The difference neuroscience can make Evidence that learning about neuroscience increases engagement and performance

ODN Conference Roffey Park 7 May 2015

Mike Pounsford Tony Williams Hilary Scarlett

Where’s the money?

Scarlett Associates

I understand the impact of change on our brains

Strongly disagree

Disagree Neither agree nor disagree

Agree Strongly agree

Participants

Scarlett Associates

“Who are you”!!?

Orbit is a social housing group.

Some facts:

•  1500 staff

•  £200 million turnover

•  Spread across three regions

Orbit Heart of England

•  37,000 properties plus schemes

Orbit East

Orbit South •  £2 billion of assets

•  Orbit 2020 vision

Why did we do this?

Building effective relationships and trust

What is neuroscience? Neuroscience: study of the nervous system including the brain Lots of applications: performance, communication, storytelling and influence, change management, emotional regulation, empathy and staying power, memory, ability to focus and perform, insight: ‘aha’ moments, decision-making, expectation and perception, resilience, learning and development, cross-cultural working, leadership behaviour, goal-setting, motivation, employee engagement…

Scarlett Associates

What are you most proud of having achieved in the

last 6 months?

Connecting

What percentage of our energy do brains use?

A.  2%

B.  10%

C. 15%

D. 20%

Scarlett Associates

Neuroplasticity

Scarlett Associates

Neuroplasticity: how we learn

11

Play Robert Winston video

Our brains are not designed for C21 corporate life

Scarlett Associates

The fundamental organising principle of the brain…

…minimise threat/ maximise reward

Scarlett Associates

Our brains like to predict…

I cnduo't bvleiee taht I culod aulaclty uesdtannrd waht I was rdnaieg. Unisg the icndeblire pweor of the hmuan mnid, aocdcrnig to rseecrah at Cmabrigde Uinervtisy, it dseno't mttaer in waht oderr the lterets in a wrod are, the olny irpoamtnt tihng is taht the frsit and lsat ltteer be in the rhgit pclae.

Scarlett Associates

Threat vs reward

•  Faster acting •  Stronger •  Lasts longer •  Adrenalin and

cortisol up •  Dopamine down

•  Slower to act •  Milder •  Shorter •  Dopamine up

Away

Threat

Toward

Reward

Scarlett Associates

The impact of change on the brain

Change or ambiguity

Threat response in our brains

Distraction, anxiety, fear

Can’t think well, poorer decision-making; reduced

memory, increased anger

Poor performance/more aggressive

relationships

© Scarlett Associates

Scarlett Associates

Illustration of discussion

1.  What are the uncertainties you face? 2.  How do they affect you? 3.  How do you affect others? 4.  What’s your biggest leadership challenge

(e.g. forthcoming work, difficult relationships, leading through challenging change)?

Neuroscience of leadership Scarlett Associates

Exercise – what’s the word?

gearinnl

nneerociecus

eggeamennt

nbiar = brain

Moments of insight create dopamine and dopamine, in the right balance, is rewarding to the brain

Scarlett Associates

Breaking the negative cycle anxiety creates – what can we do?

Laughter

Novelty

Give praise and recognition

Remind people of past achievements

Set short-term goals that people can achieve

(generates dopamine)

Provide information – information is rewarding to the brain

Enable people to reach their own insights

Emotional regulation eg ‘labelling’emotions

Practise ‘mindfulness’ – switch off the narrative

Scarlett Associates

The full day…

1.  Neuroplasticity 2.  Why our brains don’t like organisational change 3.  Performance 4.  The social brain 5.  Staying calm under pressure 6.  SCARF 7.  Hints and tips on getting the best out of your brain

•  SCARF - intrinsic motivators

SCARF: 5 ‘domains’ that strongly affect our engagement & focus

• SCARF: –  Status –  Certainty –  Autonomy –  Relatedness –  Fairness

Source: David Rock As we go through: Q1What is your SCARF preference?

Scarlett Associates

•  Distracted •  Anxious •  Think less clearly •  See the workplace &

colleagues as more hostile •  Reduced memory •  Poorer performance •  Weakened immune system •  Cortisol/stress (destroys brain

cells)

•  Positive •  More focused •  Willing to collaborate •  More able to learn •  Innovative •  Creative •  Willing to get involved •  Increased resilience

Away

Threat

Toward

Reward

Scarlett Associates

Status

Certainty

Autonomy

Relatedness: our brains are wired to be social

Fairness

Frans de Waal: TED Talk

Neuroscience of engagement

Status Certainty Autonomy

Relatedness Fairness

•  Affects –  Perception –  Thinking –  Memory –  Immune function –  Collaboration –  Facilitating

change –  + multiplier effect

•  Distracted •  Anxious •  Think less clearly •  Reduced memory •  Poorer performance •  Weakened immune

system •  Cortisol/stress

•  Positive •  More focused •  Willing to collaborate •  Innovative •  Creative •  Willing to get

involved •  Increased resilience

Away

Threat

Toward

Reward

David Rock

Scarlett Associates

Applying SCARF SCARF works retrospectively, in the moment and for planning

Choose someone else to work with 1. Think of a recent interaction that did not go well – what insight does SCARF provide? 2. What about today? Have you seen any evidence that you or others have been in a toward or away state? 3. Now think of something coming up and where you can use SCARF to help you in your planning: how will you ensure everyone is in a ‘toward’ mindset?

Scarlett Associates

Can learning about Neuroscience make a real difference to performance?

One day workshop

½ day workshop

3 - 4 months

My leader/manager…

My leader/ manager…

6 - 7 months

B4 and after questions around learning goals

Phone calls, coaching and

application

Self reporting and hard performance metrics?

Upwards feedback

Level 1: awareness and understanding

Level 2: impact and benefits

Level 3: observed behaviours

Level 4: business results

Scarlett Associates

Before the workshop (Orbit Housing)

1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00

I know how to organise my day to get the best out of my brain

I understand the impact of feeling excluded at work on employees’ ability to think

I know how to stay calm at work when under pressure

I understand the impact of the ‘threat response’ on our brains’ ability to focus at work

I understand what distracts the brain at work

I know how to get my brain to focus at work

I know how to help others to focus at work

I feel confident that I can lead my team in a ‘brain-friendly’ way

If leaders understand neuroscience it will help them to be better leaders

I understand the impact of micro-managing

I understand the impact of choice on the brain

I understand the impact of change on our brains

Mindfulness is an important skill for leaders

Before

Before

Strongly disagree Strongly agree Scarlett Associates

1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00

I know how to organise my day to get the best out of my brain

I understand the impact of feeling excluded at work on employees’ ability to think

I know how to stay calm at work when under pressure

I understand the impact of the ‘threat response’ on our brains’ ability to focus at work

I understand what distracts the brain at work

I know how to get my brain to focus at work

I know how to help others to focus at work

I feel confident that I can lead my team in a ‘brain-friendly’ way

If leaders understand neuroscience it will help them to be better leaders

I understand the impact of micro-managing

I understand the impact of choice on the brain

I understand the impact of change on our brains

Mindfulness is an important skill for leaders

I can apply what I have learned today to my work

I believe all leaders would benefit from understanding the application of neuroscience

As a result of today, I have more techniques to help people focus at work

As a result of today I feel better equipped to help people perform at their best at work

After

Before

Level 1: Learning during the first workshop (Orbit Housing)

Strongly disagree Strongly agree Scarlett Associates

Positive changes across 3 organisations using questionnaires immediately before and after the workshop

Learning about neuroscience appeared to increase confidence to lead change and to help people focus

Question)) A)) B) C) Swing)average))

I)understand)the)impact)of)change)on)our)brains) 1.4) 1.5*) 1.25) 1.38)I"understand"the"impact"of"the"threat"response"on"our"brains"ability"to"focus"at"work"

1.8*" 0.85" 1.45" 1.37"

I"understand"the"impact"of"choice"on"the"brain" 1.5" 1.5*" 0.95" 1.32"I"understand"what"distracts"the"brain"at"work" 1.5" 0.8" 1.2" 1.17"I"know"how"to"organize"my"day"to"get"the"best"out"of"my"brain"" 1.2" 0.65" 1.65*" 1.17"I"understand"the"impact"of"being"excluded"at"work"on"our"brains’"ability"to"focus"at"work"

1.2" 1.2" 0.7" 1.03"

I"know"how"to"help"others"to"focus"at"work" 0.8" 0.95" 1.25" 1.00"If"leaders"understand"Neuroscience"it"will"help"them"to"be"better"leaders" 1.3" 0.60" 0.90" 0.93""

Scarlett Associates

Level 2: Self reporting 6 – 8 weeks later showed how key aspects of the learning were used to help implement changes

Learning(theme( %(of((participants((

Applications(

1. SCARF( 52( • Merger%plan:%align%through%common%goals%and%test%principles%against%SCARF%

• Team%productivity:%autonomy%and%status%• Reorganization%roadshows:%designed%around%

SCARF%%• Coaching:%use%SCARF%to%train%coaches%and%

structure%discussions%%• Strategic%planning%(using%SCARF)%• Communication%planning%about%restructure%

(using%SCARF)%• Team%building%and%development%x%4%(both%

personal%reflection/behaviour;%“brain%friendly”%meetings%and%SCARF)%%

• Email%communication%monitored%for%threat%vs.%reward%

• Performance%reviews%(using%personal%insights%and%reflection,%SCARF)%

• SelfLcoaching%using%SCARF%

2. Mindfulness(( 34(3. In%vs.%out%groups% 28%4. Celebrate%

achievements%24%

5. Personal%space%and%reflection%time%

24%

6. Threat/reward% 21%7. ReLprioritization%of%

personal%time%17%

8. Meeting%design% 14%9. Dopamine%% 7%10. Connect%with%

beneficiaries%3%

Scarlett Associates

3.00 3.20 3.40 3.60 3.80 4.00 4.20 4.40 4.60

25. Could be better at planning ahead

16. Does not always involve me when he or she should

11. Understands what motivates me

31. Sets clear meeting agendas

14. Sometimes micro-manages

34. Gives me balanced and fair performance feedback

15. Takes an interest in me

20. Encourages me to make key decisions

30. Challenges and provides stretch for me

17. Helps the team stay resilient during change

24. Helps me feel positive about progress I am making

35. Motivates people to perform at their best

8. Is good at delegating

29. Tends to get distracted at work

33. Sometimes fails to listen well

9. Makes every team member feel a valued member of the team

19. Provides clarity for the team

21. Maintains a good atmosphere at work

13. Is good at prioritising

22. Is interested in learning and development for the team

32. Discourages innovation and new ideas

7. Builds a sense of shared purpose

18. Tends to focus on what people have got wrong rather than on

28. Is fair in his or her dealings with me

10. Is open with information

27. Supports me

12. Is good at recognising good work

26. Gives me the flexibility to do the job my way

6. Makes me feel a valued member of the team

23. Stays calm under pressure

Before

After

Level 3: All participants – “upwards feedback”. (Reversed for negative statements – higher mean = more positive)

}5%+

Scarlett Associates

Individual change – feedback before and after based on team responses to “upwards feedback”

2.00 2.50 3.00 3.50 4.00 4.50 5.00

Makes me feel a valued member of the team

Is good at recognising good work

Tends to focus on what people have got wrong

Helps me feel positive about progress I am making

Challenges and provides stretch for me

Before

After

2.00 2.50 3.00 3.50 4.00 4.50 5.00

Builds a sense of shared purpose

Is good at prioritising

Provides clarity for the team

Could be better at planning ahead

Sets clear meeting agendas

Before

After

2.00 2.50 3.00 3.50 4.00 4.50 5.00

Is good at delegating

Sometimes micro-manages

Encourages me to make key

Gives me flexibility to do the

Discourages innovation and

Before

After

2.00 2.50 3.00 3.50 4.00 4.50 5.00

Makes every team member feel a valued member of the

Takes an interest in me

Maintains a good atmosphere at work

Supports me

Sometimes fails to listen well

Before

After

2.00 2.50 3.00 3.50 4.00 4.50 5.00

Is open with information

Does not always involve me when he or

Is interested in learning & development for the

Is fair in his or her dealings with me

Gives me balanced and fair performance

Before

After

2.00 2.50 3.00 3.50 4.00 4.50 5.00

Understands what motivates me

Helps the team stay resilient during change

Stays calm under pressure

Tends to get distracted at work

Motivates people to perform at their best

Before

After

Scarlett Associates

Team members confirm impact of leaders’ intentions

Leader What they aimed to achieve

How perceptions changed amongst team members

Regional manager

•  Built status by getting people to talk more about their proudest moments

•  Helped them analyze their issues

•  Built relatedness by making more of an effort to get to know people

Makes me feel a valued member of the team •  73% agree before •  92% agree 6 months later Is interested in learning and development for the team •  40% agree before •  92% agree 6 months later Takes a interest in me •  33% before •  83% after

Scarlett Associates

Level 4: We struggled to extract hard performance data, but one pair were convinced they generated 70% improvements in cost performance

Scarlett Associates

What changed?

Understanding that real engagement makes a difference to changing things

What are we going to do next?

Achieving our 2020 vision ‘Building Communities’ through….. real engagement underpinned by coaching

Benefits

1.  A different lens through which to look at and understand people 2.  Science-based evidence 3.  Confidence to tackle people issues either by confirming current

“gut” instinct or by encouraging new approach 4.  Work with the physiology of the brain, not fight it 5.  Greater awareness of their own thinking 6.  Applies at macro or micro level 7.  Leaders can apply right away – no need to wait for culture change 8.  Awareness of small actions that collectively make a big difference 9.  Plan the day to get best out of the brain 10.  Applies at work and at home

Scarlett Associates

Questions?

Thank you! Continue the conversation: Linkedin group: Neuroscience of Change and Communication

Scarlett Associates