How do you reach a hundred and 20 thousand people, or five million people in a year with your ideas? It seems like an awful lot of scale for a handful of people. Andsi this has been a big question for us for the longest time. How do you scale but not lose the impact? We're really happy without our process there wenow what we do as we define a few key habits people need to build. Of a thousand people, 500 of them now have a habit that they're really applying at least one.
What’s going on in our brains when we have breakthroughs? Why do some of our most basic work habits and norms exhaust our minds rather than light them up? If feedback is essential for cognitive development, why can it freak us out and set our teeth on edge?
These are some of the big questions David Rock, CEO and co-founder of the Neuroleadership Institute, ponders all of the time. David believes that if we can increase our ability to think well at work (since, spoiler alert, most work is thinking work) and bake more neuroscience into the workplace, we can be more effective, build better habits, and have better interactions within our teams and organizations.
In this episode of Brave New Work, Aaron Dignan and Rodney Evans ask David all about how brains behave at work.
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