In a two-day, all-virtual global event, this year’s NeuroLeadership Summit explored what organizations need to focus on to stay adaptable — in all facets of business. Topics ranged from leadership development to artificial intelligence and skill-building in an age of rapid change.
More than 5,000 participants attended this year’s Summit, many of them reporting strong insights that changed the way they view their trickiest problems. While there were far too many insights to share in totality, we’ve compiled below the four major themes that emerged from this year’s Summit.
Christina Molzen (VP, HR Strategy, Business, and Communications, Navy Federal Credit Union)
Tishya Girdhar (Global Data Analyst, NeuroLeadership Institute)
Mary Toomey (Consulting Team Lead, Consultant)
Ric Oslin (NeuroLeadership Institute)
In a two-day, all-virtual global event, this year’s NeuroLeadership Summit explored what organizations need to focus on to stay adaptable — in all facets of business. Topics ranged from leadership development to artificial intelligence and skill-building in an age of rapid change.
More than 5,000 participants attended this year’s Summit, many of them reporting strong insights that changed the way they view their trickiest problems. While there were far too many insights to share in totality, we’ve compiled below the four major themes that emerged from this year’s Summit.
Khalil Smith (VP, Inclusion, Diversity, & Engagement, Akamai)
Dr. Brigid Lynn (Director of Research Design, NeuroLeadership Institute)
Dr. Anthony Biglan (Senior Scientist, Oregon Research Institute)
Mary Toomey (Consulting Team Lead, Consultant, NeuroLeadership Institute)
By leveraging the brain’s guiding principles, you can improve interactions with your colleagues and customers. Join this session to learn how to use The SCARF® Model, which is grounded in the foundational science of threat and reward.
Over the past few years, NLI has been working to answer a conundrum that many organizations face:
Why do 50% to 70% of organizational change initiatives fail, even when they’re a top priority?
In our new Idea Report, Change at Scale, we analyze data from more than 200 human resource executives and working professionals to understand the relationship between organizational change efforts and behavioral change at an individual level. Through our analysis, we unpack the reasons behind failed efforts and offer a lens into how real behavior change becomes effective and sustainable: Priorities, Habits, and Systems
Learn more about how this three-pronged framework can forge connections between the intention to change and the behaviors needed to achieve a lasting outcome.
