Jessica Payne

Leaders becoming caught in ‘Leadership Lockdown Syndrome’

The neural needs and resources of successful senior leaders was the topic of the first session of day three at the summit. The brain needs three things to function optimally, explained neuroscientists Jessica Payne (Notre Dame) and Stephen Thomas (Southampton School of Management) - moderate stress, good sleep and positive affect (positive mood).

While this sounds simple, its contrary to the pressures most executives experience, leading to 'Leadership Lockdown Syndrome', a phrase first coined by Jessica & Stephen for this summit. Leadership lockdown syndrome is when a leader’s brain locks down (or locks up some might say) and cannot process incoming data efficiently, because of overly high allostatic load or ‘threat’ levels. The problem occurs partly because of interaction between three experiences: high stress makes sleep and positive affect worse.

Poor sleep makes stress and positive affect worse. And negative affect tends to make sleep and stress worse. So when people have high levels of all three experiences, the interaction can result in overly high stress experiences with significant cognitive impairment, impacting basic perception as well as judgement and decision-making. High levels of ongoing stress can also create permanent damage to the hippocampus, the brain region responsible for memory, with its high number of cortisol receptors.

Insufficient sleep also means we are not giving our brains time to integrate information in a meaningful way and are therefore operating at a sub optimal level, especially with regard to creativity. Sleep also plays a big role in regulating emotions, a crucial strength for any executive. Studies show that as little as a seven-minute nap allows regeneration of our creative brain circuits and improves mood.

Sara Mathew

Priming for organizational change

Across all organizations, leaders actions are watched closely; ‘everything is examined, becomes water cooler stories, and ultimately folklore’ says Sara Mathew, CEO of Dun and Bradstreet.

She suggests that ongoing learning, being open to feedback, being self-aware and then modifying behaviour maybe just the ticket to setting the right context and expectations across the whole organization.

Dean Mobbs, David Rock, Sara Mathew

Dean Mobbs (University of Cambridge) agrees that small priming activities make a big difference. Studies show the brain is primed by seemingly inconsequential cues, from carrying a heavy clipboard to being given a warm beverage. The brains social circuitry means that having an ‘in group’ including the entire organization can make for a motivated and rewarding success based culture. Different business units competing may lead to ‘out group’ categorisation and a sense of pleasure at the ‘out groups’ failure.

Other levers of change include office layout, organizational beliefs, language, and rituals that increase peoples feeling of status, certainty, autonomy, relatedness and fairness, such as Google’s weekly town hall meeting where lots of information is shared across the business.

Summit participants discussing biofeedback systems

Real time measurement of brain functioning in leaders

Al Ringleb (CIMBA) who runs the NeuroLeadership lab, is doing ground breaking work in the neuroscience of leadership space. At his business school in Northern Italy, Cimba, he sets up real time biofeedback systems, where future leaders get real time data about heart rate and skin conductance as they go through various leadership tasks. This data correlates to various brain functions such as overall threat or reward response. Students in an MBA program wear wireless heart rate monitors the size of small coins for long periods of time, getting to practice regulating their emotions under pressure. The fun part is that everyone in a class can see everyone else’s data.

The data collected has given a number of clues to what makes leaders succeed. One finding shows that the level of emotional regulation may be the key to highly successful leaders, as close knit groups and teams mirror the heart rate of those taking the lead. More data on the study can be found in the Handbook of Leadership Theory and Practice, published by Harvard Business Press.

Also presenting was Marian Ruderman and Carol Connolly (CCL), talking about the field of leadership development and its evolution, and the need to shift to neuroscience, positive psychology and contemplative traditions as core foundations for the field.

Differential leadership

This session was all about leadership from multiple angles, looking at leadership across different stages, ages, gender and culture, each presenter by a different researcher.

Paul MacDonald (Victoria Management School) looked at different stages of leadership. He outlined an initial stage of leadership, where individuals must become angry enough to stand up and act to change the status quo. Self-awareness is another stage, which is somewhat counter intuitive; we often consider leaders for their intellect or reasoning, however Paul proposed that it is emotional leadership that inspires us to follow someone. A third stage is a willingness to take risks. Paul suggests if you want to grow your leadership capability then the easiest way is to take more risks, ie go for a holiday in Kenya versus a safer version in Mexico. There will be more learning and growth to come from something more difficult then taking the safe route. Leaders need to step through these stages to be fully effective.

Jessica Payne (Notre Dame) spoke about leadership across different ages. Jessica noted that well managed stress is crucial to leadership at any age, and that without stress management our brains are far less effect not only in the moment, but in their ability to generate fresh neurons on an ongoing basis. Other influential ways to impact aging brain functions include exercising, sleeping well, having plentiful and/or meaningful social connections as well as a spiritual belief system.

Jacqui Grey spoke about leadership across genders. She noted that statistics on the gender gap are stark: of 190 world leaders currently only nine are women, in corporations between 15-18% of senior leaders are women, while the starting pipeline is 51% women, and only 3% of leadership positions in banking are held by women. Jacqui proposes that workplace systems are built by men for men, with the current rate of change unlikely to see equality before 40 years time. One of the culprits may be testosterone, giving men a false sense of confidence and an advantage over most women in the leadership domain.

Yiyuan Tang

Yiyuan Tang (Dalian) presented on leadership across cultures. He presented on how different cultures experience the world fundamentally differently, for example studies that show context may be more important then a central character from the Eastern perspective in a simple picture. These cultural differences impact how we think and interact with others and have implications in many areas including emotion, action, decision-making and social life.

Philip Zimbardo

Increasing workplace heroism

In the final session of the 2011 NeuroLeadership Summit, Philip Zimbardo, creator of the renowned ‘Stanford Prison Experiment,’ (www.prisonexp.org) suggested we all have the capacity for evil behaviour—that is far greater than is widely understood - and an equal or greater capacity to be heroes.

The session was facilitated by Tim Tobin, global head of talent for Marriott, who had some fascinating comments about the need for heroic actions in the hotel industry.

“Heroism is learned, taught and modelled, not inborn,” Zimbardo said. “It’s everyday people doing extraordinary actions that can have a ripple effect that influences many others.” He distinguishes between reactive, impulsive heroes—those given a sudden and unexpected opportunity for heroism—and proactive, reflective heroes, who have time to think about it before they become heroes. “Leaders need to be proactive heroes,” he said. This was an inspiring and energizing close to a mind-expanding three days.

Rethinking Organizations with the Brain in Mind:
Part 2, Core Theory

How do we create better leaders? 
How can bosses learn to manage better? 

Day two of the 2011 NeuroLeadership Summit in San Francisco started with Matthew Lieberman (UCLA) presenting three fascinating pieces of research.

Firstly, studies are suggesting that for humans, ‘social is our basic operating system'. Secondly, Matt outlined that one of the reasons organizations and the workplace may not be as socially conscious is that most managers and leaders are promoted for utilizing their analytic and strategic thinking skills, which tends to switch off their social neural networks.

Over time, the less we use our social neural networks, the harder it is to switch them back on, and the less human awareness our, Matt talked about how we frequently guess incorrectly when detecting other's motivations and the implications for improvement of this one skill may be far reaching in an organizational context. Matt's lab is now researching how we can improve our ability to predict and understand another's motivation, as this is an integral skill in social awareness.

Language has the power to shape our experiences. 

Lera Boroditsky (Stanford) presented next on the power of language and its ability to shape not only our thinking, but also our emotions. She noted language is a powerful tool in orientating ourselves in the world as well as within organizations. In western societies we think of the past as being behind us, and the future ahead. If we orientate ourselves differently, with the past in front of us and the future behind, and therefore more unknown, how might that change our thinking and planning?

The deeper neuroscience of SCARF 

In the ‘Deeper Neuroscience of SCARF’, Savannah DeVarney and Phil Dixon from Brain Resource proposed that we can understand what goes on when the brain reacts to SCARF-social-threats by studying brains that are ‘stuck’ in danger mode, such is the case in clinical anxiety conditions.

By looking at data from the Brain Resource International Database, we can start to understand what goes on in real time when our brains experience a danger response resulting from Status, Certainty, Autonomy, Relatedness or Fairness being threatened.

It was proposed that employee brain training to improve brain health should complement leadership and change-management initiatives, since a healthy brain has the best chance at adapting and regulating when social threats arise.

Goal setting informed by neuroscience

Setting goals is an integral part of most organizations. How is it that we get people in a toward-state and committed to these goals in a workplace setting? Elliot Berkman (Oregon) broke down the elements of goal setting from a neuroscience and social psychological view point touching on motivation, planning, goal setting, social processes and self control. Throughout the session, Ruth Donde from the NeuroLeadership Group helped make meaning of the research and connect the ideas back to organizational practice.

Elliot suggests that languaging of goals is important to give people ownership and tap into individual motivation. Goals sit within a neural hierarchy stretching from the abstract to the concrete, from the why (more values based) to the how (granular actions). Having goals that fit well within your existing hierarchy means you can align and act in concert to achieve the goal.

Whoever leads the goal setting process must be able to mentalize, or have the ability to see another’s viewpoint, matching people’s approach and avoidance biases with appropriate language.

Using the brains natural social tendencies, we can provide opportunities for groups to form around goals. Naming a group, mixing skill sets, and allowing autonomy on how to achieve the goals can provide fertile ground. If tasks are implicitly allocated in the group based on strengths, and if there are initial wins, this can lead to a positive spiral, where mirror neurons add motivation and builds further commitment and commonality within the group.

Finally self-control is a limited resource, and working in concert with other aligned individuals can help preserve this resource for when it is most needed. Self-control is also something that can be strengthened using the brains natural plasticity. Overall this was a session rich with explanations of the underpinning neural process in successful goal setting.

What is the neurobiology of leadership assessments? 

Ann Herman-Nehdi (Herrman Brain) and Mark Schar (Stanford) presented on the neurobiology of leadership assessments noting there is much open ground to cover. They suggested the first piece of the puzzle is to create a common definition of leadership, which doesn’t currently exist. If we are to study leadership assessments from a neurological standpoint we need to agree on what leadership is, what we wish to measure and how we hope to use the data.

At present there are four commonly gauged domains of leadership assessments: personality, behavior, talent/interest and cognition. When it comes to these assessments organizations are looking for statistical validity, reliability, perceived value from the user and observed insights. Neuroscience has a great deal to bring to this field but more research is urgently required.

Reappraisal and mindfulness maybe the keys to adaptive organizations. 

James Gross (Stanford), YuYuan Tang (Dalian), Karen May (Google) discussed techniques for emotional regulation and mindfulness, and looked at how we can apply these within an organization.

Emotional regulation is used everyday in many situations, with varying success and strategies, some with implications for those around you. Suppression is cognitively expensive, raising not only your own blood pressure and heart rate but also for others in the room with you.

Reappraisal and mindfulness may be a more successful strategy. Taking the time to become more mindful through a meditation practice can have long-standing results across many aspects of life and allow you to be ‘in flow'. Facing difficult tasks, priming your brain to test your willpower, might be useful for avoiding distractions and keeping focused.

It is useful to know that emotions can be regulated, and how we go about it matters; we all have the ability to learn to manage emotional challenges. Other fascinating sessions across the day explored questions like the biological validity of leadership assessments, and the deeper neuroscience beneath how we successfully set goals.

There's an emerging field of research tackling a big question: how can we develop better leaders, and create more successful organizations. Called NeuroLeadership, the field each year gathers for an annual summit to explore the big questions and share new research.

The 6th NeuroLeadership Summit began in San Francisco this week. Scheduled for three days, day one was all about big picture issues, including "Creating adaptive organizations", "The beliefs that organizations should hold", "The neuroscience of global talent management", "Brain fitness" and "Neuropolitics" amongst others.

Bringing the pieces together.

First up Dan Siegel (UCLA) and Christine Williams of NASA put forward the idea of integration being crucial to the success of not only an organization but also of an individual. Diverse intelligence and organizational divisions can come together with flexible and open thinking. Rigidity and chaos are two extremes that need to be avoided.

Praise leads to cheating?

A number of seemingly innocent organizational practices, like praising people for success, is likely to not only reduce performance and increase cheating but also make people less adaptive in the work environment.

A study by Carol Dweck, Professor of Psychology at Stanford discovered that individuals praised for intelligence were found to be three times more likely to lie than those praised for effort.

Values for success.

Janet Van Huysse, Vice President of HR at Twitter shared three of their ten core values she believes underlie its success: Seek diverse perspectives; recognize that passion and personality matter; and innovate through experimentation.

Adaptability and curiosity key in successful hires?

Most performance management problems are a result of hiring decisions. A panel of HR experts with Stuart Crabb (Facebook), George Rose (Sony Pictures), Anna Tavis (Brown Brothers Harriman) and Evan Wittenberg (HP) discussed how neuroscience can help with talent challenges.

Psychological tests alone aren't reliable in determining how adaptive a candidate is, as those tests tend to favor people who are good at discerning patterns. A more effective method is to create an environment that demands adaptability.

Training the brain for fitness

Dan Siegel (UCLA), Alvaro Fernandez (Sharp Brains), Savannah DeVarney (Brain Resources), and Mitch Wasden (Ochsner Health), each presented on the latest thinking, techniques and technologies around the idea of optimal brain fitness.

Until relatively recently we thought that the brain ceased to grow and develop in adults. We now know the brain remains plastic throughout our life. This discovery has begun a new industry. Like with physical fitness, we are starting to see the equivalent of gyms, personal trainer and coaches for our cognitive functions. Alvaro Fernandez talked about the development of this industry and its future, while Mitch Wasden talked about the application for organizations. Dan Siegel presented the Healthy Mind Platter he developed with David Rock, and talked about the cognitive benefits of 'time-in'.

Savannah DeVarney presented some technology solutions for brain training that exist now, that engage and build strength in self regulation, emotional recognition, management of feelings and cognitive speed. Studies are showing that these new technologies have good uptake by high stress individuals and are having an ongoing positive impact on a variety of areas. Simple mindful techniques also have significant benefits in overall neural conditioning, integration and effectiveness.

What neuroscience teaches us about power

Jake Dunagan (Institute for the Future) talked about where the growth in interest and research in neuroscience may be leading us. He suggests we are in an age where people are looking for credible information, and if studies come with reference to the brain than we are more likely to believe them.

Jake also spoke of research about power, isolation and implications. The more distance we have from our consituents the more ruthlessness, impulsivity and less empathy we have. ‘People in power act like severe brain damage cases’. This has important repurcussions for organisational leadership staying in touch with lower level workers.

Another element in this new found interest is we are now looking for other ways to enhance our cognitive abilities across the board. A study showed that 20% of scientists now use stimulants on a regualr basis. We may soon find ourselves in a world where cognitive stimulants aren’t just used to stay ahead, but to stay competitive.

How to imagine the future and why it is so hard to do.

Clarity, not certainty, is key to seeing into the future. In the final group session of day one, two experts, Robert Burton and Bob Johansen took us inside ‘knowing' and what it means for our ability to think ahead with any hope of accuracy. Trends are patterns of change from which we can extrapolate future events with consistency, according to Bob Johansen, and a 10 year forecast is a story from the future that provokes insight in the present, he added.

"Some of the best are those that annoy us, because they make us really think about the present," he said. An effective forecast is one that takes us from foresight to insight to action.

A key characteristic that will help leaders view the future more effectively is an ‘opposable mind,' which Bob described as the ability to hold opposites in mind and still function-for instance, seeing the future through a threat lens of Volatility, Uncertainty, Complexity and Ambiguity (VUCA) while being able to focus on Vision, Understanding, Clarity and Agility.

In a VUCA world it is important to have an integrated mind and a growth mindset.

Begin with the end.

We wrapped up the day with a Gala dinner including a session with Kenny Moore, a former catholic monk and co-author of best seller The CEO and the Monk: One Company's Journey to Profit and Purpose.

Kenny shared his views on encouraging employees to embrace change by allowing them to mourn the loss of the company they know, and are losing through change, by holding a corporate ‘funeral'.

To find out more about the NeuroLeadership Summit click here.

We all like to feel smart and talented. Turns out that whether we attribute it to natural ability or to hard work is a strong predictor of how successful we’ll be. In a session on the beliefs that help grow successful organizations, Carol Dweck, distinguished professor at Stanford and a leading expert on motivation, explored fixed versus growth mindsets with Janet Van Huysse, HR leader at Twitter. The distinction, said Dweck, is that those of us with a fixed mindset see talent as a static trait, and those a growth mindset see it as a potential that can be developed.

Organizations can have fixed mindsets, too—and in the war for talent, those that do are losing out on great people, said Huysse. As Dweck pointed out, trusting in the value of hard work and effort is not just a stronger predictor of success, but a much more powerful motivator.

“A fixed mindset doesn’t tell you what to do next,” said Dweck. “It provides no recipe for recovering from failures,” which makes it tough to take on new challenges where stumbling is possible or even likely.

Van Huysse shared three of Twitter’s ten core values she believes underlie its success: Seek diverse perspectives; recognize that passion and personality matter; and innovate through experimentation.

At the core of a growth mindset on talent is neuroplasticity—the ability of the brain to reorganize itself with learning. It requires not just working at what you know, but pushing past into areas that stretch your knowledge and skills. A favorite quote of Dweck’s: “Anyone who’s never made a mistake has never tried anything new.”

Mindsets are transmitted in an organization through a shared understanding of what’s valued: being right or being open to learning. “We are very tuned in to messages about what will make people like and admire us. We’re wired to pick this up,” said Dweck. Praise for intelligence instead of praise for effort sends the wrong message. People who are praised for being smart “don’t want to risk their newly minted genius status,” and that fosters static, rigid organizations. Praise for effort keeps people engaged and willing to work hard.

Can organizations develop a growth mindset? Turns out the answer is yes. One research project did it by developing a workshop around mindset. It began with an article and video on how the brain grows with learning throughout life. Participants are then asked, “What’s an area where you once had low ability but now perform quite well? How were you able to make this change?” or “Who is someone in your life who has dramatically improved their performance? How did they do it?” Participants were then asked to draft an email to an employee who was doing well and then struggled.

After the workshop, these managers exhibited more openness to critical feedback, willingness to mentor—and a higher quality of mentoring—and openness to the possibility of employees’ changing.

People with growth mindset have greater awareness of mistakes and how to think them through. “You can’t hand people self-esteem on a silver platter,” said Dweck. “But you can equip them with mindsets that allow them to build self esteem themselves by taking on challenges and obstacles, by mastering things. That’s the gift.”

Carol Dweck, Ph.D, is a distinguished professor of psychology at Stanford University. Janet Van Huysse is Vice President of the HR team at Twitter.

To learn more about these presenters and their research, click here.

The 2011 NeuroLeadership Summit opens today in San Francisco, with some of the world’s top experts on neuroscience and leadership exploring new ideas and paradigms for developing leaders. This year’s theme, ‘Adaptive Organizations,’ takes a look at how we can apply emerging insights about our brains to create more resilient, dynamic, adaptive organizations.

Some of the questions being explored include:
What determines what we and our employees pay attention to?
Can we really keep our brains more fit?
Why it’s so hard for our brains to make accurate predictions and a process for how to do it more effectively?
How can we get our brains on our side to achieve our goals?
Can leadership assessments really have biological validity?
Does teaching employees how to harness emotions drive performance?
Could turning leaders into heroes be the key to developing adaptive organizations?

Join the converstion:
Hashtags: #2011nls #neuroleadership
http://twitter.com/neuroleadership
http://twitter.com/search/2011nls

Labels: NeuroLeadership Summit

Hi everyone,

Here's a few links to some of my recent writing:

Psychology Today
http://www.psychologytoday.com/blog/your-brain-work

Harvard Business Review
http://blogs.hbr.org/cs/2011/05/the_conversation_is_over_long.html

Huffington Post
http://www.huffingtonpost.com/david-rock

The healthy mind platter for optimal brain matter.

The US government has just revised the food pyramid - the diagram that's been with us for decades that is supposed to remind people how to eat well. The model needed a revision, and the new version, called ChooseMyPlate, is a big improvement.

However, there's a different epidemic happening out there that's getting less attention, perhaps because it is less obvious than the epidemic of obesity we're experiencing. We're entering an era of an epidemic of overwhelm. A time when too many people's mental well-being is being stretched through multi-tasking, fragmented attention and information overload.

The trouble is, we are short on simple, clear information about good mental habits. Few people know about what it takes to have optimum mental health, and the implications of being out of balance. It is not taught in schools, or discussed in business. The issue just isn't on the table. The result is that we stretch ourselves in ways that may have even bigger implications than an unhealthy physical diet.

Read more at www.healthymindplatter.com

Want to be a leadership researcher? All you need are eyes and ears, and the ability to notice and describe patterns. Or if you want to test your theories, just set up some social science experiments.

This situation is good for the publishing industry - an Amazon search shows 60,352 books in the 'leadership' category - but there are still huge gaps in our understanding of leadership. We still don't know if it's more about traits, attributes and competencies, or about what followers need. Leadership development still involves a lot of guesswork. As a result, organizations don't have enough good leaders, and some of the leaders we have do some pretty unintelligent things (like betting the housing market will go up forever.)

Neuroscience research is helping fill in critical gaps. While we are nowhere near being able to scan a leader's brain while running a meeting (even if that was a good idea), we can study some of the building blocks of what leaders do - making decisions under pressure, solving complex problems, negotiating a transaction, or trying to persuade others. There are been some big surprises in the research.

Read the full story on Psychology Today

Hi everyone,

It's been quite a year, one of the biggest professionally for me, here are some of the highlights.

Blogs in 2010


Leadership on the Brain


What's right (and wrong) with Obama's Brain


Is Free Will Real? Better Believe It--Even if it's Not


Why learning about the brain can be a positive addiction
We are on autopilot nearly half the time
How to have more insights
Misunderstanding the brain is bad for business
Pilots are tested for competence, why not leaders too
Why its good to believe in free will, whether it's real or not
The neuroscience of long haul travel
Should we be concerned about the impact of empty neural calories?

The best ever NeuroLeadership Summit
This year's summit was a big success, with many presenters from the big ivy-league universities involved this year.

You can read lots of blog summaries of the big sessions at this year's event here. The next Summit is 8-10 November in San Francisco, click here for more info.

Launching the Masters in the Neuroscience of Leadership
It's been exciting to get the Post Graduate program off the group, and now to be launching a Masters in the Neuroscience of Leadership means a whole new level of research and thinking is going to be driving this new field.

Learn more here

SCARF solutions comes alive
Throughout this year RCS have been working on a range of new products based on the SCARF model.

Click here for our SCARF solutions range or here to join one of our free webinars to learn more about using SCARF to assess your leaders or develop your organization's culture.

Opening up in Europe
This year I spent some time in Paris, Rome, Istanbul, Berlin and other parts of Germany.
It's been great collaborating with Marcia Smythe, who is running the European operation, to get RCS happening there. We have some great clients in Europe now with more on the horizon.

Connect with me in Paris January 29 for a one day workshop, click here for details

Building our US business
This year our US operation finally started to shift gears. We picked up some fantastic global clients based from the US, and now have a great new team including Phil Dixon and Robin Bowyer.

Looking ahead: Moving to NYC in 2011
The rumors are true. The Rock family are moving to NYC early 2011. We're keeping our home in Sydney for now to keep a foot in both, but we're trialing a 6 month stint to see how we go.

Where I am presenting in 2011
I will be giving keynotes or workshops at the following conferences in 2011:
Paris end of January
Executive Coaching Summit, New York City in March
HRPS global conference, Arizona in April
ASTD conference, Orlando in May
SHRM global conference, Las Vegas in June

Happy holidays!

August
Mid august - many events in Johannesburg South Africa.
Contact MaryJoe for details:
maryjoe@resultsworkplacecoaching.co.za

September
7 September - creativity conference, Melbourne Australia.
http://www.ci2010.com.au/
20 September - Organizational Development Network, Silicon Valley
http://davidrock.eventbrite.com/
22 September - Best of Organizational Development conference, Chicago
http://www.linkageinc.com/offerings/summitsandinstitutes/organizationaldevelopment/Pages/Overview.aspx

October
18 October - OD Network annual conference, New Orleans
http://www.odnetwork.org/events/conferences/conf2010/keynotes.php
20 October - Conference Board Success Management Conference
http://www.conference-board.org/conferences/conferencedetail.cfm?conferenceid=2181
26 October - NeuroLeadership Summit 2010, Boston.
http://www.neuroleadership.org/summits/2010_Summit.shtml

November
17 November - Mind and it's potential, Sydney, Australia
http://www.terrapinn.com/conference/mind-and-its-potential/

Lately I have been thinking a lot about how to measure the effectiveness of coaching.

If you take a brain-based approach, then 'insight' and 'ideas for action' are at the heart of effective coaching.

In other words, coaching is effective when people see a situation in a different way, and commit to taking a new action that creates change.

In this way you can measure all sorts of things, including:

• How effective any coaching strategy is


• How effective individual coaches are


• How effective a whole intervention is

We are now starting to measure all our coaching projects on this basis, with some surprising results.

You can find a complete study here:
http://www.resultscoaches.com/about/news/Citibank-Malaysia-Case-Study.shtml

There's also a short video online about one of these projects here:
http://www.youtube.com/user/resultscoaching#p/a/u/0/9dFpW-xyMBg

One of the toughest things to do is show that coaching drives actual business results.

We are excited to have completed a robust study over two years with a financial services client.

With coaching as the only major intervention, a business unit saw a loss turned into a profit, and engagement up 50%.

You can read more about this here:
http://www.resultscoaches.com/about/news/Insurance-Company-Case-Study.shtml

Results Coaching Systems is launching a global study with large organizations in many countries, including the US, India, Africa and the Asia Pacific region.

If you work at a large organization and want to participate, email mattrule@resultscoaches.com and he will set this up for you.

The NeuroLeadership Institute post graduate program has been a big success, so much so the program is now turning into a full masters degree.

Contact Janelle Light to register your interest: janellelight@neuroleadership.org

Or click here to formally register your interest.