enlightened leadership
NeuroBanking
June 23rd, 2010, 11:45-14:00, Bahnhofstrasse 52, Zurich, Switzerland.
NeuroBanking
Brain-Powered Strategies based on latest research for the banking profession.
Key event with Harvard neuroscientist - at the cutting edge of science and leadership:
Reserve your place here
Reserve your place here
Insights into the exploding field of neuroscience, what this means for leadership and how it is redefining our understanding of soft skills. This also highlights the most effective ways to motivate and generate transformation in organisations – all leading to better organisations and higher returns on human investment.
Video from March 2010 event here.
Video from March 2010 event here.
Dr Pillay - International Expert
Dr Srini Pillay (USA)
Neuroscientist
CEO NeuroBusiness Group
Assistant Clinical Professor of Psychiatry, Harvard Medical School
Certified Master Coach
Neuroscientist
CEO NeuroBusiness Group
Assistant Clinical Professor of Psychiatry, Harvard Medical School
Certified Master Coach
Andy Habermacher (UK / CH)
CEO ctp
Managing Director NeuroBusiness Group Switzerland
Certified Master Coach
International Speaker
CEO ctp
Managing Director NeuroBusiness Group Switzerland
Certified Master Coach
International Speaker
Dr Srini Pillay is Assistant Clinical Professor of Psychiatry at Harvard Medical School and has over 15 years of experience in Neuroscientific research. More importantly Dr Srini Pillay has an ability to make a connection between neuroscience, psychiatry, psychology and humanism while tying this into practical aspects of leadership and management. Be inspired!
Overview
Recently neuroscience has increasingly been in the news. It has entered the business field through marketing. Obviously the implications for understanding how consumer's brains work and for sales are huge. Indeed this has, arguably, always been the focus of marketing.
How can this help me in banking?
NeuroBanking© is an executive coaching approach that is tailored to the needs of the banking industry. Rather than utilizing the usual methods of executive coaching, NeuroBanking combines brain science with traditional approaches to debunk myths related to challenges in the banking industry. The result is: tangible insights for managers to self-coach and coach others while maintaining and accelerating competitive advantage.
PDF: NeuroBanking
Recently neuroscience has increasingly been in the news. It has entered the business field through marketing. Obviously the implications for understanding how consumer's brains work and for sales are huge. Indeed this has, arguably, always been the focus of marketing.
How can this help me in banking?
NeuroBanking© is an executive coaching approach that is tailored to the needs of the banking industry. Rather than utilizing the usual methods of executive coaching, NeuroBanking combines brain science with traditional approaches to debunk myths related to challenges in the banking industry. The result is: tangible insights for managers to self-coach and coach others while maintaining and accelerating competitive advantage.
PDF: NeuroBanking
Andy is a professional coach, trainer and speaker. His understanding of the big picture and his authentic human style have inspired thousands so far.
Key Points
- How the subconscious brain can act as a saboteur in management decisions
- How the brain manages risk, ambiguity and distorted memory when losses occur
- How the brain manages trust, enhances sales and resolves interpersonal conflicts to retain clients
Brain-based actions based on all three concepts above.
What brain-based processes can coaching using NeuroBanking target?
1. Escalation: Studies of “escalation” focus on how individuals and organizations cope with major losses. A study of 132 banks reported some interesting findings [1]. People tend to remain committed to losing courses of action, sometimes even “throwing good money after bad''. In fact, studies have shown that that those responsible for decisions leading to losses are more likely to persist or invest further in the losing course of action.
1.1. Why are our brains wired to do exactly the opposite of what we want them to do under stress? What can you do about this? 1.2. When losses have occurred, what is the brain basis of some of the decision-making biases that even good leaders are vulnerable to? What can you do about this outside of increasing turnover?
2. CustomerLoyalty: A recent article pointed to a shift in customer loyalty away from large banking facilities in to private banks[2]. It is unclear whether private banks can maintain this competitive advantage. Personalization and emphasis on wealth preservation are the “macro” concepts that guide the banking sector, but by understanding some of the “micro” factors at the level of the brain, management will be in a better position to advise colleagues with new perspectives.
By understanding the factors that enhance loyalty in the brain, how can managers innovate around new strategies to retain and grow customers?
1. Staw, B.M., S.G. Barsade, and K.W. Koput, Escalation at the credit window: Alongitudinal study of bank executives' recognition and write-off of problem loans. Journal of Applied Psychology, 1997. 82(1): p. 130-142.
2. Kandell, J., Value of Discretion, in Institutional Investor. June-August 2008. p. 1-7.
- How the subconscious brain can act as a saboteur in management decisions
- How the brain manages risk, ambiguity and distorted memory when losses occur
- How the brain manages trust, enhances sales and resolves interpersonal conflicts to retain clients
Brain-based actions based on all three concepts above.
What brain-based processes can coaching using NeuroBanking target?
1. Escalation: Studies of “escalation” focus on how individuals and organizations cope with major losses. A study of 132 banks reported some interesting findings [1]. People tend to remain committed to losing courses of action, sometimes even “throwing good money after bad''. In fact, studies have shown that that those responsible for decisions leading to losses are more likely to persist or invest further in the losing course of action.
1.1. Why are our brains wired to do exactly the opposite of what we want them to do under stress? What can you do about this? 1.2. When losses have occurred, what is the brain basis of some of the decision-making biases that even good leaders are vulnerable to? What can you do about this outside of increasing turnover?
2. CustomerLoyalty: A recent article pointed to a shift in customer loyalty away from large banking facilities in to private banks[2]. It is unclear whether private banks can maintain this competitive advantage. Personalization and emphasis on wealth preservation are the “macro” concepts that guide the banking sector, but by understanding some of the “micro” factors at the level of the brain, management will be in a better position to advise colleagues with new perspectives.
By understanding the factors that enhance loyalty in the brain, how can managers innovate around new strategies to retain and grow customers?
1. Staw, B.M., S.G. Barsade, and K.W. Koput, Escalation at the credit window: Alongitudinal study of bank executives' recognition and write-off of problem loans. Journal of Applied Psychology, 1997. 82(1): p. 130-142.
2. Kandell, J., Value of Discretion, in Institutional Investor. June-August 2008. p. 1-7.
“....I entered the seminar “Maximizing Profit through Social Intelligence - What Neuroscience Tells Us” with high expectations. The actual experience exceeded all expectations on every level. I stood enthralled, astonished by the vastness of the information and astounded by the effectiveness of communicating the messages to the audience based on hard scientific evidence. A truly life-changing event presented by a true professional whose knowledge, passion and dedication to work are apparent through his charismatic personality. ....”
Apostolos Klontzaris, Mergers & Acquisitions Manager, Syngenta International AG
Apostolos Klontzaris, Mergers & Acquisitions Manager, Syngenta International AG
“Amazingly powerful. New insights and perspectives based on hard science with real applications in business. Inspiring and a must for any leader at any level.”
Philip Getty, Chairman & CEO, Getty Holding GmbH
Philip Getty, Chairman & CEO, Getty Holding GmbH
What do Participants Say (from March 2010):