As artificial intelligence becomes embedded in our daily workflows, a critical question emerges: Are we just teaching people to use AI, or are we empowering them to think with AI?...
Read More →
NeuroLeadership in the Media
As artificial intelligence becomes embedded in our daily workflows, a critical question emerges: Are we just teaching people to use AI, or are we empowering them to think with AI?...
Read More →
As artificial intelligence becomes embedded in our daily workflows, a critical question emerges: Are we just teaching people to use AI, or are we empowering them to think with AI? In a recent article, published in HRD Connect, NLI’s Rachel Cardero, Vice President of Consulting and Product, and Emma Sarro, Senior Director of Research, emphasize the importance of building an AI fluent workforce, and the cognitive foundation needed to get there. AI fluency isn’t a technical skill but a cognitive partnership— the ability to effectively partner with AI. However, creating fluency isn’t as easy as turning on a light switch. Cardero and Sarro emphasize that employees will be at different stages of a fluency continuum: from AI abstainers who avoid it and the AI-ambivalent who feel uncertain, to the AI-engaged who use it for basic tasks. The goal for organizations is an AI-fluent user, who does more than use AI – they partner with AI. The first step towards AI-fluency is building the right cognitive foundation – fostering a set of core skills that will enable a workforce to embrace their future partnership with AI. This means creating a culture that embraces learning, practices adaptability, and understands the brain’s limitations by mitigating bias. By using these neuroscience-backed principles, leaders can move their teams beyond simple instruction and toward an intuitive, effective, and truly fluent partnership with AI. Read the full article in HRD Connect.
So, you’ve made the leap. You began as an individual contributor in your organization, and now you’re a new manager, with direct reports and greater exposure to middle and even senior management. This is a major step toward making your mark on the organization’s culture and operations. However, you might wonder what kind of influence you really have. The truth is, quite a bit. In most organizational hierarchies, frontline managers outnumber every other kind of manager. Estimates find that 50% to 60% of all managers are frontlines, and collectively manage 80% of all employees. Frontline managers also tend to have the best read of what’s happening because they’re closest to the action. They’re the most qualified to report on which on-the-ground processes need fixing. It’s difficult to tap this influence because you might see aspects of speaking up as scary or risky, so you decide to keep quiet. And if you do make your voice heard, you might struggle to get busy, distracted senior leaders to engage with your ideas. Fortunately, the science of social threat and power can help any new manager use their voice to add value to the organization, support their team, and be heard by those holding higher positions.
Uncivil behavior can spread to bystanders like a virus, creating a workplace contagion that decimates productivity and well-being.
In TD Magazine, NLI Co-Founder & CEO Dr. David Rock shares strategies to supercharge your organization’s virtual learning experience.
Today’s constantly changing workplace makes leadership development more critical than ever. Yet, traditional models of leadership development fall short because they prioritize individual skills and knowledge but neglect one crucial element: inclusion.
Christy Pruitt-Haynes of the NeuroLeadership Institute offers advice on how employers can support employees’ mental health after the divisive 2024 election. Learn strategies for flexibility, empathy, and maintaining workplace stability during a stressful time.
Christy Pruitt-Haynes of the NeuroLeadership Institute shares tips on navigating a divided office after the 2024 election, focusing on civility, mental health, and supporting productivity in a politically charged environment.
As election day nears, emotions are heightened among American workers. Christy Pruitt-Haynes, Distinguished Faculty at the NeuroLeadership Institute, emphasizes the need for employers to support their teams through potential post-election uncertainty.
Return-to-office policies may backfire due to a misunderstanding of workplace connections.
In their insightful exploration, NeuroLeadership Institute’s Rahul Swali, Dr. Emma Sarro, and Dr. Laura Cassiday argue that finance leaders must evolve from mere scorekeepers to collaborative partners by fostering shared accountability across teams.
Join millions of employees in creating culture change at scale by reaching out today.
In 2007, David and Lisa Rock and their team had been working in leadership development and executive coaching for ten years, when David coined the term “NeuroLeadership.”ef
North America
Africa
South America
Asia
Europe
Australia
© NeuroLeadership Institute 2025. All Rights Reserved