1. The Three Brains of Management
How to create employees that believe in your company and goals
Dr. Nikolaos Dimitriadis

2. In January 2013 the EU pledges 500m Euros to the Human Brain Project.

3. In April 2013 the US pledges 100m Dollars to the Brain Initiative.

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

5. HOW DO YOU INCREASE PRODUCTIVITY AND PROFITABILITY?
In essence how do you make sure that people do their best at work?

6. TRAINING
INVESTMENT
COMMUNICATION
MOTIVATION

8. POLE DANCING
CORPORATION
Better moves - Training
Better clothes - Investment
Better talk - Research
Better choice - Targeting
Better clubs - Network
Better name - Branding

9. What worked best?
No-one was aware 9

10. No-one was aware 10

11. Earnings per shift: 185 USD Earnings in ovulation per11

12. NO PARTICIPANT WAS AWARE OF THIS FACT12

13. You might say that the

14. Is it really different in more ‘serious’ business situations?14

15. It seems not

16. 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. 16

17. Our Behavior is Guided by Hidden Forces
We first need to understand these forces and how they affect decision making and then to use them to improve our organization and management. Where these hidden forces come from? How did they come about?

18. But maybe it is not just
evolution

19. … which we don’t understand
… making huge mistakes everyday in our decision making process…

20. “Imagine what you can buy with 1,000 extra euros!”
Your company offers you 1,000 euros as bonus if you achieve specific objectives. Which message would appeal to you?
“Imagine what you can buy with 1,000 extra euros!”
“1,000 euros can help you feel more secure!”
“Your company recognizes your achievements!”
Double standards!

24. Has clear and strong goals (self interest) … and knows why!
Do you play the lotto?
Has clear and strong goals (self interest)
… and knows why!
Calculates cost/benefit of all actions
… and decides and behaves accordingly
Any irrationality leads to mistakes

25. “Live long and prosper”

28. Each part has its own responsibilities

29. Years 500m m k

30. - 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.

33. Necessary information
CLEAR MESSAGE
Directions and goals
Don’t confuse
Necessary information

35. STRONG EMOTION PERSONALIZE IT HOLISTIC APPROACH CREATE, DON’T SHOW
OPEN A WIDER STORY BUT A PERSONAL ONE
HOLISTIC APPROACH
CREATE, DON’T SHOW

37. MAKE IT EASY
SET UP THE SCENE
REMOVE THE OBSTACLES
CREATE HABBITS

38. An Internal Communications Model: The Three Brains of your Company

39. The DNA THINK-FEEL-DO Model

40. In essence, we want to identify and shape…

41. What do your employees THINK?
(information on key issues, knowledge and understanding of roles and procedures)

42. What do your employees FEEL?
(current emotional state of the company)

43. What do your employees DO?
(participation and behavioral patterns)

44. So, welcome to our Internal Communications
RESEARCH OBJECTIVES

45. A. THINK RESEARCH OBJECTIVES B. FEEL RESEARCH OBJECTIVES C. DO
Awareness of big and direct picture
Understanding of roles and procedures
B. FEEL
RESEARCH OBJECTIVES
Evaluation of current emotional state of the company
Identification of key emotions
C. DO
RESEARCH OBJECTIVES
Identification of behavioral habits
Reveal participation in company and external programs
D. IC and Special Issues
RESEARCH OBJECTIVES
Assess current status and specifics of IC including needs, sources and tools. Examining special issues.

46. 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.

47. 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?

48. THINK FEEL DO DISASTER ZONE
Organizations in the disaster zone need to RADICALLY rethink their whole model

49. THINK FEEL DO DIFFICULT ZONE
Organizations in the difficult zone need to FAST improve their practices

50. GOOD ZONE
THINK
FEEL DO
Organizations in the good zone need to retain good practices…
… and have one way to go

51. THINK FEEL DO GREAT ZONE
Organizations in the great zone are excelling in all areas

52. And there is a Tool Box to achieve our
TFD New Objectives

53. Organizational Motivational Materials Electronic
Vision, Mission, Values
Task-force teams
Strategic workshops
New procedures/projects
HR policies
Feedback, suggestions mechanisms
Staff-targeted rotation …
Motivational
Team building events
Task academies
Competitions and awards
Corporate events
Periodical top-down messaging
Staff recognition in public
Staff participation in decisions …
Materials
Code of conduct booklet
‘Who we are’ leaflet
Posters, stickers, wallpapers
Office materials and props
Corporate videos
Uniforms, office-wear
Forms, templates and layouts
Newsletter …
Electronic
Internal portal s
Pop-ups
Video announcements
Interactive games
Internal social media
Online surveys
E-newsletter …

54. Ultimate Goal

55. Case-in-point 1

56. Key Issues from interviews
1. Lack of Strategy Awareness
2. High distance between company and employees
3. Inadequate information dissemination
4. Low Employee Involvement

57. Case-in-point 2

58. Key Issues CURRENT SITUATION 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

59. Key Issues DESIRED SITUATION 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

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

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

63. The Three Brains of Management
How to create employees that believe in your company and goals
Dr. Nikolaos Dimitriadis