An interview with Art Markman, author and University of Texas psychologist, reveals fascinating strategies from motivation science.

A new journal article from the NeuroLeadership Journal has data to suggest that leaders should develop cultures of asking for feedback.

Everyone knows the pain of feeling left out, but fewer discuss the dread of needlessly being left in. This is what we at the NeuroLeadership Institute call "over-inclusion."

Leaders won't get the most out of their diverse employees if people who are different feel like threatened outsiders.

Benevolent sexism may feel positive, but research shows it undermines women’s careers by excluding them from challenging assignments and depriving them of honest, critical feedback.

Spoiler alert: It's not endless optimism.

Feedback is essential for growth, whether it's a single-celled amoeba or a multinational company. Neuroscience shows how to do it right.

For the last decade, we have been on a mission to develop a new language for leadership, culture, and learning, and Your Brain At Work is the next step.

Chris Pirie called out NLI as an organization focused on "codifying the research into workable models" that facilitate learning and stamp out biases along the way.

Saying your plate is full isn't a sign your thinking is flawed.

Psychology research has shown there's a fine line between thinking strategies that help, and those that may sabotage.

Microsoft turned to the NeuroLeadership Institute to enlist our help in designing a new approach to feedback — one grounded in the neuroscience.

Diverse teams may have a harder time making decisions, but they generally arrive at better conclusions as a a result. We call this the "diversity paradox."

Giving people permission to speak up is all about the systems you create.

How to include intentionally, so you don’t exclude accidentally.

In the management world, culture is often spoken of with hushed tones, as some mercurial substance, ever-changing and impossible to be harnessed. But in fact, if you look into the brain science, it’s radically simple. Culture is shared everyday habits.

A new industry research study from the NeuroLeadership Institute wants to hear from organizations that are big into collaboration.

If everyone’s saying something different, no one is getting heard.

This week, Starbucks responded to public outrage following the arrests of two black men who were simply waiting to meet a friend at one of its Philadelphia locations. As a part of a larger response, it announced it would shut down 8,000 stores for one day to give racial bias training to 175,000 workers. That’s $12 million in lost revenue, according to some estimates.

One of the hardest parts of hiring new employees is figuring out how well they’ll fit into your work culture. Unlike education and job experience, where there may be specific credentials you’re looking for, “culture fit” can be dangerously vague–and uniquely vulnerable to unconscious bias.

The traditional performance review is a confidential, closed-door meeting between no more than two people. Research suggests it is also totally misguided.

In 2004, Pamela Smith, now an associate professor of management at the University of California, San Diego, happened upon a clue into what power does to the brain.

I had a fascinating conversation with a coworker the other day. The essence of it was a question: “Why do companies put diversity and inclusion in a silo?”