The document discusses how a manager can increase job satisfaction among employees. It argues that an employee's satisfaction depends more on their manager being satisfied with their values, attitudes, and actions rather than just job performance. The manager's satisfaction then increases the employee's performance outcomes. Rather than telling employees how to change, the document proposes that a neuroscience-based coaching program can help employees autonomously transform their behaviors in ways that naturally satisfy their manager. This avoids threats to employee identity and maintains focus on performance over defensiveness.

1. If you had a magic button that instantly gives what you want
What would you CHANGE in your team?
How would you TRANSFORM the people around you?
What HABITS would you implant in each of your employees?
…and in YOU?

2. Scientific studies consistently show that the satisfaction with employees does not significantly
depend on their objective performance
Rather it depends on their behavior…

3. You, as a manager, are satisfied with your subordinates when they
Act
Think
&
Perform
In a MANNER that YOU like

4. THEY, your subordinates, are satisfied with you NOT when you
Act
Think
&
Perform
As THEY want
They are satisfied when
YOU are satisfied

5. Large scale Meta-analysis involving 5,000 employees and managers revealed
that the most significant factor mediating the likelihood of a manager to be
happy with their employees is the
ALIGNMENT OF SHARED VALUES

6. You are not happy with your subordinates when they perform. If they perform, you do not
fire them.
You are HAPPY when their
Values
Attitudes
Actions
Are aligned with YOURS

7. … It's Human
Is it unethical?
Or
Unprofessional?
NO
This is how the human brain is wired
Positive emotions arise when we are among those who SHARE OUR VALUES
The working environment is not an exclusion for our brains

8. Why does your satisfaction with your employees matter?
Because:
It increases Your satisfaction, right?
NOT quite true
It increases the job satisfaction of YOUR SUBORDINATES
Why does their satisfaction matter?
Simply because
It BOOSTS the performance OUTCOMES

9. You might ask:
Ok, then what science says about MY job satisfaction?
It increases when your BOSS is HAPPY with you
Whoever your BOSS is…
The Group CEO
The Chairman
The Board of Directors
Maybe the Stock Price?

10. Assuming that it is true, what do you want me to do? Behave as if I am
satisfied with them?
YOU Ask:
NO
I say:
Hire a coach to teach me how to treat them?
YOU Ask:
NO
I Say:
Explicitly or implicitly tell them how I want them to behave?
YOU Ask:
NO
I say:

11. Then what do you propose?
YOU ASK:
Be indeed happy with them
I Say:
Hah, ok, but if they do not act, think and perform in a way I want them,
how can I be honestly happy with them?
YOU Ask:
They will act, think and perform in a way you want them
I Say:
You just said I should not tell them how to behave?
YOU Ask:
Indeed, you should not! They already want to change themselves in a way
you want them.
I Say:

12. Ooo, now you are proposing to make each my subordinate the copy of me?
They are successful full-grown individuals. WHY SHOULD THEY CHANGE?
YOU Say:
No matter how seemingly successful they are, their self-confidence eventually
decreases if their boss is unhappy with them. When self-confidence decreases,
so does their performance. Rather than focusing on KPIs they focus on defending
their identities. Defensive behavior further decreases business outcomes, which
in turn reduces your satisfaction with them, which in turn… well, you know…
I say:

13. Yep, The Vicious circle…
But still, how do I make them change in a way that would increase my
satisfaction with them? And honestly, not each of them is ideal, but I am
satisfied with them overall. They perform well.
Of course, they do; otherwise, they would not be in your team.
But it does not mean you do not have some minor concerns that affect your
satisfaction with some of them.
I Say:
YOU Say:

14. Well, that might be true, but still, I do not understand how I can change them
without telling them to change
YOU Say:
Assume one of your team members overall is a good employee. But she drains
your energy off by talking too much at the meetings, criticizing other members,
or always being dissatisfied. Whatever…
You tell her to reduce that behavior in whichever form you believe will be the
most appropriate.
What do you think, how will it affect her performance?
I Say:

15. I sense this is a rhetorical question, and you want to answer that one 
YOU Say:
Hah, indeed
It will threaten her identity. Instead of focusing on work, she will start defending
her identity. She might reduce that very acting but will engage in other
destructive behaviors.
I Say:

16. Now you are saying that constructive feedback, even done in a righteous
manner, does not work.
YOU Say:
Yes, indeed, that's what I am saying.
You as a manager can give feedback about performance indicators, results, the
job done, and advice on achieving some outcomes. But the assumption that
negative feedback about their attitudes, values, and behavioral patterns make
them better performers is NOT entirely ACCURATE.
I say:

17. But from the very beginning, you were arguing that precisely those things -
values, attitudes, actions- affect whether their bosses are happy with them, not
their performance outcomes. Now you are saying that boss has no right to give
constructive feedback on those things.
YOU Say:
Huh, Indeed I might.
I say:
Georgians have a popular song. It goes saying: "ჭრელო პეპელა ნურც
გაფრინდები, ნურც მოფრინდები "– dear butterfly neither fly away nor fly to me.
That's how you sound.

18. Imagine the same employee sitting in a session. Her NeuroCoach asks the
following:
There is a HIGH probability she will come up by herself with the change her
supervisor wants her to.
“If you had a magic button, what behavior or habit would you change in yourself?”
“Do you think that very transformation would affect how happy your boss is with you?”
Actually, the likelihood is EXTREMELY LARGE because:

19. Our BRAINS detect and store every bit of information when perceived to be
essential to survival. For survival in a corporate setup, how Bosses react to
our actions is vital for our brains. So the brain accurately STORES every
minor reaction.

20. Now you talk about the brain…
YOU Say:
Well, The NeuroCoaching program is primarily based on neuroscientific
research on how human brains operate in various circumstances. I assume your
business is done by humans, who happened to be operated by their brains. Thus,
understanding human brains widens insight into how to make humans perform
better.
I Say:

21. What is your point?
YOU Ask:
Your subordinates already know how to change their behavior to make you
happier. Their brains know this already and know many other things. All the
solutions to their business challenges are there, already stored in their brains.
I Say:
However, most who do not train their brains have limited or no
access to that information.
Tell Them the
memory storage part
of the brain, is
HIPPOCAMPUS
You will sound more
credible

22. Again about the brain. We are not in science; we do business.
YOU Say:
In short, If the boss explicitly tells them to change, the chances of success are
much lower. The Coach knows how to guide them in a space where they
themselves come up with the urge of behavioral change that will be exactly what
their boss wants from them.
I Say:

23. Wait a minute; now you say that I need a coach to help my employees
transform themselves to accommodate my mindset? Does it mean you claim
people should change according to their boss's wishes? I also have people
above me. Do you propose I change in accordance with their values?
YOU Say:
That’s the most critical question. When employees firmly identify themselves
with the work they do, disruptive behavior increases; that is when constructive
feedback does not work. that is when employees engage in disputes and waste
their energy not on the performance outcomes but on defending their identities.
I Say:

24. But we are so engaged in our jobs, we obviously identify ourselves with it.
YOU Say:
The workplace is just a STAGE where actors perform their roles.
If a play director wants them to perform their role in a specific manner, it does
not mean he/she wants their identities to change. They just need to adjust their
playng to become BRILLIANT ACTORS, which BTW feels and pays f…..ing
fantastic.
I Say: NeuroCoach eventually makes employees realize that their identities and their
behavior in the workplace are not the same.
So why not make your employees BRILLIANT ACTORS?

25. I am not sure about acting, but being brilliant indeed feels good and pays well.
Anyways, I have been successfully leading people for years , I don’t see why
should I introduce something new?
YOU Say:
I bet you don’t take photos with polaroid anymore  but it does not mean back
then polaroid was not brilliant.
The irony is that people change phones, cars, appliances as soon as something
better is available, but are reluctant to change their attitudes and
communication models.
I Say:
Watch A video
about the Brain
Skip the Video
I am already bored
If you like to know why brain does not love changing attitudes?

27. Ok, Now tell me simply what do you want from me
YOU Say:
Let's meet.
I Say:

28. I will think about that, but before that, tell me in short what you are offering
YOU Say:
I offer you Neuroscience based coaching program for your executives, that will
boost your business outcomes by transforming your workplace into a space
where destructive behavior is minimized, people manage their limited brain
energy effectively , and employees focus on performance, not on defending
their status, (which, BTW, is believed to consume around 60% of working hours.)
That is what I offer.
Huh, was it short enough?
I Say:

29. BTW, who are you?
YOU Say:
I am a certified coach by NeuroLeadership Institute. I currently pursue my
master's degree at Harvard Extension School, where I do my neuroscientific
research on how the human brain works. Prior to shifting my career into
neuroscience, I used to be a senior business executive for 15 years. Well. For my
doings, you can check the LinkedIn page if you like. However, my doings are not
as important as what my aspirations are, I believe.
I Say:

30. Aha, and what are your aspirations?
YOU Say:
Let's meet 
I Say:

31. P.S. My name is Nutsa Koguashvili
Neurocoaching.ge