Business and Family Performance Management

Thank you and welcome to the TCB Solution’s Neuroscience Climate Change for Teams, Family Business and Boards presentation. I would like to acknowledge this as being accredited by Climate Change Co Pty Ltd. With in-excess of twenty-five (25) years of robust global research, peer review and testing,  NeuroPower has distilled a significant body of neuroscience and psychology research into a succinct framework, called RELISH. The framework concisely illustrates how our brain absorbs, interprets and facilitates reaction to the vast environment we live in today. More importantly, the RELISH framework helps us to understand how the human brain has evolved to enable us to survive and thrive as a species. In more recent times, the Climate Change for Teams process has provided further validation for the RELISH framework by statistically assessing RELISH in teams. Climate Change for Teams helps teams, Family Business and Boards to understand how they can evolve and thrive in our complex environment. As the foundation platform of Climate Change for teams, RELISH outlines the six (6) Social Cognitive Needs which are

• Relevance
• Expression
• Leading the Pack
• Interpersonal Connection
• Seeing the Facts
• Hold the Vision

Following are short explanations of each of these Social Cognitive Needs that I have recorded to provide you with an overview of what they are and how they apply. I urge you to view these to gain insight as to how they may apply to your specific circumstance then I look forward to speaking with you to ascertain how we can add value to your team, Family Business or Board.

In the beginning humans lived in tribes where roles and responsibilities were divided up among the group. Initially this was to ensure survival however, over time, this cooperation enabled the tribe to produce more, be more secure and thrive. We developed an awareness of where we were of most benefit to the tribe and how we added value through our own abilities. This sense of belonging calmed us and provided a sense of worth and security. If our “position” was disturbed we experienced fear and anxiety. Neuroscience says our diversity now sees us as being part of numerous tribes i.e. work, social and community. While our survival does not depend upon being members of these tribes neuroscience clearly shows that the same areas of our brains that respond to physical pain are triggered if we are excluded from a group. Therefore, through the development and allocation of clear roles and responsibilities, the group “norms” facilitate an environment where the group thrives. What this means for teams is that team cohesion and performance is established and maintained because all members identify with a common purpose and understand their individual roles and responsibilities within the team. This builds team resilience to perform well under a range of circumstances. If there is too much the team is very rigid in attitude and practice. Collectively the team resists new and dynamic ways of performing its function and follows rules and procedures to the letter. The team also avoids change. If there is too little individuals do not identify with the team or the organisation. This lack of purpose and interest results in frustration, worry and anxiety. The team becomes highly risk averse and focuses on poor processes and perceived inequity. When the balance is just right there is a collective understanding of individual roles and responsibilities therefore challenge and support each other for the greater benefit of the team. Team members are loyal and committed to each other and the delivery of positive outcomes. While the team sticks to rules, procedures and processes they readily embrace change and new ways of performing their function providing it supports and benefits the team.    

In the beginning expression was about survival in relation to danger and where to find food, shelter and safety from the elements. As we evolved we started to express our thoughts and ideas, which sometimes led to anger and conflict. However, as we came to understand and accept these differences, the group became more creative, innovative and motivated leading to the tribe becoming larger, stronger and more able to thrive and succeed under a wide range of circumstances. Neuroscience says that in today’s society we have the same need to express ourselves and our ideas so we can adapt to the environment. When we control or mask our expressions and emotions we use the parts of our brain that are responsible for higher thinking and problem solving. This area is called the front lobe and only has very limited processing capacity. This means that when we are masking our emotions we have less capacity to do the thinking necessary to perform well in our work. However, when we are in a safe and secure environment we don’t feel the need to “mask” and are more able to express ourselves. This frees up the capacity of the frontal lobe and leads us as individuals and the team to be more innovative. What this means for teams is that each member can perform to their potential and is comfortable to engage and fully participate. The team freely exchange ideas and have a healthy respect for each other. The team is also curious and because the environment supports new ideas and creativity they are prepared to experiment. If there is too much conflict and aggressive or melodramatic behaviours are more prevalent leading some to avoid expression (masking), tabling of ideas and the discussion or challenging of ideas. Team cohesion, innovation and creativity is reduced significantly as the team is emotionally charged and constantly distracted by novelty. If there is too little the team’s “social norms” prevent expression and people tend to comply with the status quo. The team doesn’t feel safe to be creative or innovative therefore the team does not perform to its potential. When the balance is just right individuals and the team know how to moderate (not mask) their emotions, while being comfortable to express their ideas or feelings. They are also very willing to listen to, discuss and challenge the ideas put forward by others. Creativity and innovation flourish, failure is accepted and learned from and the team is one step closer to high performance.

In the beginning early man, as an individual, was vulnerable and insecure however in a group they were safe and strong. When a leader emerged, organised the group and delivered clear instructions the tribe became very powerful. Successful tribes had leaders (Chiefs) who focused and directed individuals on a common and collective goal. To motivate people in their role (as either warrior, hunter, or builder), it was important to alig the goals of the individual with the goals of the tribe, and then recognise and reward them for their contribution. Neuroscience says successful individuals and teams have clear, shared goals to keep them focused and motivated. Research has found that regardless of the size or complexity of the goal, our brain believes it is part of our self being to achieve the desired outcome. Conversely, a lack of clear goals demotes motivation and reduces performance. Our brain actually perceives failure to reach a goal in the same way as it does the loss of a highly valued possession. Achieving our goals and being positively recognised within the group releases Dopamine (a neurotransmitter associated with pride, satisfaction and pleasure) and the hormone Serotonin, which makes us feel good, have positive moods and become more resilient. What this means for teams is that by providing clear goals that are aligned with the needs of the group and its individual members the team performs at a high level. This is evidenced as high energy, a collective motivation to achieve and the delivery of high performance outcomes. If there is too much the team is likely to become highly competitive and aggressive towards each other to the point of bullying. This behaviour sees individuals seeking to obtain their outcomes by adopting a win / lose attitude to tasks and functions. If there is too little the team lacks energy, motivation and focus resulting in a focus on irrelevant or unimportant tasks. The team and individuals are disengaged from each other and the organisation. When the balance is just right the team has an outcomes and achievement orientation, celebrates milestones and recognises the contribution of individuals. The team is energetic, creative and enthusiastic as well as being adaptable to changing circumstances.

In the beginning people formed bonds and empathised with each other leading to a sharing of ideas, resources, experiences, skills and knowledge.  Through these strong bonds tribe members were better able to understand each other and what their individual strengths were. People began to utilise the strengths of each other and the tribe became increasingly more prosperous, safe and powerful. Neuroscience says love and empathy are essential for maintaining strong bonds in all forms of groups (family, business, sporting, military, social and work). Humans are wired to have empathy for, feel connected with and love the people we have a strong bond with. Neuroscience has shown that our brains are equipped with a specific type of cell called ‘mirror neurons’ that help us to understand, connect with and experience what others are experiencing. When we watch another person hit their finger with a hammer for example the same parts of the brain light up in both the person watching and the person hitting their finger. Furthermore, our brains also have a neurotransmitter called Oxytocin that is released when we connect with people we care about and which generates feelings of love, sympathy and forgiveness. When teams have this strong common bond they feel valued, appreciated and connected enabling them to leverage each other’s individual unique strengths to maximise the outputs and benefits to the team. What this means for teams is that once achieved this interpersonal connection enables all members to genuinely support and care for each other for mutual and team benefit. The team rallies around when the pressure is on and willingly takes up the slack when a team member is falling behind, ill or absent. They leverage off each other’s strengths and genuinely love spending time together. If there is too much team members become too dependent on others and inappropriate social behaviours become evident. Individuals engage in emotional interactions and develop perceptions of others (internally or externally to the team) that become harmful to the team. The team focuses on the individual’s feelings and there is a reluctance to push themselves or others outside the comfort zone to enable the team to achieve its objectives. If there is too little individuals undervalue the contribution of others and there is no understanding of or willingness to identify and connect with the strengths of others. When the balance is just right there is respect, trust and rapport within the team. There is also a deep understanding of individual strengths and a willingness to collectively leverage these for the benefit of the team. The team has a genuine ethos of supporting and looking out for each other.

In the beginning individuals and the tribe utilised their five senses (sight, hearing, touch, smell and taste) for survival e.g. finding the best food, identifying poisonous or beneficial plants and safe locations). Over time these observations and learnings were passed down through the generations. This wisdom was also built on and refined by each generation in response to their specific environment (e.g. Australian aborigines learned how to water divine). By being able to see facts as they related to the circumstances and environment the tribe became more resourceful, powerful and resilient. Neuroscience says we now have such a volume and diversity of data constantly available that we need to quickly identify the facts that relate to our reality. We also have developed the need to track our progress. The old adage of “we have to see it to believe it” has foundation in neuroscience as we constantly use our senses to source facts and our sight is the predominant channel. Neuroscience research reveals that 50% of our brain is dedicated to receiving the volume of “feedback”. We now place a very high importance on making decisions based on our own “feedback” including tracking our progress to ascertain how we are going. If this process is unavailable or absent, we lack motivation because we cannot see improvement or accomplishment. What this means for teams is that through the access and interpretation of data, the making of decisions and tracking of progress including outcomes, we  continually learn and improve. If there is too much teams over analyse the data and over think the situation. People become unwilling to share information and over-engineer work. Team relationships become secondary to the data, which leads to individuals working in “silos” If there is too little teams have a disregard for data and information and lack appropriate systems or processes for tracking or monitoring progress. Each situation or task is perceived as being “unique” with little to no regard to external realities. Team members constantly feel overwhelmed by every situation and the associated data. When the balance is just right teams willingly exchange their knowledge, experience, skills and information to assess current and new situations or tasks. They quickly sort and priortise the data and develop tracking / monitoring processes resulting in the eventual output being more accurate while achieving a very effective utilisation of available resources.

In the beginning the tribal Chief had a sophisticated ability to see the future possibilities available to the tribe and how it could prosper, become more powerful or prepare for disaster. This ability incorporated wisdom, knowledge and insightfulness from members of the tribe for the benefit of the tribe. The Chief was also able to marshal the tribe to share and celebrate this VISION, which generated new insights and a group wide sense of hope. People all knew where they fitted within the vision, where they were going and felt safe and confident to face the challenges of the unknown. Neuroscience says that by visioning (or visualising) the future or future activities, areas of our brain (Anterior Cingulate Cortex and Amygdala) are stimulated. This is the area of the brain we use for recalling the past. This is extremely powerful because the future and past appear as one (e.g. a golfer or goal kicker visualises the process first before actually undertaking it). This visioning enables us to share the desired outcome and collectively determine the most effective way of getting there. What this means for teams is that by sharing a clear vision of the future, fostering a sense of hope and optimism and promoting a sense of confidence in the team they are more likely to achieve their outcomes. If there is too much the team’s goals become idealistic and can be very unrealistic. There is no focus on practical outcomes and the team expends considerable energy on concepts rather than reality. Individuals become withdrawn from the team, its purpose and its functions. If there is too little the team has a propensity to focus on immediate, functional issues that of little importance or relevance to the vision. They lack direction and are unable to develop their own purpose or vision, which can lead to an entrenched sense of hopelessness. When the balance is just right teams have a high sense of direction and purpose. They have a clear vision of the team’s future and are confident in their ability to enact a positive future for the team. When the team is under pressure or facing adversity there is confidence in the individuals and the collective team that they will prevail.