-order-of-the-phoenix-movie-expecto-patronum/
Trust and engage
Collaborate willingly
Make good decisions
Solve complex problems
Think creatively
Take different perspective
Handle stress

What behaviours
do we see in a

climate?

Hard to make good decisions
Tired
Stressed
Distracted
Sleep deprived

SCARF Model
(David Rock, 2008)
Where am I
relative to
others?
STATUS
CERTAINTY
AUTONOMY
RELATEDNESS
FAIRNESS
Where is there ambiguity?
Where do I not
have choices?
What are my social bonds?
Is there a
real or
perceived
imbalance?
How many threats did you experience
in your difficult job situation?

How many rewards did you experience in your positive work situation?
Discuss a conflict each of you have experienced in the workplace and analyze each through the SCARF lens.

Craft a SCARF strategy to reduce the threat.

How will you use SCARF to create engagement?




What behaviours
do we see in a

climate?

Your Why and Vision
Results vs. Relationships
Choose Your Focus

The Neuroscience of Leadership:
The evolution of performance.

Triune Brain
Understand how social threat operates in the workplace

Identify strategies to reduce threat and increase engagement
FAIIM-OUS Visions
F
uture
A
live
I
nspiring
I
nclusive
M
emorable
for
O
thers &
US
Growth vs Fixed Mindset
Add the word “Yet”
Adopt Experimental approaches
Measure successive improvements
Acknowledge effort
WORKSHEET:
Questions
​Training
without followup
is entertainment
Dorothy Wylie Health Leaders Institute
Components of Performance Culture
Components of Performance Culture
Sam is a rising star
in his department.
He was chosen by his supervisor to attend a prestigious leadership training program.
His supervisor has asked him to share some highlights with the team about what he has learned.

Which threats should Sam be aware of?

How could he report back in a
way that reduces the
threat response of colleagues?
- Avoid making people look bad. Acknowledge accomplishments.

- Give people as much information as possible about changes,
as soon as possible.
- Give choices. The more control they feel they have,
the less threatened they feel.

- Develop good social connections. The more people can
relate to you, the less they’ll oppose you.

- Be transparent. When people feel decisions were made fairly,
they will be more receptive to them.

ACTION PLAN
Resources



Contact Penny with questions, comments,
coaching requests, speaking engagements:

penny@instinctsatwork.com
www.instinctsatwork.com


Full transcript