David Rock, the director of the NeuroLeadership Institute, says that by creating shared goals, managers can make everyone sense that they’re part of the team.
Neuroleadership is meant to make the managers aware of the reasons why their employees are often reluctant to work in a more efficient way. Understanding this issue will allow them to improve the way they intereract with their employees so as to motivate them.
Basically, the human brain functions on a reward and threat dynamic. Very often leaders, through their behavior, involuntarily action the threats signals in their employees’ brain. To avoid that, they should pay attention to respect the SCARF fundamentals (Status, Certainty, Autonomy, Relatedness and Fairness).
See on www.nytimes.com
