AdvantEdge Joy@Work Podcast:
AdvantEdge Joy@Work Podcast:

Episode · 3 years ago

LA 083: Fighting Disengagement

ABOUT THIS EPISODE

Encourage  Are you tired of wasting time dealing with workplace drama and politiks? Perhaps you are crippled by toxic leaders and uninspired cultures and you know that there is a better way. In this episode we're going to introduce you to the triggers of exemplary workplace behaviour at the neurological level. And we'll tap into four of these triggers that will #UnLock performance and #UnLeash Team Power. By implementing these four you'll see higher productivity, well-being, retention and accountability. You'll see reduced absenteeism, less drama, the end of corrosive gossip and fewer accidents. Develop In Leading Difficult People, I shared with you about our deep seated human need for safety, belonging and mattering. The first two of those, safety and belonging are so primal to our personal engagement at work (or in life) that this time, I'm digging in a little more to the neuroscience that will allow us to create the ideal conditions for our teams to thrive. Human beings are social animals, we need some degree of social acceptance in our lives, and without it, we shrivel and die. Our limbic system is the mid part of our brain and is responsible for overseeing our emotional lives and is important in what we learn and commit to memory. You'll know about the amygdala, for example, the primary control centre for our freeze, fight , flight mode. That's housed in the Limbic system. Dr Jim Coan of the Virginia Affective Neuroscience Laboratory suggests that the limbic brain spends the entire day asking two questions: What's next? and How am I doing? And whilst these are broad generalisations, it's an incredibly helpful way for leaders who seek actionable models to improve engagement at work. How safe do you feel when you do not know what's coming next compared to how you feel when you do know what's coming next? Like most people, you'd probably feel less safe. When leaders become more predictable, consistent and transparent they become clear on what will happen next. When a leader seeks closer alignment around shared values, purpose and command intent - they are creating a consistent and predictable and participatory culture with immediate benefits to the limbic system. Our biological need to belong to a group or tribe drives the question: "How am I doing?" Our survival depends on the social resources of the group and so our limbic system is constantly assessing our membership status. "Am I in?" it asks. "Am I worthy? Do they see the value I add?" The limbic system doesn't ask this question once in a while; it asks every minute of every day! When a leader validates and recognises a team member, when they are acknowledged or appreciated, that isn't just some silly social gesture. It's a deeply important message direct to the recipients limbic system: "You have been noticed. You are seen and valued. You are safe. You are in." "And here's some useful feedback to help you stay safe and remain in the tribe." Don Rheem, author of Thrive by Design, says that answering these questions are behaving in a consistent and predictable manner and offering validation, recognition, and feedback. This makes team members (and others) feel safe and that they belong. He goes on to share four ways that leaders should focus their efforts to help their team members feel wanted, trusted and supported which in turn will improve retention, engagement and profits. Guide Neuroscience points us towards creating the ideal conditions that allow the brain to thrive and perform much closer to their potential. These conditions will help team members be more engaged, productive, healthier and happier in their work and workplace. Encourage trusted relationships and collaboration We thrive in a culture of trust, caring and collaboration. When our work tribe trusts each other and shares resources to support each other and the overall command intent, team members feel safer, feel that they belong and that what they do matters to the rest of their work tribe and the organ

What's better today and welcome to the leadership advantage podcast. I think Dr John Kenworthy. The leadership advantage isn't some magic pill or silver volunteer instant success as a leader. I'm sharing the art and neuroscience of hacking expert leadership, the unstuck your potential in life and work. There this is John K and welcome to this addition of the leadership advantage. Then you tired as wasting time dealing with workplace drama and politics. Perhaps you're crippled by toxic leaders and uninspired cultures and you know that there is a better way. In this episode we're going to introduce you to the triggers of exemplary workplace behavior at the neurological level and...

...we'll tap into four of these triggers than will unlock performance and unleash team power. By implementing these four will see higher productivity, well being, retention and accountability. You'll see reduced absent tears, is less drama and the end of corrosive gossip and fewer accidents. In an earlier leadership advantage episode, leading difficult people, I shared with you about our deep seated human need for safety, belonging and mattering. The first two of those, safety and belonging, are so primal to our personal engagement of work all in life that this time I'm digging in a little more to the neuroscience that will allow us to create the ideal conditions for our teams to thrive. Human beings are social animals. We...

...need some degree of social acceptance in our lives and without it we shrivel and die. And our LIMBIC system is the mid part of our brain and it's responsible for overseeing our emotional lives and it's important in what we learn and commit to memory. You'll know about the Immigdula, for example, which is the primary control center for our freeze fight flight mode. That's housed in the LIMBIC system. Dr Jim Cohen of the Virginia Effective Neuroscience Laboratory suggests that the LIMBIC brain spends the entire day asking two questions what's next and how am I doing? And whilst these are broad generalization is it's an incredibly helpful way for leaders who seek actionable models to improve engagement at work. But a question for it.

How safe do you feel when you do not know what's coming as next, compared to how you feel when you do know what's coming next. By most people, you probably feel less safe. When leaders become more predictable, consistent and transparent, they become clear on what will happen next. When a leader seeks closer alignment around shared values, purpose and command intent, they are creating a consistent and predictable and participator in culture with immediate benefits to the LIMBIC system. Our biological need to belong to a group or tribe drives the question how am I doing? How survival depends on the social resources of the group, and so our LIMBIC system is constantly assessing our membership status. Am I...

...in? It asks? Am I worthy? Do they see the value? I add? The Olympic system doesn't ask this question once in a while. It asks every minute of every day. When a leader value on the dates and recognizes a team member, when they are acknowledged or appreciated, that isn't just some silly social jester. It's a deeply important message direct to the recipients Olympic system. You have been noticed, you are seen and valued, you are safe, you are in and here's some useful feedback to help you stay safe and remain in the tribe. Don Reine, author of thrived by design, says the answering these questions are behaving in a consistent and predictable manner and offering validation, recognition and feedback. This makes team members and others feel safe...

...and that they belong. He goes on to share always that leaders should focus their efforts to help their team members feel wanted, trusted and supported, which in turn will improve retention, engagement and profits. Neuroscience points us towards creating the ideal conditions that allow the brain to thrive and perform much closer to their potential. These conditions will help team members be more engaged, more productive, healthier and happier in their work and their workplace. Number one, encourage trusted relationships and collaboration. We thrive in a culture of trust, Caring and collaboration when our work tribe trusts each other and shares resources to support each other and...

...the overall command intent. Team members feel safer, they feel that they belong and that then what they do matters to the rest of their work tribe and the organization. Leaders who promote a prosocial workplace can reap these benefits. This help satisfy our hunger for social connection that feel safe. Number two is help employees find meaning and purpose. My last episode I was looking at meaningful work and finding your purpose. Gone are the days when job security in a wage are enough to make employees show up every day. If a leader wants to retain talented staff, whilst from reducing the massive costs of replacing them, they should strive to create and maintain a deeper connection for team members to their work, their colleagues and to the command intent of the organization. Thirdly, create...

...challenging look. High performers, who are the bedrock of grow organizations, need a positive challenge in their workplace ecosystem. Not just a challenge, but also the recognition and celebration that comes with successfully beating the challenge. Leaders need to set goals that are within reach and recognizing victory before rushing into the next challenge. foursefully give employees authority to innovate and to take risks. Higher archies that are predicated on fear and distrust stifle innovation and focus the mind on daily workplace. Surviving highly political organizations or those with key players who talks the talk but do not walk the walk kill off performance excellent, whilst to workplace brounded in...

...trust and team member empowerment set the foundation for team members to take risks and to make mistakes without the fear of punitive backlash. Innovation and risk taking may not motivate everyone, but the fact that management respect and has confidence in team members supports a culture where high performers would stretch and challenge themselves. Leaders who create and support these four conditions in the workplace give team members more reason and to feel wanted, trusted and support it. When they encourage trust of relationships and collaboration, they help employees find meaning and purpose, they create challenging work and they give all employees authority to innovate and to take risks. Then they will feel safer, that they belong to an important group and that what they...

...do matters. This, in turn, will positively impact team member engagement, retention, morale and profits. How can you make this happen when you are leading from the middle of the organization? So you're not the big boss and you agree with all of the above, but it isn't the CEO's job to make this happen. MMM, but you can make it happen, maybe not for the entire organization, but you can do something for your team, your small parts of the whole. I like a list to starting a campfire. campfires attract attention, not least because they provide light in the darkness and warmth, but they attract people to them because other people are there starting your small...

...part of the world, the place world, and slowly but surely, other people will notice that there's something different with your tribe, something they like, something they want. You can share what you're doing, like lending someone lit branch to start their own fire. Before long, the whole organization is lit with many small campfires, and eventually even the dullest see will come to the fire. Be Blessed. I hope that you really enjoyed this episode and will...

...share some highlights with the people you care about most. My team and I are working on a series of exciting new project in this heart and neuroscience are hacking expert leadership. To unstuck your true potential in life and work to learn more. Visit Leadership Advantagecom what your search for, Dr John Kenworthy, and connect with.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (123)