Transcript The Three Brains of Management

The Three Brains
of Management
How to create employees
that believe in your
company and goals
Dr. Nikolaos Dimitriadis
In January 2013
the EU pledges
500m Euros to
the Human Brain
Project.
In April 2013 the
US pledges
100m Dollars to
the Brain
Initiative.
Trend: Numerous books, seminars, events,
associations, studies and agencies on
neuroscience in economics, marketing and
management.
HOW DO YOU INCREASE
PRODUCTIVITY AND PROFITABILITY?
TRAINING
INVESTMENT
COMMUNICATION
MOTIVATION
POLE DANCING
Better
Better
Better
Better
Better
Better
moves
clothes
talk
choice
clubs
name
CORPORATION
-
Training
Investment
Research
Targeting
Network
Branding
What worked best?
Earnings per shift:
185 USD
Earnings in ovulation per
shift: 335 USD
NO PARTICIPANT WAS AWARE OF THIS FACT
Is it really different in more
‘serious’ business situations?
Corporate Behavior
-
Holding a heavy clipboard when interviewing
candidates, interviewers are more likely to
view the applicant as having gravitas and
behave accordingly.
-
Sitting on a hard chair when negotiating
the price of a car will make you negotiate
harder.
-
Holding a hot cup of tea when meeting
someone will make you behave more warmly
disposed towards them than if you are
holding an iced drink.
Our Behavior is Guided
by Hidden Forces
evolution
… which we don’t understand
Your company offers you 1,000 euros as
bonus if you achieve specific objectives.
Which message would appeal to you?
1.“Imagine what you can buy
with 1,000 extra euros!”
2.“1,000 euros can help you
feel more secure!”
3.“Your company recognizes
your achievements!”
Has clear and strong goals (self interest)
… and knows why!
Calculates cost/benefit of all actions
… and decides and behaves accordingly
Any irrationality leads to mistakes
Each part has its own
responsibilities
Years
500m
200m
100k
-
Only 5% of the total brain activity
is on the third brain.
-
There are 10 times more messages
transmitted from the second brain
to the third than vice versa.
CLEAR MESSAGE
Directions and goals
Don’t confuse
Necessary information
STRONG EMOTION
PERSONALIZE IT
HOLISTIC APPROACH
CREATE, DON’T SHOW
MAKE IT EASY
SET UP THE SCENE
REMOVE THE OBSTACLES
CREATE HABBITS
An Internal Communications Model:
The Three Brains of your Company
The DNA THINK-FEEL-DO Model
In essence, we want to identify and
shape…
What do your employees THINK?
(information on key issues, knowledge and
understanding of roles and procedures)
What do your employees
FEEL?
(current emotional state of the
company)
What do your employees DO?
(participation and behavioral patterns)
So, welcome to our Internal
Communications
RESEARCH OBJECTIVES
A. THINK
RESEARCH OBJECTIVES
Awareness of big and direct picture
Understanding of roles and
procedures
B. FEEL
RESEARCH OBJECTIVES
Evaluation of current emotional state
of the company
Identification of key emotions
C. DO
RESEARCH OBJECTIVES
Identification of behavioral habits
Reveal participation in company and
external programs
D. IC and Special Issues
RESEARCH OBJECTIVES
Assess current status and specifics
of IC including needs, sources and
tools. Examining special issues.
Research Considerations
•
Our TFD research can include survey (online,
offline), focus groups and management interviews.
•
Since the research itself ‘communicates’, extra
care is taken of how it is organized, promoted,
conducted and its results revealed.
Key strategic challenges are identified
and explained.
•
How Think, Feel and Do score and compare with each other?
•
Which key issues arise as a cross-section of TFD and how
can they be addressed?
•
Are there any groups within the company that need special
attention?
DISASTER ZONE
THINK
FEEL
DO
Organizations in the disaster zone need to
RADICALLY rethink their whole model
DIFFICULT ZONE
THINK
FEEL
DO
Organizations in the difficult zone need to
FAST improve their practices
GOOD ZONE
THINK
FEEL
DO
Organizations in the good zone need to
retain good practices…
… and have one way to go
GREAT ZONE
THINK
FEEL
Organizations in the great zone are
excelling in all areas
DO
And there is a Tool Box to achieve our
TFD New Objectives
Organizational
Vision, Mission, Values
Task-force teams
Strategic workshops
New procedures/projects
HR policies
Feedback, suggestions
mechanisms
Staff-targeted rotation
…
Motivational
Team building events
Task academies
Competitions and awards
Corporate events
Periodical top-down messaging
Staff recognition in public
Staff participation in decisions
…
Materials
Electronic
Code of conduct booklet
‘Who we are’ leaflet
Posters, stickers, wallpapers
Office materials and props
Corporate videos
Uniforms, office-wear
Forms, templates and layouts
Newsletter
…
Internal portal
Emails
Pop-ups
Video announcements
Interactive games
Internal social media
Online surveys
E-newsletter
…
Ultimate Goal
Case-in-point 1
Key Issues from interviews
Key Issues
1. Lack of
Strategy
Awareness
2. High distance
between company
and employees
3. Inadequate
information
dissemination
4. Low Employee
Involvement
Case-in-point 2
Key Issues
CURRENT SITUATION
Sustainability is:
thinking recycling, resource conservation and
energy saving
feeling positive but also restricted and that
someone else has the responsibility to lead
doing some steps towards entry level
sustainability behavior but could do more
Key Issues
DESIRED SITUATION
Sustainability should be:
thinking green but also thinking business and
society in an educated manner
feeling positive but also feeling enabled,
empowered and ready to lead
doing something but enhancing it and expanding
the scope and reach of sustainable behavior
Few of our TFD partners in the
SEE region (past and present)
Let’s explore together the three
brains of YOUR COMPANY!
The Three Brains
of Management
How to create employees
that believe in your
company and goals
Dr. Nikolaos Dimitriadis