The term neuromanagement, or neuroleadership, refers to leadership principles that are based on understanding how the brain works on a physiological level. Understanding key insights from neuroscience and psychology can help managers and leaders implement brain-based strategies for effectiveness change management.

Understanding how your employees will naturally process new information and respond to change can help you maximize your team's productivity, communication, and creativity as your business grows. You can use levers brain science to minimize the tension, conflict, and confusion that often accompany company-wide transitions.

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How the brain reacts to changes

To develop effective change management strategies, it is important to understand how the brain changes and how it responds to change.

How people react to change

Two physiological concepts significantly influence how people react to change. The first is the difference between the prefrontal cortex and the basal ganglia. The prefrontal cortex is activated when a person is doing or learning something newan activity that requires mental energy and conscious attention. On the other hand, the basal ganglia is activated when people perform an activity that is so routine that they barely have to think about it, what we often describe as “muscle memory.” Changing habits or learning something new requires us to use the prefrontal cortex and pay significant attention to the new habit or concept. That's why it's easier to just carry on with old habits or ways of thinking.

The second reason is that people are resistant to change is that our brain is quick to detect a difference between what we expect and what is actually happening. When this happens, the orbital frontal cortex reacts, sending us error signals and activating the amygdala, the part of the brain responsible for the “flight or fight” response. All of this draws energy from the prefrontal cortex, which controls logical thinking. In other words, our brains are wired to see change as a threat on a physiological level, and our response is naturally emotional and visceral rather than logical. Even in situations where there is no physical threat, our brains still react to change as if there is a danger present.

How people change their minds

The most important concept for leaders to understand is that while change is possible, it must be self-directed. To create new habits or ways of thinking, people must deliberately give their attention to the new process, habit, or concept. This is called “attentional density,” and neuroscientists refer to the idea of ​​harnessing attentional density as “self-directed neuroplasticity.“One STUDY suggested that when people have a moment of insight or discovery, new connections form within their brains in a tangible way. However, for this to happen, the penetration must be theirs.

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Brain-based strategies for managing change

Given that our brain is physiologically connected to keep the habits and perceive change as a threat, change management must be handled with care. Effective transition leadership involves helping employees make connections, develop insights, and desire their own change. This means not just delivering canned initiatives, but leading and guiding employees toward new ways of thinking, operating, and relating to their work environment, customers, and other teams. Here are some strategies to help you lead change effectively.

Reducing perceived threats

Consider how you can minimize the perceived threat that comes along with change. One strategy is that set clear expectations. For example, set clear goals for meetings and performance reviews so employees can form accurate expectations ahead of time instead of being surprised in the moment. Enabling clear workflow and SOPs between teams can also help to minimize chaos and keep transitions smooth. By establishing clear communication and expectations, you can minimize the scope for variation and help employees have a positive reaction.

Ask the right questions

When change is needed, support it brain-based strategies to make it both positive and effective. Before implementing a transition, try asking yourself the following questions:

• Where are you directing the focus of your employees?
• What expectations do your employees have that are no longer being met?
• Does the transition process enable employees to connect personally with your new approach?
• How are you facilitating personal understanding and knowledge?
• What will your employees perceive as a threat?

Maximize the density of attention

Since effective change requires concentration, consider how to set up your workplace and routines to allow your employees to focus. This means allowing your employees to focus on crucial tasks without overwhelming them or pulling them in multiple directions. Multitaskingwhich often occurs during times of flux as roles change, can actually hinder transitions and increase stress. Meetings and workspaces should also be designed with intense focus in mind. This may mean creating a flexible workspace environment to allow employees to adapt their space to their work style. Meetings, especially meetings about shifts or new procedures, should be purposeful and focused to enable engagement.

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Inspire insight

These strategies should help you inspire employees to achieve their knowledge and create new habits. The greater the change, the greater the personal commitment required. Think about ways to engage your employees in the transitions that are taking place. This may involve demonstrating a problem and involving employees in creating a solution. While the process will look different for every business, try to plan transitions with the goal of helping employees understand and relate to the changes rather than simply issuing instructions.

Understanding basic neuroscience concepts and how they relate to leadership and employee performance can help you become a more effective leader. Anticipating your employees' reaction to change can help you minimize tension and implement smooth transitions, growing your business successfully.