- All Categories
- i4 Neuroleader Methodology
While taking a few days rest south of Cairns – Mission Beach to be exact – I met artist Sal Badcock, who was born in Tasmania. A trained nurse until 1988, she moved to this area 9 years ago and is fully dedicated to making the world a more beautiful place. Her colourful pieces are inspired by the abundance of life characteristic of the tropics.
“Everywhere you look there is colour and life and my paintings reflect what I see, hear and feel about this exotic paradise”, Sal says. She has exhibited in different fairs and exhibitions and does commissioned work.
Besides having a great chat about the importance of art and how relaxing Mission Beach is, Sal was kind enough to lend her guitar (she is also a musician) to my son Sacha who was desperate to play a few tunes. Thanks Sal, I appreciate the gesture. To view some of her works, visit www.salbadcock.com
While writing this blog, both of my adult children were about to jump from 14,000 feet (skydiving). Needless to say, I was trying to keep full control of my amygdala (fear centre in the brain) while this happened.
Distracting my mind was probably one of the most effective self-management techniques I could think of… They tried to persuade me to jump as well, but I must confess that even though I am not afraid of heights, jumping from a plane is not necessarily on my list of priorities in life.
I also want to thank Carlos Colina from Melbourne SBS radio who interviewed me on Sunday regarding the Brain Art Exhibition, and thanks to Jo Knox who published the article below in HR daily.
Originally Published in HR Daily on 21 October 2010 8:25am
One of the reasons why many large-scale engagement initiatives are "hit and miss" is that what is motivating for one worker might be "de-motivating" for another, says leadership consultant Silvia Damiano.
For example, research conducted by Genos International has found 53 per cent of employees are motivated by a role that involves making a contribution to society, but 47 per cent are not, she says in her new book, Engage me: Inspirational insights for leaders who want to engage.
Similarly, 43 per cent of employees are motivated when management is highly competitive while 57 per cent are not, and 58 per cent find well-established policies and procedures motivating while 42 per cent don't.
Managers need to understand the "motivational drivers" of the workers who report to them and treat individuals accordingly, Damiano says.
"Let them do whatever they want"
According to Engage Me giving workers more autonomy can boost engagement, creativity, and profits.
The Brazilian company Semco is an "interesting case", Damiano says. The company's financial information is available to all staff; everyone participates in the decision-making process; weekly meetings are open to anyone who wants to attend, but are not compulsory; and all employees receive a share of the company's net profit.
"Having a sense of autonomy or the possibility to make choices, even small ones, enhances the capacity to be creative," she says.
This is demonstrated by companies such as Google and Atlassian, which give employees pre-set "free work times".
"During these times, employees have no restrictions on what they can work on... The only stipulation is that they have to get 'something' done," Damiano says.
"It is these times, where they are basically free to do whatever they want, that end up generating up to half of the successful innovative developments for the company."
Good leadership can occur independently of a company's policies and practices, Damiano says. A good leader is one who helps his or her staff to enjoy their work, feel empowered, and develop an emotional connection.
To foster enjoyment, leaders can:
To encourage an emotional connection they can:
And to empower workers, leaders should:
Leaders can also use "random acts of kindness" to contribute to "a more harmonious, engaging and trusting workplace culture", Damiano says. Leaders can evaluate their altruism by asking themselves:
Founder & CEO
About my Brain Institute
Scientist, educator, author, speaker, coach, award-winning leadership specialist, filmmaker and creator of the i4 Neuroleader Model & Methodology.
Silvia's scientific background and curiosity about the human brain led her to a decade long journey of research into optimal brain functioning and the application of neuroscience in leadership and daily life. Her past and current roles have uniquely prepared her for the current undertaking, that of leadership activist & change agent.
Silvia Damiano founded The About my Brain Institute in 2009, with the purpose of democratising leadership & neuroscience. She has a passionately held belief, that leaders in our 21st century global economy and their organisations must radically change long-held ideas of what constitutes effective leadership
In her ground-breaking books ‘Leadership is Upside Down’, ‘Brain-Friendly Leadership’ and the 2018 documentary ‘Make Me A Leader’, Silvia provides both compelling evidence and explores the importance of leadership in our personal and professional lives and what it takes to develop the human behind the leader.
Silvia has worked in different countries, across many industries, helping teams and organisations improve business performance. Silvia’s clients have described her as a passionate, dynamic, a highly experienced speaker and master facilitator on the topics of Emotional Intelligence, Cultural Change, Neuroleadership & Engagement.
Silvia is passionate about leaving a legacy of well-rounded leaders who can act and decide in a way that better serves humanity. Her clients include Microsoft, Australian Stock Exchange, NSW Government, VISA, Fuji Xerox and Manpower amongst many other global companies.