Member Since: 24th May 2013
HR consultant RBS
16th Dec 2013
Really interesting article. I am particularly interested in the impact of the leader's own mindset on the style of feedback they give - the growth vs fixed mindset is a great example of this.
I believe that how useful/valuable/well received feedback is, is greatly influenced by the overall relationship between the two parties - whether they understand one another and have a genuinely open and respectful relationship. When this is the case, the 'threat' from feedback is greatly reduced. A big part of achieving this in my experience can be how reciprocal the feedback is....how many of us as managers also genuinely seek and respond to feedback for ourselves?
28th Oct 2013
The certainty element of your model really resonates with me. It strikes me that it can be hard for leaders to set clear targets in the context of significant difficult change, which is the pattern that you describe in financial services. Interesting that in the telecoms industry leaders seem to have managed to break the link and provide certainty for their staff despite the context of change. I wonder why telecoms leaders are more brain savvy in this respect than those in other industries....do you have any sense of why this type of leadership is more prevalent in particular industries than others?
24th May 2013
I agree it is valuable and important for HR professionals to have an understanding of what the neuroscience research tells us about how we react and interact in social settings, particularly the workplace. HR are often in a great position to influence what level of consideration is given to social needs, emotions and threat-reward reactions, for example in planning change initiatives. The more we can use this influence the better! In my experience speaking to people about some of these concepts often leads to a moment of insight by providing a biological (neurological) explanation for traits and experiences we all recognise in ourselves and others. Thanks for an interesting article.