The business brands and employer brands we develop are not only driven by purpose but also powered by brains and behavior.

By applying principles of neuroscience and behavior design, the “brand, brains and behavior” filter allows us to help you improve your business performance faster with greater commitment from employees.

We work with you to:
1. Maximize triggers
2. Make connections
3. Practice DEEP communication™
4. Deliver training and learning that sticks
5. Design sustainable behavior change

Maximize triggers

In organizations, triggers are external events, prompts, or signals that leaders and employees alike experience. When triggered, people start to pay attention and are inclined to take action — one-time or repeatedly depending on the type of trigger and the situation.

Triggers can be organizational game changers such as an acquisition or divestiture. Or they can be the introduction of a new brand, the launch of a special campaign, the adoption of a new employee program, or any other cue that calls employees to action.

We work with you to maximize the impact of triggers, either those that happen to you or those you are creating. Either way, we amplify the trigger through compelling, targeted messaging that appeals to people’s emotions and logic.

Once we grab people’s attention, we help them shake off their inertia and get them interested in taking action. We then work on crafting a targeted request — a la “the ask” that turns into the targeted employee’s action.

Make connections

We create situations and communications that connect with people’s emotions, helping them feel empathy and achieve greater understanding and alignment with their leaders and co-workers. For example, we facilitate peer-to-peer learning and leader and peer role modeling to encourage involvement, a sense of shared purpose and build connections that foster collaboration.

Practice DEEP communication™

DEEP communication™ is a holistic orientation to communication. It involves:

  • Disrupting the environment to cut through the clutter to surprise employees in a positive way and get their attention.
  • Entertaining employees so they will want to continue to focus.
  • Emotionally reaching employees with stories, sights, sounds and other techniques that feed their soul as much as their intellect.
  • Purposeful messages that appeal to employees’ interests and desire for meaningful work and inspire them.
DEEP communication™ speaks and listens to employees in their language and encourages them to engage deeper with their organization’s brand, leaders and fellow employees.

Deliver training and learning that sticks

If we want individuals to remember and apply what they learn on the job, we need to make sure they “learn for the AGES.” AGES is an easy-to-remember model developed by the NeuroLeadership Institute, which shapes our thinking and actions.

AGES stands for attention, generation, emotion, and spacing. These four elements work both separately and in combination to activate the hippocampus region of the brain, which is responsible for memory, especially long-term memories.

By building in all four elements of AGES, we help employees embed their learnings so they can easily retrieve and apply them later.

Design sustainable behavior change

We know that even a careful sequence of attention, awareness and compliance with a clear “call to action” aren’t enough to spur sustainable behavior change. When urged to take action, employees generally default to sticking with the status quo because the human brain is wired for “inertia.” (Humans tend to preserve their energy for emergencies or immediate threats that involve immediate action.)

Yet, individuals can change, if the conditions are right. Employees are much more inclined to change their behavior and sustain the new actions if they are involved, the steps are simple — especially at the beginning of the process — and the barriers facing them are removed or reduced. We work to make the change as simple, social and fun as possible with nudges along the way.

We also help leaders learn how to engage employees in conversations and ask good “thinking questions” so employees can pause, ponder the issues on their own, and come to their own insights. Neuroscience research shows that self-generated insights — these “aha” moments — literally change the brain and cause people to think differently and be willing to take actions.

As a result, employees are more motivated and prepared to change their behavior with minimal to no backsliding, provided they get support from their leaders, their work environment and the organizational culture.