The neuroscience of leadership

Which Moods stall Growth at your BUSINESS ?

How Mood Contagions Start and Proliferate

People do their best when they feel their best
Lorem ipsum dolor sit amet, consectetur adipiscing elit. In mi nunc, facilisis sed erat sed, interdum suscipit nisl. Donec ut ligula sed dolor accumsan placerat. Ut sed felis vitae augue condimentum viverra. Praesent condimentum magna sit amet dui interdum sodales. Ut tincidunt ipsum leo, nec hendrerit odio
Energizing our brains is a social enterprise
Lorem ipsum dolor sit amet, consectetur adipiscing elit. In mi nunc, facilisis sed erat sed, interdum suscipit nisl. Donec ut ligula sed dolor accumsan placerat. Ut sed felis vitae augue condimentum viverra. Praesent condimentum magna sit amet dui interdum sodales. Ut tincidunt ipsum leo, nec hendrerit odio
The emotional quality of communication sets the quality of your working climate
Lorem ipsum dolor sit amet, consectetur adipiscing elit. In mi nunc, facilisis sed erat sed, interdum suscipit nisl. Donec ut ligula sed dolor accumsan placerat. Ut sed felis vitae augue condimentum viverra. Praesent condimentum magna sit amet dui interdum sodales. Ut tincidunt ipsum leo, nec hendrerit odio
Bad moods arise when people feel unsafe, lack trust in others, and suffer from disappointments without having voice to resolve and rectify conditions.

When people fall into a bad mood, they flounder and passively wait for things to change. It creates a , toxic downward spiral of disempowerment 

When people get into a good mood, they energize and find a sense of personal capacity to contribute to further empowerment – to building upward spirals

High Stress 

THEME:

Deplete, exhausted, unimaginative

What the boss notices: 

You feel the tension when you enter the room.  The energy is flat, there’s no spark

How your staff feel:

Depleted, exhausted, compromised

What they’re thinking: 

This has to stop, my spouse is ticked, I’ve got other obligations

The Issue;

Whether your company is struggling to meet its numbers or growing expontntially, stress creates a corrosive effect on productivity and engagement.

What’s at stake:

If you want your people to stay fresh, creative & engaged, they need to breathe; they need ways to hit the reset button.

Ongoing stress undermines people’s health. HEalth-care costs at high-pressure companies is 50% higher than for other organizations. It is estimated that over 550 million workdays a year are lost to job stress at a cost of $500 billion

What the agile mood provides 

  • Prioritization
  • Perspective,
  • Reassurance,
  • Sense of humor & resilience
  • Revived & invigorized

Dazed & Confused

THEME:
Doubt, inaction, paralysis,  feelings of inadequcy, perplexity.

What the boss might notice: 

Lack of initiative, don’t act on clearly stated expectations, don’t seem to understand you

How your staff feel:

Baffled, worried. disoriented. turbulence, bewildered, confused. caution, cold feet

What they’re thinking:

I’ll be damned if I do, damned if I don’t” “I wish this wasn’t happening”

The Issue;

Things no longer make sense to your staff.  New actions – directives, promotions, or other changes – contradict their model of reality. They can’t kame meaning and feel confused.  They son’t know what to do or how to approach issues.  They  no longer trust their own judgment.

What’s at stake:

If you want your people to take initiative, they need to see the world as you do, to understand your decisions and direction

What the agile mood provides

  • Safety & Trust
  • Clarity & Confidence
  • Feedback & transparency
  • Re-engagement

Used & Abused

THEME:
Hurt, betrayed, apprehensive.

Silos.  Loss of trust, 

Walking on eggshells; cowed, shut-down, resentful, victimized

Scared, wary or “on-guard.”

Bullied, catch-22s, double binds

What the boss notices: 

Tension. heat, rigidity.

Staff seem withdrawn and separated into camps. Sullen, cautious, defensive & disengaged. Divisions break into silos, lack of collaboration of of “We-ness”

 How your staff feel:

Violated, shocked, offended,  taken advantage, trapped

What they’re thinking:

“No one’s got my back,” “I’m a victim,” “I’m not going to share my resources with ANYBODY” “Someone else always gets credit for my contributions,” “I’ve been burned too many times.”

The Issue;

Careless comments and cut-throat internal competition demoralizes staff, especially if “winners” took credit for the ideas of others. It fosters  hostility & envy.

Hostility can’t be expressed overtly, so it arises as passive -aggressive behavior and throwing others under the bus,

Competition is a two-edged sword; if you rely on it, you soon have invisible wars

  

What’s at stake:

Your staff will continue to look busy, but performance takes a back seat to self-protection.  Many of their actions and decisions will seem foolish or senseless.

What the agile mood provides

  • Safety and Trust
  • Communication
  • Acknowledgment 
  • Re-engagement

Dissed & Pissed

THEME:

Hurt, anger, antogonism,  hostility, smarting, prickly, vindictive, grouchy

Reactivity. Lack of creative imagination

Devaluation,  disrespect, shame, open conflicts

What the boss notices: 

Staff are withdrawn; go through the motions but  seem lackluster, without energy

How your staff feel:

Numb, duped, cynical. mutual distrust. persecuted. victimized

banished,

What they’re thinking:

They tell themselves stories that how no one cares, and they resent every rude  or judgmental comment throw in their wake.  They wish for a moment of glory.

The Issue;

Your support staff may see themselves as victims of a disrespectful culture. They may assume they will never be acknowledged  – even if they produce significant  contributions.  They can hold grudges and hold back effort

 

What’s at stake:

This is why over 60% of American workers are disengaged. You pay them a lot of salary, but let others reinforce their bad feelings

What the agile mood provides

  • Safety & Trust
  • Dignity, value & inclusion
  • A sense of mattering
  • Re-engagement

Cut-Throat –
(Eat or Be Eaten)

THEME:

A “caste system” with stars and chumps.  Arrogance, Disrespect for others, “I’m great but everyone else is a loser”

 What the boss notices: 

A sense of foreboding. Staff hint at disdain for the company management or direction, or disdain for the decisions of their managers.

A climate of humilitation among half the staff, countered by complaints and demands for more from the favored class, who always want more support

How your staff feel:

Isolated, wary, defensive 

What they’re thinking:

I don’t get enough support, the staff aren’t smart enough, I could do so much better, I deserve better, I could run this company better.”

The Issue;

People of both classes take comfort by criticizing management among themselves.

What’s at stake:

When you create an “achievement at any cost” culture, and give away resources to top producers, you pay a higher cost than you imagine.  A sense of injustice arises that depletes the goodwill of your rank and file.

When sadness settles in, creativity and innovation fly out the window

When people’s natural motivations and contributions go unappreciated or criticized, they lose the fun of contributing to the cause

What the agile mood provides

  • Safety & Trust
  • Reassurance
  • Transparency
  • Re-engagement

Clear, two-way communication of expectations 

Discouraged

THEME:

Manipulated, unimportant, Invisible, no chance to advance,  no control over one’s future

What the boss notices: 

There’s a sullen mood of dread.  no one acknowledges it, but people hold on to old resentments and forgotten actions

How your staff feel:

Betrayed, wary, resentful, sad, lack of justice, duped, set-up, cheated, defrauded, swindled

What they’re thinking:

“What’s next?” “Anything I say can and will be used against me;” “No good deed goes unpunished here.”

The Issue;

Your people used to trust management, but feel they got sold out.

If you don’t know what you’ve left behind in your wake, you may find bad moods fester and spread. 

What’s at stake:

What the agile mood provides

  • Safety & Trust
  • Encouragement
  • Curiosity
  • Re-engagement

Despair

THEME:

Hopeless resignation; grim and gloomy, despiritied, lost

Groupthink, toe-the-line, no room for autonomy or independent thought

What the boss notices: 

A sullen, sinking  energy in the room.  It feels like someone threw a wet blanket on you if you enter the room in a good mood.

Despair and resignation arise when staff feel powerless, to express their mood, and powerless to change the mood.  You can feel the energy drop in your own body when you walk into a room of people with a resigned mood.  Everyone is numb, with no emotional energy.

How your staff feel:

Jealousy, envy, dejection, angry,  moody, depressed, cheerless

What they’re thinking:

“There’s no hope; no one, not even God, can change this.”

The Issue;

Despair arises when there is  favoritism, especially when those who are rewarded are known as poor performers, kiss-ups or manipulators.

Staff stop caring if they feel they are playing a rigged game, and begin to feel contempt for leaders whose choices make no sense to them

 People came on board with high hopes, but feel disabused of those expectations.

People may behave as a team, but the simmering resentments and hopelessness kill off openings for mutual regard, affection and inspiratioin

What’s at stake:

What the agile mood provides

  • Safety & Trust
  • Reassurance
  • Hope & engagement
  • Re-engagement