INNOVATIONS AND INSIGHTS
BUILDING EMPLOYEE RESILIENCE WITH NEUROSCIENCE MOST EMPLOYEES STRUGGLE WITH CHANGE, BUT PROJECT LEADERS ARE IN A POSITION TO SIGNIFICANTLY IMPROVE THEIR EXPERIENCE, FOSTER RESILIENCE AND SUBSEQUENTLY ENHANCE PERFORMANCE. Source: iStock
Recent neuroscience research provides strategies that project leaders can use to assist others to maintain optimal brain fitness in the midst of change. By building a higher level of brain fitness within their organisations, project leaders can leverage the inevitable change and uncertainty inherent in project implementation as a competitive advantage rather than a stumbling block.
CREATING SAFETY AND CONTROL Human brains function best when we have a sense of safety and control. The uncertainty associated with changes in business models, organisational structure, disruptive technologies and the like – reduce both control and safety for employees.
The ability to communicate on both the informational and emotional level helps to build strong, trusting relationships and is the hallmark of an effective project leader. 6
Frequent, multi-way communications with employees, including face-to-face conversations, not only increase alignment during times of change but also create an important foundation for building resilience to changeinduced uncertainty.
DETECTING AND DEFLECTING THREATS Human brains have a built-in threat-detector that quickly picks up on any change. Each and every change is assessed to determine if it presents a danger. When people feel threatened and unsafe, there are significant neurochemical and blood-flow changes that result in less brainpower (i.e. thinking capacity) being available for higher-order thinking, memory and problem-solving. Employees gain a sense of predictability and control when project leaders provide information, clarity about what to expect, and resources for dealing with the change. This reduces the anxiety and discomfort associated with uncertainty. Given employees may have reduced capacity to ‘take-in’ new information when they are stressed, project leaders should repeat and reinforce important messages through multiple channels.
