Join us virtually and globally November 12-13 to explore the topics of habit science, AI collaboration, proactive accountability, modern DEI, and more
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FEATURED INSIGHT
Join us virtually and globally November 12-13 to explore the topics of habit science, AI collaboration, proactive accountability, modern DEI, and more
Read More →Employees who are empowered to speak up and offer feedback to their superiors are more likely to offer ideas on how to improve the business.
Recently, our social media feeds have been plastered with companies announcing their support of the Black Lives Matter movement and other racial justice initiatives. Some of those announcements, from companies like Nike and Ben & Jerry’s, have been hailed widely. Others have been met with sharp criticism. What differentiates the two groups is a historic catalog of action and commitment from one group—and an assumed “here one day, gone the next” mentality from the other. “The intent of the messages is appropriate, and yet it needs to be backed up with action, commitment, and sustainability. It’s like a friend who only sends you a message once a year on your birthday; are they really a friend?” said Khalil Smith, NLI’s Vice President of Consulting and Practices, in a recent interview. Because Nike and Ben & Jerry’s have consistently advocated for the cause of racial justice, their statements align with what we know about their brands, and ring true when received by the public at large. Contrast that to companies who are entering the conversation for the first time. As Khalil explains, “If the only time you’re talking about race or equity is when something horrific breaks through the news cycle and you’re sending out a message at the same time as everyone else, that’s when it seems disingenuous.” Now it’s time for companies to back up their commitments with real, sustained action. They need to go beyond just wading into the conversation, and do the work of implementing solutions. They need to be the type of friend who does more than just wish you a happy birthday. To read the full interview with Khalil, click here. [action hash= “828b54ca-f297-476c-82f1-7ac98cbba097”]
I&D initiatives should build upon other each other in meaningful and coherent ways, like movies in a shared universe. We call it the “Marvel Model.”
While many people have started going back into the office, talent leaders should stay mindful of those still at home—and how to cater to both groups.
Leaders may understand why inclusion matters, but still fail to put it into practice for their organization. Research from NLI can offer some strategies.
Recently, many organizations have had to make major changes to their operations overnight. Here’s a strategy to sustain the energy of this moment.
Leaders have a role to play in helping people sustain the new pace of work and avoid burning out. Research from NLI can help organizations understand the limits of our minds, and how to work within them.
NLI’s research has identified three key business reasons for organizations to start seriously trying to adopt a growth mindset.
Diversity without inclusion can lead to a revolving door of talent, which means leaders should focus on uniting teams around shared goals.
A sense of control, or the power to decide, is a key human need. Here are several ways leaders can increase workers’ sense of autonomy and maximize employee engagement and performance.
What does your brain look like on goals? What’s happening? How could the process be better?
If you’re trying to differentiate some of our learning and habit activation products based on your current needs, here’s (almost) all of our product explainer videos in one place.
A landing place for some of the big themes around work as of late 2021.
President Biden has continued his series of executive orders, the latest one focusing on DEIA. Here are some brain-based actions agencies can take.
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
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