1. Learning about neuroscience appeared to increase leaders' confidence in leading change and helping people focus. 2. Participants reported applying concepts like SCARF to areas like change management, team productivity, and performance reviews. 3. Upwards feedback showed improvements in how leaders set clear agendas, recognized work, provided flexibility, and stayed calm under pressure.

1. The difference neuroscience can make
Evidence that learning about neuroscience increases engagement and performance
ODN Conference
Roffey Park
7 May 2015
Mike Pounsford Tony Williams Hilary Scarlett

2. Where’s the money?
Scarlett Associates

3. I understand the impact of change on
our brains
Strongly
disagree
Disagree Neither agree
nor disagree
Agree Strongly
agree

4. Participants
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5. “Who are you”!!?
Orbit is a social housing group.
Some facts:
• 1500 staff
• £200 million turnover
• Spread across three regions
Orbit Heart
of England
• 37,000 properties plus schemes
Orbit East
Orbit South
• £2 billion of assets
• Orbit 2020 vision

6. Why did we do this?
Building
effective
relationships
and trust

7. What is neuroscience?
Neuroscience: study of the nervous system including the brain
Lots of applications: performance, communication, storytelling and
influence, change management, emotional regulation, empathy and
staying power, memory, ability to focus and perform, insight: ‘aha’
moments, decision-making, expectation and perception, resilience,
learning and development, cross-cultural working, leadership behaviour,
goal-setting, motivation, employee engagement…
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8. What are you most proud
of having achieved in the
last 6 months?
Connecting

9. What percentage of our energy do brains use?
A. 2%
B. 10%
C. 15%
D. 20%
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10. Neuroplasticity
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11. Neuroplasticity: how we learn
11
Play Robert Winston video

12. Our brains are not designed for C21 corporate life
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13. The fundamental organising principle of the brain…
…minimise threat/ maximise reward
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14. Our brains like to predict…
I cnduo't bvleiee taht I culod aulaclty
uesdtannrd waht I was rdnaieg. Unisg the
icndeblire pweor of the hmuan mnid,
aocdcrnig to rseecrah at Cmabrigde
Uinervtisy, it dseno't mttaer in waht oderr
the lterets in a wrod are, the olny
irpoamtnt tihng is taht the frsit and lsat
ltteer be in the rhgit pclae.
Scarlett Associates

15. Threat vs reward
• Faster acting
• Stronger
• Lasts longer
• Adrenalin and
cortisol up
• Dopamine down
• Slower to act
• Milder
• Shorter
• Dopamine up
Away
Threat
Toward
Reward
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16. The impact of change on the brain
Change or
ambiguity
Threat
response in
our brains
Distraction,
anxiety, fear
Can’t think well,
poorer decision-
making; reduced
memory,
increased anger
Poor performance/
more aggressive
relationships
© Scarlett Associates
Scarlett Associates

17. Illustration of discussion
1. What are the uncertainties you face?
2. How do they affect you?
3. How do you affect others?
4. What’s your biggest leadership challenge
(e.g. forthcoming work, difficult relationships,
leading through challenging change)?
Neuroscience of leadership
Scarlett Associates

18. Exercise – what’s the word?
gearinnl
nneerociecus
eggeamennt
nbiar = brain
Moments of insight create dopamine and
dopamine, in the right balance, is rewarding to
the brain
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19. Breaking the negative cycle anxiety creates – what can we do?
Laughter
Novelty
Give praise and
recognition
Remind people of
past achievements
Set short-term goals that
people can achieve
(generates dopamine)
Provide information –
information is rewarding to the brain
Enable people to reach
their own insights
Emotional regulation eg
‘labelling’emotions
Practise ‘mindfulness’ –
switch off the narrative
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20. The full day…
1. Neuroplasticity
2. Why our brains don’t like organisational change
3. Performance
4. The social brain
5. Staying calm under pressure
6. SCARF
7. Hints and tips on getting the best out of your brain

21. • SCARF - intrinsic motivators

22. SCARF: 5 ‘domains’ that strongly affect our engagement & focus
• SCARF:
– Status
– Certainty
– Autonomy
– Relatedness
– Fairness
Source: David Rock
As we go through:
Q1What is your SCARF preference?
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23. • Distracted
• Anxious
• Think less clearly
• See the workplace &
colleagues as more hostile
• Reduced memory
• Poorer performance
• Weakened immune system
• Cortisol/stress (destroys brain
cells)
• Positive
• More focused
• Willing to collaborate
• More able to learn
• Innovative
• Creative
• Willing to get involved
• Increased resilience
Away
Threat
Toward
Reward
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24. Status

25. Certainty

26. Autonomy

27. Relatedness: our brains are wired to be social

28. Fairness
Frans de Waal: TED Talk

29. Neuroscience of engagement
Status
Certainty
Autonomy
Relatedness
Fairness
• Affects
– Perception
– Thinking
– Memory
– Immune function
– Collaboration
– Facilitating
change
– + multiplier effect
• Distracted
• Anxious
• Think less clearly
• Reduced memory
• Poorer performance
• Weakened immune
system
• Cortisol/stress
• Positive
• More focused
• Willing to collaborate
• Innovative
• Creative
• Willing to get
involved
• Increased resilience
Away
Threat
Toward
Reward
David Rock
Scarlett Associates

30. Applying SCARF
SCARF works retrospectively, in the moment and for planning
Choose someone else to work with
1. Think of a recent interaction that did not go well – what insight
does SCARF provide?
2. What about today? Have you seen any evidence that you or
others have been in a toward or away state?
3. Now think of something coming up and where you can
use SCARF to help you in your planning: how will you
ensure everyone is in a ‘toward’ mindset?
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31. Can learning about Neuroscience make a real difference to
performance?
One day
workshop
½ day
workshop
3 - 4 months
My leader/
manager…
My leader/
manager…
6 - 7 months
B4 and after
questions around
learning goals
Phone calls,
coaching and
application
Self reporting
and hard
performance
metrics?
Upwards feedback
Level 1:
awareness and
understanding
Level 2: impact and
benefits
Level 3: observed behaviours
Level 4:
business
results
Scarlett Associates

32. Before the workshop (Orbit Housing)
1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00
I know how to organise my day to get the best out of my
brain
I understand the impact of feeling excluded at work on
employees’ ability to think
I know how to stay calm at work when under pressure
I understand the impact of the ‘threat response’ on our
brains’ ability to focus at work
I understand what distracts the brain at work
I know how to get my brain to focus at work
I know how to help others to focus at work
I feel confident that I can lead my team in a ‘brain-friendly’
way
If leaders understand neuroscience it will help them to be
better leaders
I understand the impact of micro-managing
I understand the impact of choice on the brain
I understand the impact of change on our brains
Mindfulness is an important skill for leaders
Before
Before
Strongly disagree Strongly agreeScarlett Associates

33. 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00
I know how to organise my day to get the best out of my brain
I understand the impact of feeling excluded at work on employees’
ability to think
I know how to stay calm at work when under pressure
I understand the impact of the ‘threat response’ on our brains’
ability to focus at work
I understand what distracts the brain at work
I know how to get my brain to focus at work
I know how to help others to focus at work
I feel confident that I can lead my team in a ‘brain-friendly’ way
If leaders understand neuroscience it will help them to be better
leaders
I understand the impact of micro-managing
I understand the impact of choice on the brain
I understand the impact of change on our brains
Mindfulness is an important skill for leaders
I can apply what I have learned today to my work
I believe all leaders would benefit from understanding the
application of neuroscience
As a result of today, I have more techniques to help people focus
at work
As a result of today I feel better equipped to help people perform at
their best at work
After
Before
Level 1: Learning during the first workshop (Orbit Housing)
Strongly disagree Strongly agreeScarlett Associates

34. Positive changes across 3 organisations using questionnaires
immediately before and after the workshop
Learning about neuroscience appeared to increase
confidence to lead change and to help people focus
Question)) A)) B) C) Swing)
average))
I)understand)the)impact)of)change)on)our)brains) 1.4) 1.5*) 1.25) 1.38)
I"understand"the"impact"of"the"threat"response"on"our"brains"ability"to"focus"
at"work"
1.8*" 0.85" 1.45" 1.37"
I"understand"the"impact"of"choice"on"the"brain" 1.5" 1.5*" 0.95" 1.32"
I"understand"what"distracts"the"brain"at"work" 1.5" 0.8" 1.2" 1.17"
I"know"how"to"organize"my"day"to"get"the"best"out"of"my"brain"" 1.2" 0.65" 1.65*" 1.17"
I"understand"the"impact"of"being"excluded"at"work"on"our"brains’"ability"to"
focus"at"work"
1.2" 1.2" 0.7" 1.03"
I"know"how"to"help"others"to"focus"at"work" 0.8" 0.95" 1.25" 1.00"
If"leaders"understand"Neuroscience"it"will"help"them"to"be"better"leaders" 1.3" 0.60" 0.90" 0.93"
"
Scarlett Associates

35. Level 2: Self reporting 6 – 8 weeks later showed how key aspects of
the learning were used to help implement changes
Learning(theme( %(of((
participants((
Applications(
1. SCARF( 52( • Merger%plan:%align%through%common%goals%and%
test%principles%against%SCARF%
• Team%productivity:%autonomy%and%status%
• Reorganization%roadshows:%designed%around%
SCARF%%
• Coaching:%use%SCARF%to%train%coaches%and%
structure%discussions%%
• Strategic%planning%(using%SCARF)%
• Communication%planning%about%restructure%
(using%SCARF)%
• Team%building%and%development%x%4%(both%
personal%reflection/behaviour;%“brain%friendly”%
meetings%and%SCARF)%%
• Email%communication%monitored%for%threat%vs.%
reward%
• Performance%reviews%(using%personal%insights%
and%reflection,%SCARF)%
• SelfLcoaching%using%SCARF%
2. Mindfulness(( 34(
3. In%vs.%out%groups% 28%
4. Celebrate%
achievements%
24%
5. Personal%space%and%
reflection%time%
24%
6. Threat/reward% 21%
7. ReLprioritization%of%
personal%time%
17%
8. Meeting%design% 14%
9. Dopamine%% 7%
10. Connect%with%
beneficiaries%
3%
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36. 3.00 3.20 3.40 3.60 3.80 4.00 4.20 4.40 4.60
25. Could be better at planning ahead
16. Does not always involve me when he or she should
11. Understands what motivates me
31. Sets clear meeting agendas
14. Sometimes micro-manages
34. Gives me balanced and fair performance feedback
15. Takes an interest in me
20. Encourages me to make key decisions
30. Challenges and provides stretch for me
17. Helps the team stay resilient during change
24. Helps me feel positive about progress I am making
35. Motivates people to perform at their best
8. Is good at delegating
29. Tends to get distracted at work
33. Sometimes fails to listen well
9. Makes every team member feel a valued member of the team
19. Provides clarity for the team
21. Maintains a good atmosphere at work
13. Is good at prioritising
22. Is interested in learning and development for the team
32. Discourages innovation and new ideas
7. Builds a sense of shared purpose
18. Tends to focus on what people have got wrong rather than on
28. Is fair in his or her dealings with me
10. Is open with information
27. Supports me
12. Is good at recognising good work
26. Gives me the flexibility to do the job my way
6. Makes me feel a valued member of the team
23. Stays calm under pressure
Before
After
Level 3: All
participants –
“upwards
feedback”.
(Reversed for negative
statements – higher
mean = more positive)
}5%+
Scarlett Associates

37. Individual change – feedback before and after based
on team responses to “upwards feedback”
2.002.503.003.504.004.505.00
Makes me feel a valued
member of the team
Is good at recognising good
work
Tends to focus on what
people have got wrong
Helps me feel positive about
progress I am making
Challenges and provides
stretch for me
Before
After
2.002.503.003.504.004.505.00
Builds a sense of shared
purpose
Is good at prioritising
Provides clarity for the team
Could be better at planning
ahead
Sets clear meeting agendas
Before
After
2.002.503.003.504.004.505.00
Is good at delegating
Sometimes micro-manages
Encourages me to make key
Gives me flexibility to do the
Discourages innovation and
Before
After
2.002.503.003.504.004.505.00
Makes every team member
feel a valued member of the
Takes an interest in me
Maintains a good
atmosphere at work
Supports me
Sometimes fails to listen well
Before
After
2.002.503.003.504.004.505.00
Is open with
information
Does not always
involve me when he or
Is interested in learning
& development for the
Is fair in his or her
dealings with me
Gives me balanced
and fair performance
Before
After
2.002.503.003.504.004.505.00
Understands what
motivates me
Helps the team stay
resilient during change
Stays calm under
pressure
Tends to get distracted
at work
Motivates people to
perform at their best
Before
After
Scarlett Associates

38. Team members confirm impact of leaders’ intentions
Leader What they aimed to
achieve
How perceptions changed amongst
team members
Regional
manager
• Built status by getting
people to talk more
about their proudest
moments
• Helped them analyze
their issues
• Built relatedness by
making more of an
effort to get to know
people
Makes me feel a valued member of the
team
• 73% agree before
• 92% agree 6 months later
Is interested in learning and development
for the team
• 40% agree before
• 92% agree 6 months later
Takes a interest in me
• 33% before
• 83% after
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39. Level 4: We struggled to extract hard performance data, but one
pair were convinced they generated 70% improvements in cost
performance
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40. What changed?
Understanding
that real
engagement
makes a
difference to
changing things

41. What are we going to do next?
Achieving our
2020 vision
‘Building
Communities’
through…..
real
engagement
underpinned by
coaching

42. Benefits
1. A different lens through which to look at and understand people
2. Science-based evidence
3. Confidence to tackle people issues either by confirming current
“gut” instinct or by encouraging new approach
4. Work with the physiology of the brain, not fight it
5. Greater awareness of their own thinking
6. Applies at macro or micro level
7. Leaders can apply right away – no need to wait for culture change
8. Awareness of small actions that collectively make a big difference
9. Plan the day to get best out of the brain
10. Applies at work and at home
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43. Questions?

44. Thank you!
Continue the conversation: Linkedin group: Neuroscience of
Change and Communication
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