Neuroscience helps us understand the behaviours that build new habits and embed a TCF culture
Neuroscience research helps us understand the real value of elements that have traditionally been considered ‘soft skills.’ Most business-school trained managers may be more comfortable looking at a quantifiable business bottom line, than the messy chaos that people bring into the equation. As brain science is based on hard data, it can give managers some research based tools for effective people management. The research appeals to our analytical and rational natures, and demonstrates the importance and value of paying attention to our people.
Neuroscience enables us to build a TCF compliant business by helping us understand how to develop our people, and manage our relationships more effectively.
Our own brains are difficult enough to understand, let alone the brains of others. This is why it is immensely valuable in our businesses to discover what motivates certain behaviours, and prevents others. Focusing on the financial bottom line to the exclusion all else can lead to disengaged employees and reduce TCF compliance. Disengaged employees may feel that they are not valued nor have a stake in Treating Customers Fairly. We now have hard science that demonstrates the value of increasing engagement and developing our most important assets, our people.
Passionate engaged TCF employees help deliver a healthy triple bottom line (people, profits, planet).
Sustainable TCF results are only produced though the people that make up our organisation.
Key Neuroscience findings:
- Focused attention changes our brains over time, creating new habitual pathways.
- Attention is limited and energy hungry, and as such needs to be carefully focussed.
- When we feel threatened, feel things are unfair or our status is threatened, we can become negatively stressed. This type of stress causes distractions that reduces our effectiveness.
- Positive stress helps us focus and utilise our attention more effectively.
- Finding ways to increase focus helps us become more efficient as our brains work best when our minds are quiet.
Most of us spend our days in a knowledge economy trying to influence others, thinking and attempting to inspire behaviour change. These insights help us to be more effective in building a sustainable TCF culture.
Neuroscience matters in building a TCF culture as it gives us an understanding of why certain behaviours work, and others don’t.
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