Brain
Stories
Brain
Stories
Brain
Stories
Brain
Stories
Brain
Stories
Emotions shouldn't scare us, they should inform us
Emotions shouldn't scare us, they should inform us
'You manage tasks.
People are led.'
'You manage tasks.
People are led.'
Mindset Primer
How expecting hard work shapes a growth mindset ...
and why it is can be better to develop talent rather than look
for heroes
Mindset Primer
How expecting hard work shapes a growth mindset ...
and why it is can be better to develop talent rather than look
for heroes
Rear Admiral
Grace Murray Hopper,
US Navy
Led team that invented
COBAL computer language
Rear Admiral
Grace Murray Hopper,
US Navy
Led team that invented
COBAL computer language
Remove Barriers
Lead People;
Manage Work.
Brain-Savvy.
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We woke up one day and all our work interactions were starkly transactional, via Zoom or Teams, and from the comfort of our home. There was no apparent reason to insert feelings or emotions when I could simply mute myself or turn off my video cam.
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But without emotions for context and perspective, it became easy for us to make up stories with motives and intentions we were at best guessing at; at worst we were grossly wrong.
Turns out emotions are proving fundamental and being brain-savvy – working with the way individuals and groups make decisions, rather than fighting it – is a fundamental skill for the modern workplace.
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“If you understand how people make decisions,” said Makoto Hamada, former CEO of Fujitsu Network Communications, "then you can help them make better decisions.” And you can't do that without understanding how people feel.
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Companies such as FNC realized that Leader is not a job description, it is a set of actions:
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• Removing Barriers
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• Building Trust
• Patterning Success
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Business-Tested.
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Brain-Savvy organizations have tested these processes and philosophies and shown them to positively impact their bottom line:
• Predictable ways of making decisions that are easily understood and, when possible, inclusive of those who have to execute the decision.
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• Consistent, commonly understood paths for employees at every level to raise issues, suggest ideas and participate in solutions. These are not suggestion boxes or one-off task forces, but meaningful ways to contribute.
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• Aggressive efforts to maximize use of existing talents, building on those talents and using education to develop new ones. Their first instinct is not to go find a "hero" because they quickly can become zeroes.
• A "Creative Bureaucracy" that operates under the mantra: "You can do what you need to, unless you hear from us" rather than the typical "Don’t do anything until you hear from us."
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Getting from where you are to where you want to be begins with a simple understanding of how you got here in the first place.
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