NLI

Performance

The conventional wisdom says that performance comes down to how employees are rated and paid. But the science suggests that it’s really a matter of the quality of conversations being had.

That’s because conversation is the linchpin of performance, connecting everything from goal setting to everyday feedback to career conversations, from talent strategy down to manager capability.

Rob Ollander-Krane, Director of Talent Planning and Performance at Gap Inc.

NLI

Case Study

Cigna recently took a measured and thoughtful approach to transforming performance management. Instead of ratings, the leading healthcare firm emphasized changing mindsets and improving the frequency and quality of conversations.

The voluntary coaching program had 92% participation across 4500 managers and won a Brandon Hall award for Best Advance in Corporate Culture Transformation.

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Thought Leadership

Ratings, conversations, bias, and more.

Your Brain at Work

Why Transparency Is the Secret to Improving Employee Experience

Management transparency has been shown to boost employee engagement, performance, and creativity. But how does transparency drive employee experience?

Strategy + Business

Using Neuroscience to Make Feedback Work and Feel Better

Research shows that using feedback is how organisms — and organizations — stay alive. Here’s how leaders can make the most of the anxiety-producing process.

Your Brain at Work

The Secret to Workplace Satisfaction Is Surprisingly Simple

Employees that have their social needs met are more likely to feel engaged in their jobs and less likely to look for greener pastures elsewhere.

Your Brain at Work

How Microsoft Transformed Its Approach to Feedback

Microsoft turned to the NeuroLeadership Institute to enlist our help in designing a new approach to feedback — one grounded in the neuroscience.

NLI Journal

Getting to a Culture of Feedback

A science-based strategy to improve performance at scale.

Research

NLI

Research

Feedback is traditionally given and structured. This makes feedback a threatening situation — and as new experimental research shows, it’s uncomfortable for the giver and receiver.

This leads to more imprecise feedback, given less. The switch: getting to a culture of asking for feedback.

Working with NLI, Microsoft has started the journey — and it’s already creating huge changes in the tech giant.

For more Performance research, see the NeuroLeadership Journal, including in-depth scientific articles on feedback, engagement, and rewards.