The Three Brains of Management

Dr. Nikolaos Dimitriadis

How to create employees that believe in your company and goals

In January 2013 the EU pledges 500m Euros to

the Human Brain Project.

In April 2013 the US pledges 100m

Dollars to the Brain Initiative.

Trend: Numerous books, seminars, events, associations, studies and agencies on neuroscience in economics, marketing and management.

HOW DO YOU INCREASE PRODUCTIVITY AND PROFITABILITY?

TRAININGTRAINING

MOTIVATIONMOTIVATION

INVESTMENINVESTMENTT

COMMUNICATIOCOMMUNICATIONN

Better moves - TrainingBetter clothes - InvestmentBetter talk - ResearchBetter choice - TargetingBetter clubs - NetworkBetter name -Branding

POLE DANCING CORPORATION

What worked best?

Earnings per shift: 185 USD

Earnings in ovulation pershift: 335 USD

NO PARTICIPANT WAS AWARE OF THIS FACT

Is it really different in more ‘serious’ business situations?

Corporate Behavior

- Holding a heavy clipboard when interviewing candidates, interviewers are more likely to view the applicant as having gravitas and behave accordingly.

- Sitting on a hard chair when negotiating the price of a car will make you negotiate harder.

- Holding a hot cup of tea when meeting someone will make you behave more

warmly disposed towards them than if you are holding an iced drink.

Our Behavior is Guided by Hidden Forces

evolutionevolution

… which we don’t understand

Your company offers you 1,000 euros as bonus if you achieve specific objectives. Which message would

appeal to you?

1.“Imagine what you can buy with 1,000 extra euros!”

2.“1,000 euros can help you feel more secure!”

3.“Your company recognizes your achievements!”

Has clear and strong goals (self interest)… and knows why!Calculates cost/benefit of all actions… and decides and behaves accordinglyAny irrationality leads to mistakes

Each part has its own responsibilities

Years 500m 200m 100k

- Only 5% of the total brain activity is on the third brain. - There are 10 times more messages

transmitted from the second brain to the third than vice versa.

CLEAR MESSAGE

Directions and goals

Don’t confuse

Necessary information

STRONG EMOTION

PERSONALIZE IT

HOLISTIC APPROACH

CREATE, DON’T SHOW

MAKE IT EASY

SET UP THE SCENE

REMOVE THE OBSTACLES

CREATE HABBITS

An Internal Communications Model:

The Three Brains of your Company

The DNA THINK-FEEL-DO Model

In essence, we want to identify and shape…

What do your employees THINK?

(information on key issues, knowledge and understanding of roles and procedures)

What do your employees FEEL?

(current emotional state of the company)

What do your employees DO?

(participation and behavioral patterns)

So, welcome to our Internal CommunicationsRESEARCH OBJECTIVES

A. THINK RESEARCH OBJECTIVES

B. FEEL RESEARCH OBJECTIVES

C. DORESEARCH OBJECTIVES

D. IC and Special IssuesRESEARCH OBJECTIVES

Awareness of big and direct pictureUnderstanding of roles and procedures

Evaluation of current emotional state of the companyIdentification of key emotions

Assess current status and specifics of IC including needs, sources and tools. Examining special issues.

Identification of behavioral habitsReveal participation in company and external programs

Research Considerations

• Our TFD research can include survey (online,

offline), focus groups and management interviews.

• Since the research itself ‘communicates’, extra

care is taken of how it is organized, promoted,

conducted and its results revealed.

Key strategic challenges are identified and explained.

• How Think, Feel and Do score and compare with each other?

• Which key issues arise as a cross-section of TFD and how

can they be addressed?

• Are there any groups within the company that need special

attention?

THINK FEEL DO

DISASTER ZONE

Organizations in the disaster zone need to RADICALLY rethink their whole model

THINK FEEL DO

DIFFICULT ZONE

Organizations in the difficult zone need to FAST improve their practices

THINK FEEL DO

GOOD ZONE

Organizations in the good zone need to retain good practices…

… and have one way to go

THINK FEEL DO

GREAT ZONE

Organizations in the great zone are excelling in all areas

And there is a Tool Box to achieve ourTFD New Objectives

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ElectronicInternal portalEmailsPop-upsVideo announcementsInteractive gamesInternal social mediaOnline surveysE-newsletter…

OrganizationalVision, Mission, ValuesTask-force teamsStrategic workshopsNew procedures/projectsHR policiesFeedback, suggestions mechanismsStaff-targeted rotation…

MotivationalTeam building eventsTask academiesCompetitions and awardsCorporate eventsPeriodical top-down messagingStaff recognition in publicStaff participation in decisions…

MaterialsCode of conduct booklet‘Who we are’ leafletPosters, stickers, wallpapersOffice materials and propsCorporate videosUniforms, office-wearForms, templates and layoutsNewsletter…

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Ultimate Goal

Case-in-point 1

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Key Issues from interviews

Case-in-point 2

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Key Issues

Sustainability is:

thinking recycling, resource conservation and energy saving

feeling positive but also restricted and that someone else has the responsibility to lead

doing some steps towards entry level sustainability behavior but could do more

CURRENT SITUATION

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Key Issues

Sustainability should be:

thinking green but also thinking business and society in an educated manner

feeling positive but also feeling enabled, empowered and ready to lead

doing something but enhancing it and expanding the scope and reach of sustainable behavior

DESIRED SITUATION

Few of our TFD partners in the SEE region (past and present)

Let’s explore together the three brains of YOUR COMPANY!

The Three Brains of Management

Dr. Nikolaos Dimitriadis

How to create employees that believe in your company and goals