Coworkers you can count on share three key behaviors, which can be learned by anyone.
Read More →FEATURED INSIGHT
Coworkers you can count on share three key behaviors, which can be learned by anyone.
Read More →Organizations face new and growing talent challenges. Regenerative practices hold powerful insight on how we can grow people better.
By understanding and employing the science of spacing, we can tweak programs to make a dramatic difference in the impact of learning.
As coronavirus cases and deaths spiked around the world, so did an equally pervasive, but less observable ailment—anxiety. The effects of anxiety—reduced productivity and a lack of focus to name just two—have been felt widely among the global workforce, causing leaders to rightly ask, What can be done to stem the tide and restore calm to employees? We asked the same question. Specifically, we asked a host of questions of 688 survey participants and reviewed the relevant scientific literature. Through our research, we sought to understand the extent of the pandemic’s rippling cognitive and emotional effects and what leaders can do to alleviate them, cultivate well being, and instill confidence in their workforces. Our findings are compiled in our recent Idea Report, “The Mind in Crisis: Understanding employees’ needs in a changed workplace.” Among the most interesting and important findings is that employees who felt they were part of a team were significantly less anxious than those who didn’t. Moreover, there are things leaders can do to cultivate that camaraderie and reduce anxiety. Here’s how. The science and power of relatedness To feel a part of a team is to feel valued and heard, or in a word, included. At NLI, we use the SCARF® model, which defines five key domains of social threat and reward (Status, Certainty, Autonomy, Relatedness, and Fairness), to understand how we can intentionally include others on a daily basis. Specifically, we can understand the feeling of being part of a team through the lens of relatedness. Relatedness is our innate need to belong to groups that offer us safety, shelter, and acceptance, and it’s been shown to be an important factor of a person’s ability to thrive, both in general and in the workplace, especially in times of crisis. We all know this intuitively from experience—humans have a natural reflex action to come together in a crisis. When we gather with friends and family in the wake of a crisis, we balance out the lack of certainty and feelings of having no control with the reward of being with others we trust. We create relatedness. We face a crisis now, but our physical isolation from other people may threaten our basic need for belonging and companionship, depriving us of our relatedness and exacerbating our anxiety. Therefore, cultivating a sense of organizational and interpersonal connectedness is crucial to helping your remote employees feel less isolated and less anxious. Organizations can cultivate relatedness by holding online all-hands meetings, or regular virtual morning coffee breaks or happy hours, where people stop work and just chat for 30 minutes. At a firm NLI partners with, people are creating relatedness by encouraging folks to change their backgrounds when on video, and then sharing what their background means to them—perhaps a photo from a vacation, or just a beautiful scene. Try this at 4:45 pm every day: Invite your team to a virtual group hangout to share what they have made progress on. Learn more This is just one of the findings of our latest research on the effects of the pandemic. Read about the other insights from NLI’s Idea Report, “The Mind in Crisis: Understanding employees’ needs in a changed workplace,” by clicking the link below and grabbing your copy today. [action hash= “638a5f77-c66e-49e6-b610-592c6dc17ae6”]
Because anxiety has real implications for productivity, organizations have to address it before anything else.
In 1971, a Yale psychologist borrowed a chilling concept from the novel “1984” to label a new phenomenon of human behavior.
Leaders can use insights derived from science to manage their teams’ cognitive capacity, ultimately making them smarter, happier, and more effective.
Stress can be thought of simply as heightened attention to the negative. Using a growth mindset can help with reducing stress in the moment.
At NLI we believe that now is perfect time to build a more flexible, continuous, and people-focused performance management system. Here’s how.
What better way to ring in 2021 than with a new perspective on your own potential? Growth mindset can help unlock skills you once thought were unattainable.
“Don’t dismiss a good idea simply because you don’t like the source.” The brain science behind the twelve words that changed my life.
How do you integrate diversity and inclusion into your organization? To make sure your intent to be inclusive isn’t unintentionally exploitative, have a look at our guide to true inclusion.
For years, there’s been one mainstream way of understanding implicit bias. Now researchers have discovered something unexpected in how our brains react to biases.
Burnout might be something completely different. Read our Q&A with Dr. Noel Lipana for more about the impact of moral injury on motivation.
One of the most daunting and complex challenges of the pandemic has been how to keep workers connected. Eva Majercsik (CPO, Genesys), provides insight into how to best create a sense of belonging in the workplace.
In order to actually change behavior when it counts, new habits must be easily recallable under pressure. Here are three criteria to make behavior changes stick.
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
This site uses cookies to provide you with a personalized browsing experience. By using this site you agree to our use of cookies as explained in our Privacy Policy. Please read our Privacy Policy for more information.