Author: Doroth\u00e9e Putzier, Putzier Consulting<\/p>\n
Leading projects presents a unique challenge, as organizational structures are often less clear than in line management positions. Where clear power structures are lacking, motivation becomes all the more crucial. Here, the latest findings in brain research can help us better understand how people can be motivated and how successful leadership works.<\/strong><\/p>\n The relationship between superiors and employees has changed significantly over the years: away from authority and control towards more communication on equal terms. This is particularly important in projects, as the project manager is often the technical supervisor, but not the disciplinary supervisor.<\/p>\n Neuroscientists have recently been increasingly focusing on the topic of leadership, explaining what happens in the brain when we are led in one way or another. Using state-of-the-art techniques such as functional magnetic resonance imaging (fMRI), they essentially observe us as we think and make decisions \u2013 gaining fascinating insights into how we make decisions, how people change or influence others, and why both are so difficult. As a leader or project manager, you too can benefit from the findings of brain researchers. The most important findings are briefly summarized below (see accompanying figure).,\u00a0PDF<\/a>).<\/p>\n Routine tasks and repetitive processes lead to the formation of veritable "highways" in the brain. The brain retrieves these ingrained behavioral patterns and ways of thinking at the push of a button, tailored to the task at hand. When processes change, the longer the old behaviors have been practiced, the harder it becomes for people to accept and implement the changes. Yet our brains are designed to constantly form new connections and thereby solve problems. But this ability can become atrophied.<\/p>\n For example: A project manager repeatedly interferes in the work of the project team to impose his ideas on implementation. Eventually, the team members become resigned and do things the way he wants. This goes on for a long time. Then a new project manager arrives and asks the team members to make suggestions for improvement. There is hardly any response. When asked, the team members reply that they are no longer used to thinking for themselves. The corresponding neural pathways in their brains have become rusty.<\/p>\n If you want your employees to react positively and quickly to changes, the best approach is to introduce variety into their daily work routine. There are many possibilities: assign special tasks, leverage the positive effects of job rotation, or simply change the work environment. Even a meeting outdoors can spark entirely new ideas.<\/p>\n Nobel laureate Daniel Kahneman explains in his book "Thinking, Fast and Slow" that two different systems in our brain control our thinking and actions (see accompanying illustration).,\u00a0PDF<\/a>System 1 is responsible for automated processes. It is fast, unconscious, and primarily driven by emotions. System 2 is responsible for conscious, strenuous, and rational considerations. Our morning routine operates according to System 1. When we make an important decision, System 2 also comes into play. This is when we gather information, analyze it, and systematically weigh the options.<\/p>\n System 2 consumes a lot of energy and has relatively little capacity. Therefore, the brain tends to automate as many processes as possible. Just think about driving a car: everyone struggles with the procedures at first, but after just a few driving lessons, all the actions become so automated that we no longer have to "think" about them. This fundamental function of the brain leads us to love routine processes and to shy away from the new.<\/p>\n If your (project) team members are expected to take a different "highway," remember that this is a mental strain. Therefore, give your team the necessary time and support to adapt to the new environment and develop the required new routines.<\/p>\n A common management tool in traditional and highly hierarchical organizations is the threat of punishment. However, this "pressure" triggers fear responses in the brain, leading to increased stress and avoidance behavior. In this state, employees are hardly able to do what most contributes to productivity: creatively solving problems and tasks. Neurobiologist Gerhard Roth sees this fear-based approach as a management tool that, while convenient for bosses, fails in terms of productivity due to its lack of effectiveness. It is also interesting to note that brain researchers have observed that the same brain regions are activated by social pain, caused, for example, by disrespect or humiliation, as by physical pain, with all the corresponding consequences. Especially in projects, where hierarchical assignments are often based on expertise rather than discipline, this ever-popular pressure tactic is counterproductive.<\/p>\n Just look closely! Learn to understand your employees better. Pay attention to what might trigger fear in them and try to avoid those situations.<\/p>\n Our brain's reward center is located in the mesolimbic system. Generally, we strive for things and experiences that give us a "good feeling." In neuroscientific terms, this means that our reward system is activated, and the brain releases corresponding neurotransmitters such as dopamine.<\/p>\n However, everyone is motivated by different things. The reward system therefore responds to different stimuli. For some, it's the financial bonus or status symbols: the large office, participation in an event, the fancy car. For others, it's the highest recognition when they are allowed to work on new, innovative projects. And still others are motivated by the genuine attention and appreciation shown by superiors. Understanding how an employee thinks and what motivates them is an important leadership task. This takes a lot of time, for example, for conversations and careful observation, but the increased employee performance and the improved team atmosphere make this time investment worthwhile from a business perspective as well.<\/p>\n If you want rewards to truly motivate, avoid a one-size-fits-all approach. Find out what each individual employee needs.<\/p>\n When we do something with enthusiasm, emotional brain centers are activated and neuroplastic messengers are released. The result: We feel good, and the brain forms new connections. This makes new solutions possible. In other words: We not only enjoy the task, we also complete it better!<\/p>\n If a project team member loves their work, they will try to learn everything about it. They will seek advice from colleagues, try out different approaches, and observe what works best. Because they enjoy the work itself, they will continuously improve. Conversely, if they are only motivated by a bonus, they will be annoyed by a failed approach but will hardly learn from it.<\/p>\n The connection between learning and enthusiasm has been highlighted in particular by the brain researcher Gerald H\u00fcther. Managers should create an environment in which enthusiasm is possible and also model this enthusiasm. This begins with a manager emphasizing the importance of every task and appreciating each individual employee for their unique qualities (see accompanying illustration).,\u00a0PDF<\/a>).<\/p>\n Boost your employees' motivation by \u2013 as H\u00fcther recommends \u2013 repeatedly "inviting, encouraging and motivating each individual to contribute".<\/p>\n Our brains thrive on routine, so any kind of change is initially uncomfortable and takes time. Create an environment where change is part of everyday life, and major shifts won't require as much effort. Understand each employee's motivational structure and ensure everyone sees the purpose of their work and is valued for what they do. This sparks enthusiasm, which in turn boosts learning and performance. Brain-friendly leadership initially requires time for observation and reflection, but it pays off with smoother daily workflows and highly motivated project team members.<\/p>\n Gerald H\u00fcther \u2013 User Manual for a Human Brain Download the article as a PDF<\/strong><\/a><\/p>\n Do you want to bring yourself up to date with the latest technology?<\/strong><\/p>\n Then find out more\u00a0here<\/strong>\u00a0<\/a>MircoConsult offers training courses\/seminars\/workshops and individual coaching on the topics of process, project and product management.<\/p>\n Training & coaching on the other topics in our portfolio can be found here.\u00a0here<\/a>.<\/strong><\/p>\n Valuable expertise in process, project and product management is available.\u00a0here<\/strong><\/a>\u00a0Available for you to download free of charge.<\/p>\n1. The brain develops according to how it is used.<\/h2>\n
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2. Changes in the brain take time.<\/h2>\n
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3. Pressure and threats of punishment are counterproductive and tend to lead to a decline in performance.<\/h2>\n
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4. Individual threats and incentives work best.<\/h2>\n
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5. The best motivation comes from within.<\/h2>\n
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References<\/h2>\n
\nGerhard Roth \u2013 Personality, Decision and Behavior
\nDaniel Kahneman \u2013 Thinking, Fast and Slow<\/p>\n
\nProcess, product and project management \u2013 our training & coaching<\/h2>\n
\nProcess, product and project management \u2013 expertise<\/h2>\n