Join us for Episode 9 of "Neuroscience and Humans at Work," where Clive and Vic dive deep into the fascinating world of leadership, self-awareness and the brain. After a brief friendly catch up, the two explore how the frontal cortex, the brain's centre for higher cognitive functions, empowers us to take ownership of our behaviours and decisions.

Clive and Vic discuss the critical role of the brain's frontal cortex in self-awareness. This part of the brain is essential for executive functions such as planning, decision-making, and moderating social behaviour. By understanding how the frontal cortex works, we can better appreciate its impact on our ability to reflect on our actions and make conscious choices.

Clive offers insights into effective leadership by breaking down the three dimensions of individual identity:
1. What do I believe I am? - Understanding our self-concept and intrinsic values.
2. How do I put myself out there? - Examining how we present ourselves to the world and the authenticity of our interactions.
3. Who do I impact? - Reflecting on the influence we have on others and the broader community.

Clive emphasises that leaders must invest time in their internal processes to align their actions with their beliefs and values. This self-investment leads to more authentic and impactful leadership.

Film Recommendation: Inside Out 2
In a lighthearted segment, Clive references the film "Inside Out 2," praising its insightful portrayal of emotions and their influence on behaviour. He recommends this film to everyone, suggesting it offers valuable lessons on understanding and managing our emotions—a key component of both personal and professional development.

Tune in to "Neuroscience and Humans at Work" for an enlightening discussion that bridges the gap between brain science and practical leadership strategies.

Neurodiversity in the Workplace

Welcome to the latest episode of Neuroscience and Humans at Work Podcast series!

In this episode, we delve into the important topic of neurodiversity, exploring "labels" such as autism and ADHD, and how fostering diversity can greatly enhance the workplace.

Clive shares insightful recommendations for employers on how neurodiverse individuals bring unique intelligence and creativity to their roles. Victoria introduces the concept of "slowing down to speed up," illustrating how this approach can be beneficial in creating an inclusive environment.

Additionally, Clive discusses outdated employment models and the significance of self-awareness, emphasising the importance of investing in the right education within a business to ensure inclusivity. Tune in for an enriching conversation on how to create a workplace where everyone can thrive.

Introducing Episode 7 of the Neuroscience and Humans at Work podcast, we embark on a journey into the realm of high performance in the workplace. At first glance, we marvel at the concept of high performance until we see that beneath the surface can lie a delicate balance between peak performance and burnout.

We confront the question: When do we truly need high performance? What does it actually mean for you and your organisation? In the legal world, the notion of high performance often equates to lofty objectives and relentless pursuit of success. How do you measure it?

Drawing parallels to the world of sport, we recognise that high performance is not a stroke of luck but a product of meticulous preparation and unwavering dedication. Just as athletes meticulously train before stepping onto the field, so too must professionals cultivate the right conditions for peak performance in the workplace, when they need it.

Central to understanding the concept of high performance is an understanding of the human intelligence system contained in the body and brain. When these elements harmonise, individuals enter a state of flow, where focus, belief, and commitment converge on the task at hand. Yet, sustaining this state demands more than sheer willpower; it requires an understanding of the body's energy rhythms and the art of recovery.

In the corporate arena, the temptation to equate high performance with perpetual achievement often prevails. However, our conversation challenges this paradigm, advocating for a balanced approach that acknowledges the ebb and flow of energy. Just as Olympic athletes meticulously optimise their performance, organisations must embrace cyclical rhythms to sustain peak performance.

Ultimately, the pursuit of high performance transcends mere objective-setting; it necessitates a holistic reimagining of organisational culture—one that honours the rhythms of the human spirit and fosters a culture of resilience and renewal.

Join us as we unravel the mysteries of high performance and chart a course toward sustainable excellence in the modern workplace.