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spark innovative thinking. When lead- ers learn to stand amid tension to deal with competing priorities, they can cre- ate surprisingly amazing solutions.
No. 6 – Practice partnering, not parenting
Because the emotional brain perceives shared responsibility as a risk, manag- ers will often resort to parenting-type behaviors like manipulating and micro- managing employees, which introduces negative feelings like guilt and shame into the overall organizational culture. The goal is to function solidly in an adult-to-adult mode. By shifting from a parenting to partnering managerial style, leaders can co-author powerful solutions that employees are willing to adopt and implement. In return, manag- ers recoup time and mind-space previ- ously spent on parenting.
No. 7 – Pull out the backstory, not the action plan
Too often, organizations take en- gagement survey results at face value and come up with broad-brush action plans without pausing to understand their context. These one-size-only strategies are devoid of quality conver- sation, practically guaranteeing em- ployee resistance.
The brain thrives on connections— and in the business world, connec- tions are realized through conversation. Through frequent, quality conversa- tions, leaders can draw out the backsto- ry behind engagement scores, identify what matters most to employees, and partner with them to create solutions that generate meaningful energy.
No. 8 – Think sticks, not carrots
Our brains respond more to sticks than to carrots. However, leaders often gravitate to offering carrots like recog- nition, cheerleading and inspiration. What they should be doing is looking for and addressing psychological forms of interference like bullying, self-doubt and unresolved conflict and team ten- sion, things that undo employees’ abil- ity to access their knowledge, experi- ence, skills and strengths. By thinking sticks and identifying and removing forms of interference, leaders and entire
organizations can experience stunning business gains.
The brain’s natural response to tension is to interpret it as a threat.”
No. 9 – Meet needs, not scores
As mentioned above, our brains make decisions for emotional reasons, and then justify those decisions rationally. When needs go unmet, employees may act out in unskillful ways – forming cliques, gossiping and creating friction – that permeate the organization with interference. Leaders who meet employ- ees’ individual needs (instead of focus- ing on annual survey scores) can in- spire employees and sustain workplace energy, buoying employees’ energy and
saving themselves precious time dealing with interoffice conflict.
No. 10 – Challenge beliefs, not emotions
Our brains do not allot us the re- sources to do something unless we are convinced something is possible. Self- limiting employee beliefs can produce low levels of agency and self-efficacy, bringing engagement initiatives to a standstill. According to science, it is not our capability but our belief in our capa- bility that makes us effective.
Leaders who recalibrate employees’ unhelpful beliefs – targeting their per- sonal feelings of self-doubt, second- guessing and frayed confidence – can produce a much greater sense of agency in their workforce.
Brady Wilson is co-founder of Juice Inc., a corpo- rate training company that services organizations from Toronto to Los Angeles. Also a speaker, trainer and author, Brady recently released his latest book, “Beyond Engagement: A Brain-Based Approach That Blends the Engagement Managers Want with the Energy Employees Need.” Follow Brady on Twitter (@BradyJuiceInc) or visit his website at www. bradywilson.com.
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