If you follow the business news, you’ve probably noticed the word neuroscience being used more frequently over the past year or so.It’s something of a “buzz” word out there and it has been used in connection with many areas such as the law courts and the military, as well as business. It is gaining more traction and there are several fields where the term “neuro” precedes a common business term – like leadership, coaching, teaming, economics and marketing.What do these terms mean – and should you be using them in your business?
This is the term used by business coaches who incorporate elements of neuroscience into their training and coaching programs. Often these programs are aimed at executive leadership as these people are usually the key decision makers and are in charge of large teams of people.Neurocoaching essentially shows leadership how an understanding of how the brain works can help them in their business.Now, the brain is incredibly complicated and scientists still finding its workings hugely challenging, but there is now a wealth of information out there to use. This is mainly thanks to more advanced imaging and scanning techniques which can highlight more about what’s happening in the brain as it performs certain functions.Being so complex, it does require experts with a thorough understanding of the science to be able to apply it effectively to business; otherwise misrepresentations and wrong conclusions can be drawn.It’s often difficult to find business coaches with the necessary depth of understanding of the science – or scientists with the necessary understanding of business – so it’s important to vet your neurocoaches and ensure they have the necessary experience and qualifications. https://cyborggainz.com/press/f/the-inscriber-magazine
Neuroleadership is a term used to describe how neuroscience relates to leadership. It doesn’t take too much to see how a better understanding of how the brain works, and therefore a deeper understanding of human behavior, could be beneficial to leadership.When managing large teams of people, it helps to know the response that a particular stimulus will create; generalisations, of course, are always dangerous, and people are complex organisms, but certain behaviours can be more manageable if we understand why they occur and when they are likely to occur.