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The Brain-Based Boss: Adding Serious Value Through Employee Engagement


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Are you a leader in the workplace? Guess what? You cannot motivate anyone. But you can create the conditions within which others motivate themselves. The tiniest change in circumstance can have big impacts on people’s behaviour. By unleashing the secrets of the brain in the workplace, leaders will be able to develop an engaged and high performance workforce. I've written ‘The Brain-Based Boss’ to help all leaders, from those who work at the coal face to those at senior management level, to achieve those objectives.

Based on five proven principles of brain science, ‘The Brain-Based Boss’ is a book of practical workplace-ready tools for leaders who want to motivate their staff to motivate themselves and to contribute to their own personal and professional success.

Written in a user-friendly and engaging style, ‘The Brain-Based Boss’ aims to teach leaders how to encourage their staff to: exhibit greater self discipline; develop a growth-oriented mindset and a goal focused approach to their work and to spend a greater proportion of their working day in an optimal productivity state of “flow”.

Here's an email from a happy learner at one of my recent seminars:

"Just thought you might like to know that your seminar at Ellerslie a few weeks ago has helped transform our company in terms of building and keeping an effective team.

As a direct result of that presentation we’ve got our recruitment brand together by hiring recruitment agencies, introducing a new pay scale with more room for advancement, and we’re shortly going to complete a renovation of the office so that we look the part.

Based on your example of the Hawkes Bay telco setting up an international exchange programme to help motivate and keep their Gen Y employees, I’m off to London in a couple of days to set up an office there. As well as being a great incentive to work at Keedup, it will solve multiple problems we’ve had in Auckland staffing our night shift. The power of this idea has already been demonstrated, with one excellent employee deciding to stay with us rather than accept another job offer at higher pay because she found the idea of working in London so exciting.

There are numerous other measures being taken with regards to office culture, giving regular feedback and making the company more inclusive in day to day operations.

I am a chronic sceptic of business seminars and the slightly evangelical feel that many of them have. Your presentation was focused on practical ideas from the real world, and all the better for it. Thanks for the effort you put in to make it that way, and thanks also to Andy Martin at the BNZ for making sure I got there.

Kindest regards
Kevin Townsend
CEO, KeedUp.com

PS, please feel free to use this by way of an endorsement"

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Click here to read an article in the National Business Review 8/02/13 citing my book, "...should be compulsory reading for everybody - not just the HR dept."

Review - Employment Today March / April 2013

"A great addition to the library of any organisation..."

Here's a reference to the book in the National Business Review's 'Heartland' column on 18 January 2013 by Jacqueline Rowarth, the Professor of AgriBusiness at the University of Waikato.

Here's a customer review from fishpond:

"Easy to read, written with New Zealanders in mind, it helps build the general knowledge around engagement and how it can benefit the manager and the company." - Matt Draper, Northern Regional Manager, CourierPost

“Terry came to Nelson and presented to close to 200 of our clients. Even though the topic was potentially a little dry, Terry made the presentation fascinating and entertaining. Terry is a fantastic, entertaining speaker and the feedback we got from our clients was excellent. Thanks Terry for a great show on such an important subject”. - Gilbert Robertson, Robertson Chartered Accountants

Actively engaged employees choose to do more than they have to. Unengaged employees only do what they have to. They show up. They’re ‘present.’ Disengaged employees are seeking work elsewhere, appropriating or even sabotaging resources and badmouth you to others. What percentage of employees on average do you think are in each category?

Engaged = 26%
Present = 46%
Disengaged = 28%

Ouch! But does it matter? A 15% increase in engagement correlates to a 2.2% increase in operating margins. Higher engagement means lower staff turnover, lower absenteeism, higher customer satisfaction, better safety records, higher quality and more efficient productivity, and less theft by staff. Yes it matters! A ten percent increase in engagement leads to an average increase in earnings of $NZ12130 per employee.

Become A Brain-Based Boss

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So, in your efforts to create the conditions supporting your team’s motivation and engagement, how can you develop yourself and those you lead to:

  • Exhibit greater self-discipline and perseverance, the top two factors that contribute to personal and professional success?
  • Maintain a growth-mindset rather than a fixed-mindset, leading to a greater openness to innovation, challenges and problem-solving?
  • Balance optimism with pragmatic pessimism to keep people enthused yet realistic?
  • Take a more effective approach to making decisions resulting in better long-term choices and less regrets?
  • Spend a greater proportion of their working day in the optimal productivity state of ‘Flow’?
  • Manage the physical environment to support your leadership when you can’t be there?
  • Deliver feedback in the most useful way that people are more willing to hear and act upon?
  • Challenge assumptions and prejudices to break down obstacles and objections to change in your workplace?
  • Influence the behaviour of others towards more positive long-term outcomes?

 

Review - Auckland Chamber of Commerce's Innovate Magazine Dec 2012:

The book as recommended by the New Zealand Institute of Chartered Accountants' Journal:

“Outlines practical strategies for each principle that can be used to motivate people and contribute to your own success.“ – New Zealand Institute of Chartered Accountants Journal – March 2013