Creating a High
Performance Board
- a new perspective
David Sales
New Understanding…
…Higher Performance
The science
is moving
forward
Bulldozing
Some Myths
1. Brainstorming is the best way to
create new ideas
2. Procrastination is wrong
3. Multi
tasking is
effective
4. Analytical thinkers
are introverts
Personality Attributes
Within a Board Team
Two separate things to focus on…
...and the way we
think
The way we
behave...
ANALYTICAL
Clear thinker
Logical problem solver
Rational
CONCEPTUAL
Intuitive about ideas
Imaginative
Visionary
STRUCTURAL...
The “Social” Brain
- Interacting with each
other and the wider
organisation
The Social Brain
Status
Certainty
Autonomy
Relatedness
Fairness
Demands of the ‘Social’ Brain
Status
C
Relatedness
Fairness
The Super Computer
Status
Certainty
Autonomy
Relatedness
Fairness
The Organisation The Manager / Leader
Organisations and SCARF
Status
Certainty
Autonomy
Relatedness
Fairness
• Fair pay and rewards
• Clear vision
• Good work p...
Leaders and SCARF
Status
Certainty
Autonomy
Relatedness
Fairness
• Equality of debate and involvement
• Team role and dire...
Conclusions
Boards need to address
the “social brains” of their
colleagues and people in
the organisation
“Social” interactions are a huge trigger
• Their approach is everything
• Their verbal & body language is vital
• Their questions are fundamental
• Their personal ...
Creating a high performance board
Creating a high performance board
Creating a high performance board
Creating a high performance board
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Creating a high performance board

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New developments in neuroscience have opened up new ways to understand leadership. David Sales of First Ascent uses this to debunk widely held beliefs and to map out how leaders should perform today and in the future.

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Creating a high performance board

  1. 1. Creating a High Performance Board - a new perspective David Sales
  2. 2. New Understanding… …Higher Performance
  3. 3. The science is moving forward
  4. 4. Bulldozing Some Myths
  5. 5. 1. Brainstorming is the best way to create new ideas
  6. 6. 2. Procrastination is wrong
  7. 7. 3. Multi tasking is effective
  8. 8. 4. Analytical thinkers are introverts
  9. 9. Personality Attributes Within a Board Team
  10. 10. Two separate things to focus on… ...and the way we think The way we behave...
  11. 11. ANALYTICAL Clear thinker Logical problem solver Rational CONCEPTUAL Intuitive about ideas Imaginative Visionary STRUCTURAL Practical Thinker Likes guidelines Predictable EXPRESSIVENESS The outward display of emotions toward others and the world at large FLEXIBLITY Willingness to accommodate the thoughts and actions of others ASSERTIVENESS The degree of energy invested in expressing thoughts, feelings and beliefsSOCIAL Intuitive about people Socially aware Empathetic
  12. 12. The “Social” Brain - Interacting with each other and the wider organisation
  13. 13. The Social Brain
  14. 14. Status Certainty Autonomy Relatedness Fairness Demands of the ‘Social’ Brain
  15. 15. Status
  16. 16. C
  17. 17. Relatedness
  18. 18. Fairness
  19. 19. The Super Computer
  20. 20. Status Certainty Autonomy Relatedness Fairness The Organisation The Manager / Leader
  21. 21. Organisations and SCARF Status Certainty Autonomy Relatedness Fairness • Fair pay and rewards • Clear vision • Good work practices • Diversity and inclusion • Consistent performance management
  22. 22. Leaders and SCARF Status Certainty Autonomy Relatedness Fairness • Equality of debate and involvement • Team role and direction • No micro-management • Team (tribal) culture • Fair performance management
  23. 23. Conclusions
  24. 24. Boards need to address the “social brains” of their colleagues and people in the organisation
  25. 25. “Social” interactions are a huge trigger
  26. 26. • Their approach is everything • Their verbal & body language is vital • Their questions are fundamental • Their personal impact is immense • Engagement is personal, not just a KPI

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