The latest research in the NeuroLeadership Journal introduces an actionable framework for creating psychological safety in organizations.
Read MoreWhether you’re trying to become more innovative, agile, or inclusive, changing culture is really a matter of changing shared everyday habits. Those habits are motivated by clear principles, reinforced by congruent systems, and modeled by leaders across the organization.
Rather than mistaking priorities for strategies, we work with clients to see through the behavior change that yields the culture they’re looking for.
Whether you’re trying to become more innovative, agile, or inclusive, changing culture is really a matter of changing shared everyday habits. Those habits are motivated by clear principles, reinforced by congruent systems, and modeled by leaders across the organization.
Rather than mistaking priorities for strategies, we work with clients to see through the behavior change that yields the culture they’re looking for.
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As detailed in the Harvard Business Review, Microsoft remade its leadership framework with the brain in mind—going from exhaustive detail to essential principles.
Concurrently, it also embraced a growth mindset, shifting from a culture of know-it-alls to a culture of learn-it-alls.
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The latest research in the NeuroLeadership Journal introduces an actionable framework for creating psychological safety in organizations.
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Read MoreThe concepts of growth mindset, psychological safety, and accountability define an effective new type of leadership.
Read MoreUnderstanding neuroscience can help leaders be more effective at the individual, team, and organizational levels.
Read MoreIn the pursuit of results, leaders don’t have to choose between kid gloves or command-and-control.
Read MoreJoin 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
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