Library - Corporate Membership

Culture & Leadership, Perform…

Webinar

Webinar: Future-Proof Your Leadership With Neuroscience

Kath Carmean, Matt Summers

Culture & Leadership, Perform…

Webinar

Webinar: A New Approach to Doing More With less

Becks Port, David Rock, Ph.d.

Culture & Leadership, Perform…

Live Event

Briefing: Managing Threat Response in the Workplace

Dr. Emma Sarro, Ryan Curl

Culture & Leadership, Perform…

Live Event

Summit 2023 Rewind: The Neuroscience of Burnout

Dr. Emma Sarro, Dr. Lindsay Bira, Dr. Moran Cert, Jeff Salters, et al.

Culture & Leadership, Perform…

Live Event

Summit 2023 Rewind: From Mandatory to Compelling… The Neuroscience of Buy-In

Bill Willard, Dr. Heidi Grant, Eric Hunn, Lynn Hare

Culture & Leadership, Perform…

Live Event

Summit 2023 Rewind: Foundations of Motivation — The SCARF Model

Jennifer Budveit, Mary Toomey, Meredith Dmitriev

Performance

Live Event

Summit 2023 Rewind: Performance Management Transformation

Heidi Brandow, Jennifer Hackett, Kate Vong, Ryli Webster

Culture & Leadership

Live Event

Summit 2023: The Leadership Pipeline Crisis

Barbara Schlittenhard, Dr. Paulette Gerkovich, Julie Loosbrock, et al.

Diversity & Inclusion

Live Event

Summit 2023: Tales from the Field – DEI Case Studies

Adonica Black, Michael Barker, Tina Drews, Travis Jones

Culture & Leadership, Diversi…

Live Event

Summit 2023 Rewind: Irreconcilable Differences

Camille Inge, David Reimer, Dr. Amy Edmondson, Dr. David Rock, et al.

Performance

Journal Paper

Managing Threat Response in the Workplace (NLI Journal 2023)

David Rock, Dr. Kamila Sip, Ryan Curl, Viktoria Babenko

Culture & Leadership, Perform…

Live Event

Growth Mindset Mini-Summit: Chapter 3 – What Growth Mindset Looks Like at Organizations ...

David Rock, Drew Sumter

Culture & Leadership, Perform…

Live Event

Growth Mindset Mini-Summit: Chapter 2 – Operationalizing with Priorities, Habits & ...

David Rock, Matt Summers, Rachel Cardero

Culture & Leadership, Perform…

Live Event

Growth Mindset Mini-Summit: Chapter 1 – Research Foundations

David Rock, Dr. Michaela Simpson, Ryan Curl

Performance

Webinar

The Neuro Network: High Reliability Organizations – Can Patient Outcomes Improve If...

Christy Pruitt-haynes, Dr. Ben Safirstein, Dr. Mary Fleming

NeuroBytes

NLI POV

Interactive Online Learning Increases Anxiety — In a Good Way

Interactive Online Learning Increases Anxiety — In a Good Way NLI POV Interactive Online Learning Increases Anxiety — In a Good WaySee NLI's brain-friendly "blueprint" for launching impactful and sustainable DE&I transformations. ... Interactive Online Learning Increases Anxiety — In a Good Way By Laura Cassiday, Ph.D. When done right, online learning can be more effective than in-person instruction. However, all too often, virtual learning involves staring passively at a screen, watching someone drone on and on, causing the listener to tune out and disengage. Now, a new study has shown that adding interactive components — such as calling on students to answer questions — increases physiological signs of stress and feelings of anxiety, which enhances attention and engagement. The COVID-19 pandemic caused many face-to-face interactions, such as classes, training sessions, and meetings, to go online. But passive online learning is associated with reduced attention, concentration, and motivation compared with in-person learning. These effects have been linked to decreased levels of the stress hormone cortisol. Scientists have long known that a small, non-overwhelming amount of stress (termed eustress) actually improves learning and performance compared with no stress at all. Morris Gellisch and colleagues wondered if adding interactive components to an online medical school class would increase physiological stress responses, potentially improving learning. The researchers assigned 104 first-year medical students taking a two-hour course in microscopic anatomy to either face-to-face, passive online, or interactive online learning. The students in the passive online group watched the face-to-face teaching via Zoom, while those in the interactive online group engaged with the instructor by having their cameras turned on, participating in discussions, being randomly called on to answer questions, and receiving feedback. Heart rate data, as well as saliva samples to test for cortisol and the stress-related enzyme alpha-amylase, were collected before, during, and after class. Compared with students in the passive online learning group, those engaged in interactive online learning showed increased signs of physiological arousal: reduced heart rate variability and strong increases in cortisol and alpha-amylase — similar to what was observed for face-to-face learning. The students in the interactive online group also reported feeling higher levels of anxiety and stress than the other two groups. Compared with the passive online group, the interactive online group reported increased levels of engagement and attention. These results suggest that, to really reach people online, you need to make learning interactive — even if it stresses them a little. Key Takeaways Passive online learning is associated with reduced attention, concentration, and motivation compared to in-person learning, but interactive components may help alleviate these issues. Adding interactive components to an online medical school class, such as calling on students to answer questions, increases physiological signs of stress and feelings of anxiety, which enhances attention and engagement. Students engaged in interactive online learning showed increased signs of physiological arousal, higher levels of anxiety and stress, but also increased levels of engagement and attention compared to passive online learning. 0-10 2023-05-10 11:48:37

NeuroBytes

NLI POV

Want More Loyal Employees? Then Stop Exploiting Them, Study Suggests

Want More Loyal Employees? Then Stop Exploiting Them, Study Suggests NLI POV Want More Loyal Employees? Then Stop Exploiting Them, Study SuggestsSee NLI's brain-friendly "blueprint" for launching impactful and sustainable DE&I transformations. ... Want More Loyal Employees? Then Stop Exploiting Them, Study Suggests By Laura Cassiday, Ph.D. Loyalty is a prized quality in a friend, spouse, or employee. These days, we often hear that loyalty toward organizations is a rare commodity, so you’d think loyal employees would be rewarded. On the contrary, a recent study published in the Journal of Experimental Social Psychology reports that loyal workers are selectively and ironically targeted for exploitation — which could be driving them away. Within an organization, loyalty promotes prosocial behavior by encouraging employees to help their co-workers reach shared goals. But Matthew Stanley at Duke University and colleagues wondered if there was a dark side to this loyalty: Perhaps it leads to the exploitation of the most loyal workers, acting as a form of performance punishment. To find out, the researchers recruited nearly 1,400 managers to read an online profile of a fictional employee named John. Different groups of managers were told John had a reputation for being loyal or disloyal, and they were asked how willing they’d be to task John with extra hours and responsibilities without pay. Results showed that “Loyal John” was more readily exploited than “Disloyal John,” whereas two other virtues — fairness and honesty — had no such effect. The reverse was also true: When managers were told that John often agreed to take on extra hours and responsibilities, they were more likely to characterize him as loyal than when they were told he refused. And finally, the more certain managers were that a management practice was exploitive, the more loyal they judged an employee for agreeing to that practice. “It’s a vicious cycle,” Stanley explains. “Loyal workers tend to get picked out for exploitation. And when they do something that’s exploitative, they end up getting a boost in their reputation as a loyal worker, making them more likely to get picked out in the future.” This tendency to punish loyal workers and reward disloyal ones could increase the chances of losing more desirable employees, the researchers say. Key Takeaways Loyal workers are selectively targeted for exploitation, according to a study published in the Journal of Experimental Social Psychology. The tendency to punish loyal workers and reward disloyal ones could increase the chances of losing desirable employees. 0-10 2023-05-10 11:15:12

NeuroBytes

NLI POV

Brain Power in a Dish: How Human Brain Cells Could Someday Beat AI

Brain Power in a Dish: How Human Brain Cells Could Someday Beat AI NLI POV Brain Power in a Dish: How Human Brain Cells Could Someday Beat AISee NLI's brain-friendly "blueprint" for launching impactful and sustainable DE&I transformations. ... Brain Power in a Dish: How Human Brain Cells Could Someday Beat AI With the rise of ChatGPT, Bing, and other AI tools, debate has raged over which is superior: AI or the human brain. And now, in a twist straight out of science fiction, scientists are developing brain organoids — pinprick-sized balls of human brain cells — that could someday surpass AI in speed and efficiency at a fraction of the energy requirement. A new article published in Frontiers in Science describes the potential, ethics, and challenges of so-called biocomputing. Compared with the human brain, AI is much faster and more accurate for straightforward applications, such as math problems. It’s also great at sifting through huge amounts of data. However, when it comes to dealing with uncertainty, generalization, incomplete data sets, or complex decisions, the human brain is the clear winner. In addition, the brain has a storage capacity of 2,500 terabytes (TB), requires much less power, and learns with many fewer observations than AI. Therefore, the emerging field of organoid intelligence (OI) seeks to harness the extraordinary processing power of human brain cells to solve complex problems. Brain organoids are tiny 3D structures made of different types of brain cells. Researchers have used microelectrode arrays to stimulate and record the electrical outputs from individual neurons in the organoid. They’ve discovered that the organoid can “learn” by rewiring its neuronal connections, similar to what happens in the brain. Although the OI field is still in its infancy, researchers have already created brain organoids that learned to play the video game Pong or solve a complex equation. Aside from biocomputing, the organoids could also further our understanding of brain development, learning, and memory and help identify new treatments for neurological disorders. To reach their full potential, however, many improvements will be needed, such as methods to scale up the size of the organoids for more processing power and next-generation input and output devices to communicate with them. In addition, scientists and members of the public must grapple with ethical issues associated with the technology, the researchers say. Key Takeaways Brain organoids, which are tiny 3D structures made of different types of brain cells, could surpass AI in speed and efficiency at a fraction of the energy requirement. Organoids can learn by rewiring their neuronal connections and can already play video games and solve complex equations. 0-10 2023-05-10 11:08:10

NeuroBytes

NLI POV

Four-Day Week Boosts Employee Well-Being While Preserving Productivity

Four-Day Week Boosts Employee Well-Being While Preserving Productivity NLI POV Four-Day Week Boosts Employee Well-Being While Preserving ProductivitySee NLI's brain-friendly "blueprint" for launching impactful and sustainable DE&I transformations. ... Four-Day Week Boosts Employee Well-Being While Preserving Productivity Many employees dream of a four-day workweek — how great would it be to have an extra day for family, chores, hobbies, or just relaxation? Yet, many employers don’t feel it’s a viable option. Surely, productivity would plummet, or workdays would lengthen and intensify, creating even more stress and burnout. But results from the largest four-day workweek trial to date show quite the opposite. The study, which took place in the U.K. from June to December 2022, included 61 companies from a variety of industries and 2,900 workers. The companies didn’t just switch to a four-day workweek overnight: The trial involved two months of preparation to design a policy tailored to each organization. Some companies gave everyone Friday off, while others staggered the day off or offered a 32-hour average workweek across the year. Some companies made the four-day week conditional to meeting performance targets. To help maintain productivity, many businesses implemented policies to increase efficiency by reducing the number of meetings, implementing new project management software, or finding ways to save time at each step of a manufacturing process. All workers were paid the same as they had been for a five-day week. At the beginning, midpoint, and end of the six-month trial, the researchers gathered administrative and survey data from companies and employees and conducted interviews with senior and individual staff members. Among their findings: At the end of the study, 71% of employees reported less burnout, and 39% reported less stress. Many employees also experienced higher job satisfaction, better sleep, less fatigue, and improved physical and mental health. Although some were concerned their daily workload would increase, workload remained the same for 78% of employees. Even more surprising was that company revenue, on average, increased 1.4%. Employee engagement also shifted, with resignations declining by 57% and absenteeism falling 65%. Of the 61 companies participating in the trial, 92% are continuing with the four-day week. “When you realize that [extra] day has allowed you to be relaxed and rested and ready to absolutely go for it those four other days, you start to realize that to go back to working on a Friday would feel really wrong — stupid, actually,” said the CEO of a consultancy organization involved in the trial. Key Takeaways The largest four-day workweek trial to date took place in the U.K. from June to December 2022, involving 61 companies and 2,900 workers. Results showed that at the end of the six-month trial, 71% of employees reported less burnout, and 39% reported less stress. Employee engagement also shifted, with resignations declining by 57% and absenteeism falling 65%. Even more surprising was that company revenue, on average, increased 1.4%. 92% of the participating companies are continuing with the four-day week, and many employees experienced higher job satisfaction, better sleep, less fatigue, and improved physical and mental health. 0-10 2023-05-10 11:04:33

Performance

Journal Paper

The Eureka Scale (NLI Journal 2023)

David Rock, Emma Sarro

NeuroBytes

NLI POV

Can AI Solve Your Diversity Issues? Probably Not, Study Says

Can AI Solve Your Diversity Issues? Probably Not, Study Says NLI POV Can AI Solve Your Diversity Issues? Probably Not, Study SaysSee NLI's brain-friendly "blueprint" for launching impactful and sustainable DE&I transformations. ... Can AI Solve Your Diversity Issues? Probably Not, Study Says Can AI Solve Your Diversity Issues? Probably Not, Study Says By Laura Cassiday, Ph.D. If you have a brain, you have bias. When left unchecked, unconscious biases can seriously undermine efforts to build a diverse workforce. Artificial intelligence (AI)-powered recruitment tools claim to circumvent human biases and remove discrimination from hiring. However, according to a report published in the journal Philosophy and Technology, such tools oversimplify race and gender and often rely on personality analyses that are “automated pseudoscience.” A 2020 study of 500 organizations found that 24% of businesses have implemented AI for recruitment, while 56% were planning to adopt it in the coming year. At a time when hiring managers are overwhelmed by high volumes of job applications, AI tools promise to ease the burden while simultaneously removing discrimination from the hiring process. In theory, AI allows companies to quickly identify the “ideal candidate” in a race- and gender-blind fashion, which should increase diversity. Often, the technologies use algorithms to analyze speech patterns, vocabulary, and even facial “micro-expressions” of applicants during video interviews, screening huge pools of candidates for the desired personality type and culture fit. In the new study, researchers Eleanor Drage and Kerry Mackereth at the University of Cambridge claim AI tools aren’t always accurate and that arbitrary changes in clothing, lighting, background, and facial expression can produce dramatically different personality readings. They warn that some applicants could even be trained to “fool” the algorithms by replicating behaviors the AI is programmed to identify. Despite its promises to increase diversity, AI could actually increase uniformity as the technology is programmed to search for the employer’s “ideal candidate.” Moreover, stripping away race and gender and reducing them to trivial data points ignores systems of power that shape people’s reactions and behavior, the researchers say. Instead of turning to technology for quick fixes to deep-rooted discrimination issues, companies should address systemic problems within their organizations, they say. Key Takeaways Despite its promises to increase diversity, AI could actually increase uniformity as the technology is programmed to search for the employer’s “ideal candidateInstead of turning to technology for quick fixes to deep-rooted discrimination issues, companies should address systemic problems within their organizations 0-10 2023-02-27 09:27:11

NeuroBytes

NLI POV

Feeling Unhelpful? Sleep Loss Could Be to Blame

Feeling Unhelpful? Sleep Loss Could Be to Blame NLI POV Feeling Unhelpful? Sleep Loss Could Be to BlameSee NLI's brain-friendly "blueprint" for launching impactful and sustainable DE&I transformations. ... Feeling Unhelpful? Sleep Loss Could Be to Blame Feeling Unhelpful? Sleep Loss Could Be to Blame By Laura Cassiday, Ph.D. A sleepless night can leave you feeling tired, fuzzy-headed, and irritable. New research published in PLOS Biology shows that after losing as little as one hour of sleep, people are also less likely to help others, and this behavior is linked to reduced activity in the social cognition network of the brain. With millions of people around the world struggling to get their Zzz’s, the findings have important implications for helpfulness in the workplace and society at large. Scientists have already linked insufficient sleep to a host of negative brain-related outcomes, including impaired mood, diminished emotional processing, and increased emotional reactivity. Sleep loss decreases activity and disrupts connections within the social cognition network — a set of brain regions that are activated when a person considers the mental state, needs, and perspectives of others. Researchers Eti Ben Simon, Matthew Walker, and co-workers designed three experiments to find out if sleep loss also affects people’s willingness to help at the individual, group, and societal levels. In the first experiment, individuals completed a standardized help questionnaire after a full night’s sleep and after a night of total sleep deprivation. On average, participants were 7.5% less likely to help others after sleep deprivation. Functional MRI analyses of the social cognition brain network revealed approximately 50% less activity, on average, when a person was sleep deprived versus when they had a full night’s rest. Next, the researchers examined the effects of smaller night-to-night variations in sleep. Through sleep diaries and helping questionnaires, they found that poor sleep one night significantly reduced helpfulness the following day (both at the individual and group levels). In the final experiment, the team examined charitable donations before and after the transition to daylight savings time (when people often lose one hour of sleep) for the years 2001–2016. They found a 10% reduction in charitable giving on the day of the transition compared with the days before or after. This study indicates that altruistic acts can be hampered by even minor reductions in sleep, the researchers say. They note that adequate sleep is a modifiable factor that can promote greater helping, in contrast to more fixed features such as personality traits or cultural edicts. Improved helpfulness is yet another reason why NLI’s Healthy Mind Platter includes sleep. Altruistic acts can be hampered by even minor reductions in sleep, researchers say Key Takeaways MRI analyses of the social cognition brain network revealed approximately 50% less activity, on average, when a person nwas sleep deprived versus when they had a full night's restSleep is a modifiable factor that can promote greater helping, in contrast to more fixed features such as personality traits or cultural edicts 0-10 2023-02-27 09:13:05

Performance

Webinar

YBAW Live | The Neuroscience of Psychological Safety

David Rock, Dr. Amy Edmondson

Culture & Leadership

White Paper

Idea Report: Change at Scale

Andrea Derler, David Rock, Dr. Kamila Sip, Dr. Michaela Simpson, et al.

NeuroBytes

NLI POV

Praising Co-Workers Before Stressful Tasks Is (Literally) Good for the Heart

Praising Co-Workers Before Stressful Tasks Is (Literally) Good for the Heart NLI POV Praising Co-Workers Before Stressful Tasks Is (Literally) Good for the HeartSee NLI's brain-friendly "blueprint" for launching impactful and sustainable DE&I transformations. ... Praising Co-Workers Before Stressful Tasks Is (Literally) Good for the Heart By Laura Cassiday, Ph.D. We’ve all experienced that warm, fuzzy feeling in our chest when a co-worker expresses gratitude after for a job well done., Now, new research published in the Journal of Experimental Psychology: General indicates that thanking teammates before stressful tasks is, quite literally, good for the heart: Expressions of gratitude improved cardiovascular stress responses for both the giver and receiver, enabling peak performance under pressure. When we express gratitude to a co-worker, we reward their SCARF social domains of Status and Relatedness, and we increase our own sense of Relatedness. Gratitude activates the reward centers of the brain and triggers the release of the feel-good neurochemicals dopamine, serotonin, and oxytocin. But little is known about how gratitude affects the rest of the body or our performance under pressure. So Christopher Oveis and colleagues wanted to investigate how gratitude affectsthe cardiovascular responses and performance of two-person teams who were given a stressful task inspired by the TV show “Shark Tank.,” with or without expressions of gratitude. The 200 study participants were University of California, San Diego students who were suitemates — people who spent a lot of time together but weren’t necessarily close personally, like co-workers. The teams were tasked with creating a new type of bicycle for students to ride on campus and then pitching the product to a panel of judges, all within 12 minutes. Before beginning, one person on half the teams was randomly assigned to express gratitude and praise to their teammate for something they’ had done while living together. All participants wore electrodes on their neck and torso and a blood pressure cuff to monitor cardiovascular responses. The researchers observed differences in cardiovascular stress responses between the teams that did and didn’t express gratitude. When presented with a threat, the heart normally responds by pumping less oxygenated blood to other tissues and/or by constricting blood vessels, which makes us think and function less effectively. However, during the collaboration part of the task (when teams brainstormed ideas for the bicycle), the gratitude-expressing teams showed less of a cardiovascular threat response than the control teams. Moreover, during the pitching part of the task, gratitude-expressing teams had an increased challenge response (a favorable response to a stressful situation that enhances our performance) compared with controls: Their hearts pumped more blood than when they weren’t stressed, and their blood vessels dilated, increasing blood flow to the brain and other tissues. So the next time you and your co-workers are gearing up to tackle a stressful task, remember — a little gratitude can go a long way. During the pandemic, people experienced a greater sense of control over their working life and work-life balance Key Takeaways In our new hybrid world of work, organizations should be solving for autonomy & managing for fairnessSome autonomy is better than noneA hybrid workforce brings on natural biasesManagers need to mitigate regularly 0-10 2022-07-22 07:17:43

NeuroBytes

NLI POV

Growth Mindset Stronger in Younger People, Women

Growth Mindset Stronger in Younger People, Women NLI POV Growth Mindset Stronger in Younger People, WomenSee NLI's brain-friendly "blueprint" for launching impactful and sustainable DE&I transformations. ... Growth Mindset Stronger in Younger People, Women By Laura Cassiday, Ph.D. When we’re young, we dream big: We’re going to be a professional football player, Nobel Prize winner, or U.S. President. But as life happens, we start to believe we lack the abilities to succeed beyond the narrow confines of what we’re naturally “good at.” Now, new research published in the International Journal of Environmental Research and Public Health indicates that growth mindset — the belief that skills can be improved over time, rather than being fixed from birth — tends to decrease with age, and is higher in women than in men. People with a growth mindset recognize that although they may never be the best at something, they can get better. In contrast, people with a fixed mindset believe their abilities are set in stone, and this can be especially harmful in the workplace. For example, an employee who feels they’re a terrible public speaker might never volunteer to give a career-advancing presentation, or one who thinks they’re bad with technology might avoid learning time-saving software. But when employees focus on improving rather than proving themselves, they see challenges as opportunities to learn and grow, which is good for both the employee and the organization. In the new study, Herman Sigmundsson and colleagues investigated how growth mindset, as well as two other motivational factors (passion for achievement and grit), vary with age and gender. They used standardized tests to measure the three factors in 1,548 participants from Norway and Iceland who were 13 to 77 years old. The researchers found that growth mindset scores declined sharply after the ages of 40–49. Passion also tended to decrease across lifespan, while grit — or perseverance toward a long-term goal — increased with age. On average, women scored higher than men in growth mindset across age groups, whereas men scored higher than women in passion. With these results in mind, should we despair of developing or keeping a robust growth mindset as we age? No, because like other skills, growth mindset can be learned through small, lasting changes to everyday habits. To learn more about NLI’s GROW solution for instilling growth mindset in your organization, visit this page. During the pandemic, people experienced a greater sense of control over their working life and work-life balance Key Takeaways In our new hybrid world of work, organizations should be solving for autonomy & managing for fairnessSome autonomy is better than noneA hybrid workforce brings on natural biasesManagers need to mitigate regularly 0-10 2022-07-22 07:16:03

Culture & Leadership, Diversi…

Live Event

Summit 2022 Rewind: Change in Weeks, Not Years

David Rock, David Taylor, Sara Bowen, Sonia Webb

Culture & Leadership, Perform…

Live Event

Summit 2022 Rewind: Innovations in Leadership Development

Fara Palumbo, Nicson White, Tiffany Dotson, Tim Knezevich

Culture & Leadership, Perform…

Live Event

Summit 2022 Rewind: What’s Next in the Science of Resilience, Self-regulation, and M...

Davie Floyd, Emma Sarro, Ethan Kross, James Gross, et al.

Diversity & Inclusion

Live Event

Summit 2022 Rewind: What’s Next in the Science of Mitigating Bias and Accelerating I...

Corey White, Jeff Salters, Lisa Aziz-zadeh, Michaela Simpson

Culture & Leadership

Live Event

Summit 2022 Rewind: Turn Down the Heat – The Science of Cooling Conflict

Emma Sarro, Ian D. Stewart, Lynda Edwards, Pranjal Mehta

Culture & Leadership, Diversi…

Live Event

Summit 2022 Rewind: Running on Empty- Respecting Cognitive Capacity and Downtime

Emma Sarro, Kathryn Carmean, Patricio Ramal, Scott Barry Kaufman, et al.

Culture & Leadership, Diversi…

Live Event

Summit 2022 Rewind: Hybrid Work Practices – Emerging Hypotheses

Andrew Barnes, Brigid Lynn, Jacqueline Huggins, Jade Wiland

Culture & Leadership, Perform…

Live Event

Summit 2022 Rewind: From Surveillance to Outcomes – Building Trust in a Hybrid World...

Heidi Brandow, Javier Inclan, John Edwards, Mike Benson

Performance

Live Event

Summit 2022 Rewind: Evolving Performance Management

June Sonsalla, Michaela Schoberova, Rhom Erskine, Yvonne Wolf, et al.

Culture & Leadership, Diversi…

Live Event

Summit 2022 Rewind: Connecting in a Disconnected World

David Rock, Eva Majercsik, Jamil Zaki, Liane Hornsey

Culture & Leadership, Perform…

Live Event

Summit 2022 Rewind: Beyond Survival What’s Next For Organizations

Bob Johansen, David Rock, Gary Steele, Jaimie Cloud, et al.

Culture & Leadership, Perform…

Live Event

Summit 2022 Rewind: Behavioral Science – From Design to Measurement

Elliot Berkman, Jeni Cross, Katherine Milan, Kristen Elstein

Culture & Leadership, Perform…

Live Event

Summit 2022 Rewind: Amplify the Signal- The Science of Creating Clarity

Adam Alter, John Edawrds, Traci Dimartini

Diversity & Inclusion

Live Event

Summit 2022 Rewind: Allyship and Power – Propelling Equity

Brian Lowery, Elizabeth Nelson, Janet Stovall, Khalil Smith, et al.

Culture & Leadership

Live Event

Summit 2022 Rewind: Activating Growth Mindset at Scale

Ann Schulte, Marshall Bergmann, Matt Summers, Tina Drews

Diversity & Inclusion

Live Event

Summit 2022 Rewind: Elevating DEI

Frank Gonzalez, Jeff Salters, Laquenta Jacobs, Miriam Lewis

Performance

Webinar

YBAW Live | Continuous Performance Management in an Ambiguous World

Christy Pruitt-haynes, David Rock, Marshall Bergmann

Diversity & Inclusion

Members-Only Briefings

Membership Briefing | A Journey into Allyship: Moving from Inequity and Injustice to Equit...

Dr. Michaela Simpson

Culture & Leadership

Members-Only Briefings

Membership Briefing: The Science of Resilience

Ryan Curl

Culture & Leadership

Members-Only Briefings

Membership Briefing: Navigating the Hybrid Workplace

Dr. Kamila Sip, Evynn Mcfalls

Diversity & Inclusion

Webinar

YBAW Live | New Frontiers for Leadership: Navigating the Hybrid World

David Rock, John Edwards, Joy Verplanck

Diversity & Inclusion

Webinar

YBAW Live | Influencing Innovation: How Bias Hinders Creation and Communication

Janet Stovall

Diversity & Inclusion

Webinar

YBAW Live | De-Escalation: The Most Essential Management Skill of 2021

David Rock, Joy Verplanck

Diversity & Inclusion

Webinar

YBAW Live | How Global Organizations Move DE&I Forward

Michaela Simpson, Paulette Gerkovich

Diversity & Inclusion

Webinar

YBAW Live | How We Became Divided and How To Fix It

David Rock

Diversity & Inclusion

Webinar

YBAW Live | The Neuroscience of In-Group and Out-Group

David Rock

Diversity & Inclusion

Webinar

YBAW Live | Juneteenth: Towards a New Perspective

David Rock, Janet Stovall, John Edwards, Khalil Smith

Culture & Leadership

Webinar

YBAW Live | Your Workplace Culture Was Never Your Building

David Rock, Marshall Bergmann

Culture & Leadership

Members-Only Briefings

Membership Briefing: Designing Culture Change Initiatives with PHS in Mind

Ryan Curl

Culture & Leadership, Leaders…

Webinar

YBAW Live | What Managers Need Now: The Neuroscience of Hybrid Work

David Rock, John Edwards, Katherine Milan

Culture & Leadership

NLI POV

Decreasing threat & maximizing autonomy as we return to in-person work

Decreasing threat & maximizing autonomy as we return to in-person work NLI POV Decreasing threat & maximizing autonomy as we return to in-person workSee NLI's brain-friendly "blueprint" for launching impactful and sustainable DE&I transformations. ... Decreasing threat & maximizing autonomy as we return to in-person work After more than a year of uncertainty, a large portion of the U.S. is poised to return to the office in the coming months. This migration of workers is a once-in-a-century opportunity to build a better normal, but it won’t come without its challenges. A recent survey from Limeade reported that employees are feeling anxiety as they return to the deserted cubicles they vacated over a year ago. At the same time, they may also be feeling a sense of loss—despite the drastic changes at work, many studies show that the majority of both employers and employees reported positive effects from a year of working from home. These findings underscore the reality that while COVID has been tremendously stressful, it also provided nearly-unprecedented levels of autonomy for many workers. And they don’t want to give that up so easily. But the office awaits, and if some workers go back in more, and those workers get access to more perks and benefits because of their in-person presence, that’s not fair or good for an organization. To build on the unexpected benefits of a hybrid workplace (namely autonomy), and combat the biases that a hybrid workforce is uniquely susceptible to, organizations should be “solving for autonomy, but managing for fairness.” Below is guidance on how to do so. Solving for autonomy With many decisions to make, a big issue for leaders is what to solve for. Should they be solving for minimizing cost? Or reducing complexity? Or making managers feel better? The science suggests the thing to solve for is maximum autonomy. During the pandemic, people experienced a greater sense of control—or autonomy—over their working life and work-life balance. Decades of research shows that employees with greater autonomy experience increased motivation, report higher engagement, are more productive, and more committed to their organization. Outside of the inherently rewarding sense of autonomy for employees, a flexible workplace is a competitive advantage for employers looking to attract talent in a tight marketplace. Conversely, taking away control people expected to have can be even more distressing than gaining it is rewarding. Many people gained some control over their work that maybe didn’t exist before, and many won’t want to return to 2019 norms even when full in-office is safe again. So the solution we need isn’t just a hybrid workplace—it is doing so in a way that maximizes a perception of autonomy. Ideally, companies should work out how to let teams decide, within reasonable parameters, with a suite of options that includes full work-from-home, full work-in-the-office, or any mix inbetween. Needs might look different by function. The sales team perhaps always needs 75% of the team online and available 9am to 5pm, but people can work from anywhere. The finance team may decide they need 50% of folks in the office during work hours, but the teams juggle how to deliver that, with some people always in because they want to, some a mix, and some fully at home. While it may not be possible across the board, provide choices where you can because even a little unexpected autonomy is better than none. Managing for fairness In a hybrid workplace, some employees will opt to return fully to the office, while others will continue to work from home full-time. This dynamic leaves organizations, teams, and leaders susceptible to a number of unconscious biases, including distance bias—the tendency to favor that which is closer in time and space over what’s farther away—and expedience bias—our preference to act quickly rather than take time to weigh options. We see these biases crop up when we forget to include people in key decisions, neglect to call on people we don’t see on camera, extend opportunities to individuals who come quickly to mind, and offer harsher feedback in a sensitive virtual conversation than we would face to face. Managers will need to mitigate these biases on a regular basis when their team is partially in and partially out of the physical office. Organizations will need to develop processes that remove biases in hiring, rewarding, promoting, and extending opportunities. The SEEDS Model® sorts 150+ biases into five categories, to aid in recognition and mitigation in daily conversation. Managers and organizations can use it to mitigate bias in decision-making and processes. As we return to the office, let’s make sure we do it right—by following the science. During the pandemic, people experienced a greater sense of control over their working life and work-life balance Key Takeaways In our new hybrid world of work, organizations should be solving for autonomy & managing for fairnessSome autonomy is better than noneA hybrid workforce brings on natural biasesManagers need to mitigate regularly 0-10 2021-06-03 10:15:54

Culture & Leadership, Leaders…

Webinar

YBAW Live | The Neuroscience of Successful Hybrid Leadership

David Rock

Performance

Members-Only Briefings

Membership Briefing: Integrated Talent Management

Barbara Steel, Clara Gottesman

Diversity & Inclusion, Leader…

Podcast

The Science and Practice of Transforming Organizational Systems for More Equity – S4...

Dominic Packer, Janet Stovall, Michaela Simpson

Diversity & Inclusion

Webinar

YBAW Live | The Science and Practice of Transforming Organizational Systems for More Equit...

Dominic Packer, Janet Stovall, Michaela Simpson

Diversity & Inclusion

NLI POV

A Roadmap for DE&I Transformation

A Roadmap for DE&I Transformation NLI POV A Roadmap for DE&I TransformationSee NLI's brain-friendly "blueprint" for launching impactful and sustainable DE&I transformations. ... A Roadmap for DE&I Transformation Every organization’s DE&I goals and challenges are unique. They vary by industry, region, and even maturity. These variables can make formulating and launching an effective DE&I transformation daunting. So much so that organizations often struggle with where to even begin. Adding to DE&I practitioners anxieties is the fact that ad hoc or ill-conceived DE&I initiatives can come off as shortsighted or disjointed—either fizzling out without much impact, or being dismissed as the “flavor of the month.” But it doesn’t have to be this way. There are many science-backed strategies that can help us launch impactful and sustainable DE&I transformations. In fact NLI has worked with hundreds of organizations across dozens of industries to drive meaningful and measurable DE&I transformations. We’ve leveraged our extensive research and wide-ranging industry experience to create a roadmap for DE&I transformations that organizations can follow. What’s more, it’s all based on how brains work and businesses run. Here’s where to start your DE&I transformation, and where you can take it from there. . The blueprint NLI’s DE&I transformation roadmap is anchored firmly in the science of change. Our culture transformation model—Priorities, Habits, and Systems (PHS)—describes the critical components of change. While conventional wisdom says that to drive change, buy-in is all you need, science says you need more. Buy-in is just the first step—the P in PHS. Additionally, employees throughout the organization should exhibit the habits ( behaviors that support those priorities) and leaders should reinvent old systems (mental or physical cues that help the habits stick). For example, picture someone who wants to start running more. Saying that running is a priority is important, but when the alarm clock goes off at 6 AM, willpower might not be enough. But if they set a habit, like running three times a week after work, and create a system to keep that habit in place, like packing sneakers and shorts the night before, they’re more likely to succeed. Change in organizations works the same way. Leaders can build habits that support their priorities and systems that support their habits. Our mission at NLI is to work with organizations to figure out which aspects of PHS are ideal for each organization. While blanket approaches can be effective, it’s important that leaders think hard about what priorities really matter to their organizations, and then utilize the science of behavior change to develop the habits and update the systems that make sense for their organization. With that conceptual understanding of change, we can turn our attention to the step-by-step DE&I change strategy. The roadmap Mobilize Leaders Any DE&I journey should start with mobilizing leaders. This is the P in PHS. Leaders play a crucial role-modeling function within teams and organizations. They represent accepted behaviors, and their language and actions set the norms across the organization. What’s more, they set the priorities for large teams and direct resources and energy towards those priorities. Start by ensuring leaders are aligned on the mission, vision, and direction of an initiative. Get buy-in by anchoring on the science and reinforcing a business case for DE&I. Change Behaviors and Activate Habits The goal of any initiative is to instill new, better behaviors. And developing habits is the best way to do that. This is the H in PHS. Habits are automated behaviors. The brain likes them because they conserve time and energy. DE&I initiatives should seek to embed the critical groups of habits that enable true change—like using if-then plans to mitigate bias, or appealing to SCARF domains in team meetings to build inclusion. Building strong habits will make practicing the desired behavior easy to do in the normal flow of work. Once habits have been embedded, they can drive immense change in seemingly small ways. Reimagine Talent Management Systems Systems support an organization’s desired behavior change by reinforcing the essential habits. This is the S in PHS. To make sure these new habits stick, assess the relevant systems that shape the environment. These systems do two things: remove obstacles to adopting a new habit, and enable the new habit to become the easiest and most accessible option, and therefore the norm. Without the right programs and processes supporting them, the desired habits will not be formed and quite simply, the behavior change won’t happen. Examine talent acquisition, performance management, learning and development systems to ensure coherence with DE&I and business goals. By following the science, organizations can drive real and lasting change in DE&I. It’s important that leaders think hard about what priorities really matter to them, and then utilize the science of behavior change to develop the habits... Key Takeaways Any culture change journey should first start with mobilizing leadersYour DE&I initiative should then seek to embed the critical groups of habits that enable true changeExamine talent acquisition, performance management, learning and development systems to ensure coherence with DE&I and business goals 0-10 2021-04-22 13:44:38

Diversity & Inclusion, Leader…

Podcast

The Neuroscience of Increasing Equity – S4E12

Brad Mattan, Janet Stovall, Michaela Simpson

Diversity & Inclusion, Leader…

Podcast

Equity Explained – Understanding the “E” in DE&I – S4E11

David Rock, Janet Stovall, Jeanine Stewart

Diversity & Inclusion

Webinar

YBAW Live | Increasing Equity Through Allyship, Part 2 of 3

Brad Mattan, Janet Stovall, Michaela Simpson

Culture & Leadership

Members-Only Briefings

Membership Briefing: Behavior change is hard – Learning journeys make it easier

Angelie Patel, Annelise Austill

Diversity & Inclusion

Webinar

YBAW Live | Defining and Mobilizing for Allyship and Equity, Part 1 of 3

David Rock, Janet Stovall, Jeanine Stewart

Diversity & Inclusion, Leader…

Podcast

The Surprising Power of Autonomy for Improving Organizational Performance – S4E10

David Rock, Kristina Morton

Performance

Webinar

YBAW Live | The Surprising Power of Autonomy for Improving Organizational Performance

David Rock, Kristina Morton

Diversity & Inclusion, Leader…

Podcast

The Success of Hybrid Work Depends on Autonomy – S4E9

Kamila Sip, Rob Ollander-krane

Culture & Leadership, Perform…

Webinar

YBAW Live | The Future of Hybrid Work

Kamila Sip, Rob Ollander-krane

Diversity & Inclusion, Leader…

Podcast

Busting Gender Myths and Fixing Gender Parity – S4E8

Deb Campbell, Elizabeth Haines, Francine Rosado-cruz, Janet Stovall, et al.

Diversity & Inclusion

Webinar

YBAW Live | Busting Gender Myths and Fixing Gender Parity

Deb Campbell, Elizabeth Haines, Francine Rosado-cruz, Janet Stovall, et al.

Diversity & Inclusion, Leader…

Podcast

How Capital One, Akamai, and Freddie Mac Are Lifting Inclusion During a Pandemic – S...

Jon Suber, Katherine Milan, Lynn Hare, Romita Grover

Diversity & Inclusion

Webinar

YBAW Live | How Capital One, Akamai and Freddie Mac Are Lifting Inclusion During a Pandemi...

Jon Suber, Katherine Milan, Lynn Hare, Romita Grover

Diversity & Inclusion, Leader…

Podcast

The Storytelling Machine – How Our Brains Create our Reality – S4E6

David Rock, Lisa Feldman Barrett

Culture & Leadership, Diversi…

Members-Only Briefings

Membership Briefing: Courageous Conversations

Camille Inge, Gabriel Berezin

Culture & Leadership

Webinar

YBAW Live | What We Have Wrong About the Brain and Leadership

David Rock, Lisa Feldman Barrett

Diversity & Inclusion, Leader…

Podcast

Why Diverse Teams are Smarter, but Don’t Feel That Way – S4E5

David Rock, Paulette Gerkovich, Valerie Purdie Greenaway

Diversity & Inclusion

Webinar

YBAW Live | Why Diverse Teams are Smarter but Don’t Feel That Way

David Rock, Paulette Gerkovich, Valerie Purdie Greenaway

Culture & Leadership

NLI POV

Future-Proof Your People, Planning for Tomorrow

Future-Proof Your People, Planning for Tomorrow NLI POV Future-Proof Your People, Planning for TomorrowLearn why future-proofing your strategy starts with your leaders. Future-Proof Your People, Planning for Tomorrow Predicting the future is a notoriously difficult undertaking. Think about 2020; organizations couldn’t have predicted what the year held without the benefit of genuine crystal ball and some serious luck. What’s more, futurists—those who explore predictions and possibilities about the future—say that the future is likely to grow more volatile, uncertain, complex, and ambiguous. But while no one can predict the future, one thing we can do is prepare our people to be flexible, and adaptive in the face of unforeseen challenges. In other words, we need to future-proof our people, and that starts with leaders. Leadership in crisis History, especially recent history, has laid bare the fact that good leadership during turbulent times is critical. We look to leaders in times of crisis for consolation, inspiration, and direction. This isn’t only true of public leaders. Corporate leaders play an important role in defining organizational priorities, executing them effectively, and sustaining organizations through lean times. Having leaders that are well suited and well armed for the challenges ahead is critical. That makes this the time to reinvent leadership development. We propose you can do so in three simple steps. Simplify your leadership model: Leadership models don’t have to be complicated. In fact, they should be short and sweet, but we find that leaders don’t do that because they fear leaving things out. That instinct comes at a cost—namely, people forget them and therefore don’t use them. Organizations should strive to make their leadership models sticky, meaningful, and coherent. Models should be sticky, in that they are easy to recall; meaningful, in that they pertain to leaders’ actual responsibilities; and coherent, in that they relate to the organization’s broader goals. Leadership models that incorporate the three traits tend to be the most practical, and therefore the most valuable. Democratize your approach to leadership: For too long, defining leadership and developing leaders has been an exercise in gatekeeping. Organizations often rely on antiquated metrics like tenure, or mushy labels like “executive presence.” At NLI, we define leadership as influence through action or direction. That inclusive definition means that anyone can be a leader. Accordingly, organizations can and should seek to cultivate a workforce of leaders. By expanding their definition of leadership, and in turn the pool of prospective leaders, organizations can alleviate pressure on traditionally labeled leaders and allow everyone to participate fully in realizing the organization’s goals. Accelerate your leadership development: Often, learning and development is either too little too late (eg. Where was this six months ago?) or too much all at once (eg. There was so much valuable content that my head is spinning!). But it doesn’t have to be. Organizations should develop a new approach—specifically, a science-backed and brain-friendly approach—to learning and development. Learning experiences should be bite-sized, spaced apart, designed for maximum insight, and highly social. By following the science of learning, organizations can create learning that’s more impactful and applicable. Learn more The world is changing, and it’s important that leadership development does too. Keep following the science to make sure your leaders, and in turn your organization, continues to thrive. Dive into the workbook below to explore the topic and strategies further. Having leaders that are well suited and well armed for the challenges ahead is critical. That makes this the time to reinvent leadership development. Key Takeaways In order to be valuable, your leadership model should be sticky, meaningful and coherentRethink your traditional definitional your leadership, and try to be more inclusive: 'Anyone can be a leader'Use a new approach to development that creates bite-sized, highly social, appropriately spaced learning experiences 0-10 2021-02-25 20:00:53

Diversity & Inclusion, Leader…

Podcast

Inclusion, Covering and Authenticity: Interview with Global Expert Kenji Yoshino – S...

David Rock, Kenji Yoshino

Diversity & Inclusion

Webinar

YBAW Live | Inclusion, Covering and Authenticity: Interview with Global Expert Kenji Yoshi...

David Rock, Kenji Yoshino

Diversity & Inclusion, Leader…

Podcast

Is U.S. Capitalism Creating a Just Economy for All? – S4E3

David Rock, Martin Whittaker

Culture & Leadership, Diversi…

Webinar

YBAW Live | Building a Just Economy with JUST Capital’s Martin Whittaker

David Rock, Martin Whittaker

Diversity & Inclusion, Leader…

Podcast

Don’t Make DE&I Training Mandatory…Make it Compelling – S4E2

Camille Inge, David Rock, Paulette Gerkovich

Diversity & Inclusion

Members-Only Briefings

Membership Briefing: Create a Culture of Allyship

Michaela Simpson, Pooja Vaid

Diversity & Inclusion

White Paper

NLI Perspectives: The Science of Mitigating Bias

David Rock, Heidi Grant, Marshall Bergmann

Diversity & Inclusion

Webinar

YBAW Live | DE&I – Follow the Science, Experiment, Follow the Data

Camille Inge, David Rock, Paulette Gerkovich

Diversity & Inclusion

NLI POV

DE&I 2021: Moving From Intent to Impact

DE&I 2021: Moving From Intent to Impact NLI POV DE&I 2021: Moving From Intent to ImpactLearn how organizations can rollout DE&I initiatives that are both effective and authentic. DE&I 2021: Moving From Intent to Impact 2020 saw a social justice reckoning in America. The toll of a devastating pandemic that disproportionately affected people of color and the murder of George Floyd and Breonna Taylor at the hands of police shed light on widespread, long-standing, and deeply-entrenched inequities in our society. And increasingly, employees are turning to corporate leaders to do something about it. In response, we saw organizations double down on their Diversity, Equity & Inclusion efforts in 2020. The challenges of DE&I are complex, and even leaders with a genuine intention to create change may find themselves at a loss for a practical way forward. Too often organizations set priorities without cultivating the everyday habits and organization-wide systems that actually enable lasting change. By following science organizations and leaders can move beyond the rhetoric and into action. Here are three key insights from science that will enable organizations to rollout DE&I initiatives that are both effective and authentic. One focus across the organization Just like people often find it hard to maintain multiple New Year’s resolutions—and by overburdening themselves ultimately fail to meet any of them—organizations often struggle to instill meaningful new habits en masse. Organizations should focus their efforts on instilling one habit at a time across the organization. The science of social norms shows that the more people that are working on the same kind of habit at once, the more likely this habit will stick across the organization—creating a culture of learning and lasting change. This doesn’t necessarily mean a one-size-fits-all rollout—learning objectives and formats may differ by level—but the content should be coherent across all levels. (create lasting change) Bring people together When we see others’ goals as competing with our goals, we shut out their ideas; we want to see them fail. Conversely, when we have a common goal, our brains process things differently—the opportunity of shared success makes us more likely to collaborate and lift others up. Leaders should remind people that we are more similar than we are different and bring everyone together around shared goals. That means highlighting our shared humanity and aspirations. From this shared foundation, find tangible goals in which everyone can participate and take ownership of. Build better systems While developing a clear set of priorities is key, as is building the right habits the right way, the third leg of a strategy involves developing the right systems that support a change. Systems are the large, structural forces that drive change—or hinder it—at organizations. It’s critical to ensure your efforts are complimented and bolstered by the right organization-wide systems. In particular this means taking a hard look at how you recruit, assign, reward and promote your people, and reducing the chance of bias within your processes. Learn more There is no simple solution to the DE&I challenges we face. Complex problems as these demands that we rise above the level of thinking that created them to find solutions. That means we need a solid understanding not only of the current issues but of the foundational science and cutting-edge research in DE&I. To learn more about what modern DE&I will look like and how you can get your organization there, click here to download the workbook. ..even leaders with a genuine intention to create change may find themselves at a loss for a practical way forward. Key Takeaways Focus on instilling one new habit at a timeFind tangible goals in which everyone can participate and take ownership ofDevelop organization-wide systems to help support change 0-10 2021-01-27 11:55:26

Culture & Leadership, Diversi…

Podcast

What Will Matter Most in 2021 – S4E1

Andrea Derler, David Rock, Marshall Bergmann

Culture & Leadership, Diversi…

Webinar

YBAW Live | What Will Matter Most in 2021

Andrea Derler, David Rock, Marshall Bergmann

Culture & Leadership, Perform…

Webinar

Addressing Employee Minds in Covid Crisis

Andrea Derler, Kamila Sip, Swati Goel-patel

Performance

Members-Only Briefings

Membership Briefing: Working Parents During a Pandemic

Rachel Cardero, Ryan Curl

Culture & Leadership

NLI POV

Driving Culture Change Amidst Crisis

Driving Culture Change Amidst Crisis NLI POV Driving Culture Change Amidst CrisisLearn how culture can help organizations not only weather the storm, but actually come out stronger... Driving Culture Change Amidst Crisis Corporate culture can be a guiding and motivating force in difficult times, and an engine of innovation and growth in good times. A strong culture, in other words, is an organizational imperative. And, despite what you may think, now is the perfect time to create one. Change is inevitable, be intentional 2020 has been unprecedented, unpredictable, and profoundly challenging. But there’s an upside to this down year. All the change we’ve experienced has made us more adaptable. Just look at the new roles we inhabited this year as individuals: remote worker, teacher, cook, baker, mask-maker, the list goes on. Some of the change has been exciting, much of it has been deeply taxing. But through it all we’ve learned, and science supports, that we can actually handle a lot of it at once, and it can happen much faster than we thought. This is especially true in the organizational context. In recent months, we spoke to HR leaders at a pharmaceutical company who successfully launched a culture change effort focused on agility to 100k employees, and an automotive giant who transformed their hiring process across 850 managers—and they did it all in the midst of a pandemic. We’ve helped organizations like Nokia, Metlife, and HP drive equally impressive change amidst disruption (more Case Studies here). What makes change work How? Research suggests that when things around us are shifting, it represents an amazing, if fleeting, opportunity to create new habits that will make us more responsive to the new environment. Given we know that a culture consists of shared everyday habits, that makes this the perfect time to launch a culture change initiative. And NLI’s researched-backed change model, PHS, can provide the framework to make it a success. PHS defines three critical components of change: Priorities, Habits, and Systems. Each component of PHS supports the other two. The habits are motivated by clear priorities, reinforced by congruent systems, and modeled by leaders across the organization. The model gives organizations a framework to create coherent, actionable, lasting change initiatives even amid disruption. Dive Deeper PHS is the foundation, but true culture change requires a coherent system of scaffolding to really work. To learn more about building a culture for the future, even amidst disruption, dive into the workbook below where we explore what makes change so difficult to deal with, what we can do to cope with change and support others, how to build impactful learning that sparks insights and motivates new behaviors, and how culture can help organizations not only weather the storm, but actually come out if it stronger, more effective, and more resilient. When things around us are shifting, it represents an amazing, if fleeting, opportunity to create new habits that will make us more responsive to our new environment. Key Takeaways A strong culture is an organizational imperativeThe change we've experienced in 2020 has made employees more adaptableTake advantage of this opportunity to create new shared everyday habits in your organization 0-10 2021-01-11 14:41:15

Performance

Webinar

YBAW Live | What 2020 Performance Trends Tell us About 2021

Barbara Steel, Rob Ollander-krane

Performance

Podcast

What Performance Trends in 2020 Tell Us About 2021 – S3E11

Barbara Steel, Rob Ollander-krane

Diversity & Inclusion

Podcast

DE&I: The Big Discoveries and Pathways to Real Change – S3E10

Barbara Steel, Ester Neznanova

Performance

Members-Only Briefings

Membership Briefing: Will 2020 Year-End Conversations Differ Greatly From Any Other Year?

Barbara Steel, Rob Ollander-krane

Idea Report: Building Brain-Friendly Leadership Models

Andrea Derler, Camille Inge, Chris Weller, Heidi Grant, et al.

Culture & Leadership

White Paper

Infographic: Three reasons why leadership models flop

Khalil Smith

Performance

Members-Only Briefings

Membership Briefing: The Neuroscience of Effective Teams

Heidi Grant

Diversity & Inclusion

Journal Paper

Culture & Leadership

NLI POV

The Science of Making Learning Stick

Diversity & Inclusion

NLI POV

The Science of Inclusion

Diversity & Inclusion

NLI POV

Beyond Bias

Performance

NLI POV

Performance

White Paper

Removing Performance Ratings: What Is the Reality of Legal Risk?

Ashley Willms, David Rock, Jenny Morris, Jonathan Levy, et al.

Diversity & Inclusion, Perfor…

External Publications

strategy+business: How to Use Neuroscience to Frame Your Company’s Response to the E...

David Rock

Performance

NLI POV

Kevin Martin, Laura Sherbin, Matt Breitfelder, Tricia Naddaff, et al.

Performance

Live Event

Summit 2015: Integrating NeuroLeadership Into Organizations

Greg Pryor, Julie Hayes, Julie Loosbrock, Karen Kocher, et al.

Summit 2015: Diversity & Inclusion Report

Kevin Martin, Laura Sherbin, Matt Breitfelder, Tricia Naddaff, et al.

Performance

Live Event

David Rock

Welcome to the NLI Member Content Library

Webinar: Future-Proof Your Leadership With Neuroscience

Webinar: A New Approach to Doing More With less

Briefing: Managing Threat Response in the Workplace

Summit 2023 Rewind: The Neuroscience of Burnout

Summit 2023 Rewind: From Mandatory to Compelling… The Neuroscience of Buy-In

Summit 2023 Rewind: Foundations of Motivation — The SCARF Model

Summit 2023 Rewind: Performance Management Transformation

Summit 2023: The Leadership Pipeline Crisis

Summit 2023: Tales from the Field – DEI Case Studies

Summit 2023 Rewind: Irreconcilable Differences

Managing Threat Response in the Workplace (NLI Journal 2023)

Growth Mindset Mini-Summit: Chapter 3 – What Growth Mindset Looks Like at Organizations ...

Growth Mindset Mini-Summit: Chapter 2 – Operationalizing with Priorities, Habits & ...

Growth Mindset Mini-Summit: Chapter 1 – Research Foundations

The Neuro Network: High Reliability Organizations – Can Patient Outcomes Improve If...

Interactive Online Learning Increases Anxiety — In a Good Way

Want More Loyal Employees? Then Stop Exploiting Them, Study Suggests

Brain Power in a Dish: How Human Brain Cells Could Someday Beat AI

Four-Day Week Boosts Employee Well-Being While Preserving Productivity

The Eureka Scale (NLI Journal 2023)

Can AI Solve Your Diversity Issues? Probably Not, Study Says

Feeling Unhelpful? Sleep Loss Could Be to Blame

YBAW Live | The Neuroscience of Psychological Safety

Idea Report: Change at Scale

Praising Co-Workers Before Stressful Tasks Is (Literally) Good for the Heart

Growth Mindset Stronger in Younger People, Women

Summit 2022 Rewind: Change in Weeks, Not Years

Summit 2022 Rewind: Innovations in Leadership Development

Summit 2022 Rewind: What’s Next in the Science of Resilience, Self-regulation, and M...

Summit 2022 Rewind: What’s Next in the Science of Mitigating Bias and Accelerating I...

Summit 2022 Rewind: Turn Down the Heat – The Science of Cooling Conflict

Summit 2022 Rewind: Running on Empty- Respecting Cognitive Capacity and Downtime

Summit 2022 Rewind: Hybrid Work Practices – Emerging Hypotheses

Summit 2022 Rewind: From Surveillance to Outcomes – Building Trust in a Hybrid World...

Summit 2022 Rewind: Evolving Performance Management

Summit 2022 Rewind: Connecting in a Disconnected World

Summit 2022 Rewind: Beyond Survival What’s Next For Organizations

Summit 2022 Rewind: Behavioral Science – From Design to Measurement

Summit 2022 Rewind: Amplify the Signal- The Science of Creating Clarity

Summit 2022 Rewind: Allyship and Power – Propelling Equity

Summit 2022 Rewind: Activating Growth Mindset at Scale

Summit 2022 Rewind: Elevating DEI

YBAW Live | Continuous Performance Management in an Ambiguous World

Membership Briefing | A Journey into Allyship: Moving from Inequity and Injustice to Equit...

Membership Briefing: The Science of Resilience

Membership Briefing: Navigating the Hybrid Workplace

YBAW Live | New Frontiers for Leadership: Navigating the Hybrid World

YBAW Live | Influencing Innovation: How Bias Hinders Creation and Communication

YBAW Live | De-Escalation: The Most Essential Management Skill of 2021

YBAW Live | How Global Organizations Move DE&I Forward

YBAW Live | How We Became Divided and How To Fix It

YBAW Live | The Neuroscience of In-Group and Out-Group

YBAW Live | Juneteenth: Towards a New Perspective

YBAW Live | Your Workplace Culture Was Never Your Building

Membership Briefing: Designing Culture Change Initiatives with PHS in Mind

YBAW Live | What Managers Need Now: The Neuroscience of Hybrid Work

Decreasing threat & maximizing autonomy as we return to in-person work

YBAW Live | The Neuroscience of Successful Hybrid Leadership

Membership Briefing: Integrated Talent Management

The Science and Practice of Transforming Organizational Systems for More Equity – S4...

YBAW Live | The Science and Practice of Transforming Organizational Systems for More Equit...

A Roadmap for DE&I Transformation

The Neuroscience of Increasing Equity – S4E12

Equity Explained – Understanding the “E” in DE&I – S4E11

YBAW Live | Increasing Equity Through Allyship, Part 2 of 3

Membership Briefing: Behavior change is hard – Learning journeys make it easier

YBAW Live | Defining and Mobilizing for Allyship and Equity, Part 1 of 3

The Surprising Power of Autonomy for Improving Organizational Performance – S4E10

YBAW Live | The Surprising Power of Autonomy for Improving Organizational Performance

The Success of Hybrid Work Depends on Autonomy – S4E9

YBAW Live | The Future of Hybrid Work

Busting Gender Myths and Fixing Gender Parity – S4E8

YBAW Live | Busting Gender Myths and Fixing Gender Parity

How Capital One, Akamai, and Freddie Mac Are Lifting Inclusion During a Pandemic – S...

YBAW Live | How Capital One, Akamai and Freddie Mac Are Lifting Inclusion During a Pandemi...

The Storytelling Machine – How Our Brains Create our Reality – S4E6

Membership Briefing: Courageous Conversations

YBAW Live | What We Have Wrong About the Brain and Leadership

Why Diverse Teams are Smarter, but Don’t Feel That Way – S4E5