5 Neuroscience Insights That Can Make You a Better Manager

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Since I pivoted towards coaching, I have started manifesting a keen curiosity about how our brain works. I speak every day with managers who would like to have a better understanding of why they or the people they are managing are doing the ... things they do. There is often an expectation to find out something shocking or terrible or extraordinary about those people or people in general, however often things are much simpler.

Those responses are hardwired in humans’ brains. 

But just knowing this piece of truth is not the end of the story. Understanding how the human brain is wired to function can give managers a competitive advantage because when understood well, these can be used as tools for better people motivation, for creating better support or development for team leaders, for working better expectations as well as for nurturing more effective, and therefore more successful, relationships.

Therefore, within the context of the very fast-paced and complex work environment, the bridge between neuroscience and effective management practices is more relevant than ever. As leaders strive to navigate the complexities of team dynamics, motivation, and productivity, understanding the underlying neuroscience insights can provide a significant edge. This article explores five crucial neuroscience findings and their implications for management, offering practical strategies for enhancing leadership effectiveness and fostering a thriving workplace culture.

These insights provide a blueprint for managers to cultivate environments where communication flourishes, stress is managed constructively, and procrastination is addressed effectively with empathy and understanding. By integrating these neuroscience-backed approaches, managers can unlock the full potential of their teams, leading to enhanced performance, satisfaction, and overall organizational success.

#1 Neuroscience Fact: Procrastination is less about avoiding work

... and more about avoiding the negative emotions associated with the task, such as fear or stress.

Picture Stella, a senior technical manager, who has been postponing the restructuring of her department, fearing disruption of work in the active projects and potential conflict among the remaining team members. Despite recognizing the necessity for change to enhance efficiency and workflow, the negative emotions associated with the task have led to prolonged procrastination. This state of facts created tension between her and her Technical Director who feels Stella is not cooperating and resists making her recommendations on the team members to keep and develop further.

Acknowledging the root cause of Stella's procrastination – feeling guilty that her decision will impact the lives of some of her people and considering herself a bad person for what she is expected to do (name the people to go), the coaching session focused on addressing these negative emotions. 

We started by reframing the restructuring as an opportunity for business survival and continuity for the company, and growth for Stella as a manager, rather than a source of stress and anxiety. We looked at the entire business picture and connected the senior management requirement with the long-term survival of the company. 

This helped Stella create a process for implementing the incoming redundancies. Small, actionable steps were defined, making the task seem less daunting and more achievable. I also encouraged Sarah to practice self-compassion, acknowledging her concerns but keeping her accountable for acting in good faith and not letting herself be paralyzed by them.

The shift required from managers like Sarah is recognizing the emotional underpinnings of procrastination. By understanding that procrastination stems from a desire to avoid negative feelings, managers can adopt a more empathetic approach. This involves creating a supportive environment that acknowledges these emotions, breaking down large tasks into more manageable steps, and fostering a culture of self-compassion and resilience. Integrating this understanding can lead to more effective management and leadership practices.

Managers can implement strategies such as fostering a forgiving work environment where mistakes are seen as learning opportunities, thus reducing the fear of failure. By breaking down large projects into smaller, less intimidating tasks, managers can make goals seem more achievable, which can significantly decrease procrastination among team members. This also helps with setting the right measure of success, appropriate for each task, as well as for the entire environment in which managers operate. Encouraging such practices can lead to a more productive and positive workplace.

#2 Neuroscience Fact: Effective communication is hampered by our brain's tendency to hear what we expect,

... not necessarily what is being said. This is due to the brain coding more actively for unexpected sounds or information.

Meet Cristi, a project manager in charge of a multi-disciplinary team. During a crucial project, misunderstandings arose, leading to delays. Cristi assumed he understood his team's updates and concerns without delving deeper, attributing the misunderstandings to others' communication skills.

In coaching Cristi, the focus was on enhancing his active listening skills. He was encouraged to consciously make transparent his expectations and fully engage with what his team members were communicating. Techniques included paraphrasing, reframing and repeating back what he heard for clarification and asking open-ended questions to uncover risks or underlying concerns or ideas neither he nor his team members might have anticipated.

Effective communication is hampered by our brain's tendency to hear or see what we expect, not necessarily what is being said. This is due to the brain coding more actively for unexpected sounds or information.

Managers need to shift from passive or presumptive listening to active and deeper listening. Recognizing the brain's bias towards expected information, managers like Cristi can work to consciously counteract this by fostering an environment where thorough, open communication is prioritized. By doing so, they not only improve team dynamics but also drive better project outcomes through clearer understanding and collaboration.

Becoming more effective communicators means practising active listening, i.e. involves fully engaging with the speaker without anticipating their responses. More on it in my article: A Manager’s Guide to Deep Listening.

#3 Neuroscience Fact: Labeling experiences as "stressful" can amplify our emotional response,

... turning mundane irritants into perceived threats, due to increased activation in the amygdala.

Let's consider Jan, a senior executive, who often described various challenges as "extremely stressful" and refers to the relationship with his CEO as “toxic”. Jan noticed an increase in his team's anxiety levels and a decrease in productivity.

In sessions with Jan, the focus was on reshaping his perception of the reality around him and the language and his narrative around stress. Instead of labelling every challenge as "stressful", alternative descriptions like "challenging" or "demanding" were encouraged. This subtle shift aimed to reduce emotional intensity and reframe challenges as opportunities for growth and learning.

The essential shift for managers involves altering the narrative around stress within the team. By consciously choosing less charged language, managers can help mitigate the amygdala's activation, reducing the team's overall stress response. This strategy promotes a more positive, resilient workplace culture, where challenges are seen as manageable rather than instigating a fight or flight response due to the perceived insurmountable threats. 

Reframing our understanding of stress from a nebulous, catch-all term to specific, manageable emotions can significantly impact our ability to cope with challenges. Managers can lead this shift by consciously choosing less charged language, helping to mitigate the amygdala's activation and reduce the overall stress response within their teams. This strategy fosters a more positive and resilient workplace culture.

#4. Neuroscience Fact: Shame and self-blame can immobilize individuals, preventing growth and progress.

Neuroscience shows that compassion, particularly self-compassion, can liberate mental resources allowing for personal development and overcoming past setbacks.

Laura is a middle manager who noticed one of her most talented team members, Marco, was stuck in a cycle of self-criticism and underperformance after a project didn't meet expectations. Laura saw this as a deeper issue than mere performance, but she did not know how to deal with it and therefore decided to let Marco continue with self-battering she felt it was harmless since it was not directed externally. 

Laura was coached to approach Marco with compassion, helping him to see a specific setback as a growth opportunity in which he did not need to motivate himself with “the stick”. She initiated open conversations where Marco could express his feelings without judgment, emphasizing the importance of self-compassion and learning from experiences rather than dwelling on perceiving them as personal failures.

Shame and self-blame can immobilize individuals leading to procrastination and preventing growth and progress. Neuroscience shows that compassion, particularly self-compassion, can liberate mental resources allowing for personal development and overcoming past setbacks. The shift needed from managers involves adopting a compassionate leadership style that recognizes the power of empathy in unlocking potential. By fostering an environment where mistakes are seen as part of the learning process, managers can help team members like Marco move beyond feelings, facilitating a culture of continuous improvement and resilience.

#5. Neuroscience Fact: Emotions are contagious due to the phenomenon known as emotional contagion.

This means a leader's emotional state can significantly influence the team's morale, stress levels, and overall performance.

Consider my own story. As a new Managing Director, I used to enter management meetings visibly stressed. The moment I put my feet in the meeting room, I saw my managers’ eyes scanning me, trying to make sense of what they saw, and, as they mentioned to me after a while, fearing the worth. I felt my stress not only affected my clarity in decision-making  but also visibly dampened my team's energy and productivity.

It took me a couple of coaching sessions at that time to become aware of the situation and manage my emotional state so that it can remain light and open before and during interactions with my team. The techniques I applied included breathing exercises. I have strategic breathing sessions before entering meetings to reach a calm, composed state before putting my feet there. The goal was to utilize emotional contagion positively, setting a tone encouraging calmness and focus among the team.

The significant shift I did at that time involved recognizing the impact of my emotional state in front of the team and actively managing it to foster a positive work environment. By embodying calmness and positivity, and by practising it with consistency I saw that in terms of weeks, I have been able to indirectly encourage these traits in the people I was interacting with, leading to improved focus, engagement, and productivity in all my communications and interactions. 

The emotional state of a leader significantly influences the team's morale, stress levels, and overall performance, thanks to emotional contagion. By managing their emotional state to foster a positive work environment, managers can indirectly encourage a similar response in others. This shift emphasizes the importance of emotional intelligence in leadership.

Closure

Integrating neuroscience insights into management practices offers a revolutionary approach to leadership that acknowledges and leverages the complexities of human behaviour. As managers adopt these strategies, they not only enhance their team's performance but also contribute to a work environment that values emotional intelligence, compassion, and personal growth. This leads to immediate improvements in productivity and team dynamics and lays also the foundation for long-term organizational success and employee well-being.

The journey towards becoming a better manager through neuroscience requires a commitment to learning and adaptation. However, the rewards—increased team cohesion, improved performance, and a more positive workplace culture—are invaluable. By embracing these insights, managers can lead with confidence, nurturing teams that are not only more productive but also more fulfilled and resilient in the face of challenges.

For anyone seeking tailored insights, I'm here to offer my support. Book a complimentary call with me to discover how can you find your sources of balance.

Until next time, keep thriving!

Alina Florea

Your Management Performance Coach

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 Summary:

This article explores the intersection of neuroscience and management, revealing how a deeper understanding of brain function can enhance leadership effectiveness. It highlights the significance of recognizing inherent neural pathways in human behaviour, offering managers a competitive advantage in motivating teams, supporting leaders, and nurturing successful relationships. Through practical strategies rooted in neuroscience findings, the article emphasizes the importance of empathy, effective communication, and emotional intelligence in fostering a positive and productive workplace culture.

Key neuroscience insights discussed include:

• the emotional basis of procrastination,
• the impact of communication biases,
• the effects of labelling experiences as "stressful,"
• the role of compassion in overcoming self-criticism, and
• the influence of a leader's emotional state on team dynamics.

 By adopting neuroscience-informed strategies, managers can unlock their teams' potential, leading to improved performance and satisfaction. This approach encourages a leadership style that values understanding, adaptation, and personal growth, laying the foundation for long-term organizational success and employee well-being.