Neuroscience has been becoming very interesting in explaining how our brain works - and hence how we behave. This article by Paul J. Zak took this practice and explained trust - not only how it works in the brain; also how we can influence this system as a leader.

Why is trust important? Comparing to low-trust companies, people at high-trust companies report:

• 74% less stress
• 106% more energy at work
• 50% higher productivity
• 13% fewer sick days
• 76% more engagement
• 29% more satisfaction with their lives
• 40% less burnout

Looks like, we need to look at this.

Zak went through 10 years of experimenting this topic and discovered the following. Our brain is producing a chemical called oxytocin; when more of this substance is present in our brain, we tend to be more trustworthy. This means, the amount of trust we put into the people around us is influenced by the presence of oxytocin.

His research went further and he experimented what are the levers that influence the level of oxytocin in our brains. How can we as leaders create an environment for trust - proven by neuroscience. Here are the eight findings.

1. Recognise Excellence - When teams achieve great results, congratulate and celebrate this success immediately. This has the biggest effect on trust.
2. Difficult & Achievable Jobs - engage people with aspirations that have a concrete end-point and are achievable; this excitement and 'stress' will release a set of positive neurochemicals
3. Allow Autonomy in Execution - focus on the outcome and move away from 'we have always done it like this'. Innovation is a result of experimenting and trying to achieve a job in new ways.
4. Follow Meaningful Jobs - allow people to join projects they feel are interesting; let them self-organise. And, allow them to shape these projects, while holding them accountable based on clear expectations.
5. Broad Information Sharing - we can reduce uncertainty when we are open about our strategy and tactics; uncertainties inhibit the release of oxytocin
6. Actively Build Relationships - as a leader, build social ties with the people around you; this means going beyond the completion of tasks, and be interested in people's wellbeing and what they need to be successful
7. Facilitate Holistic Personal Growth - allow people to define where they want to grow, in wide areas of interest. Performance will follow.
8. Be Vulnerable - show that you as a leader are human as well; ask for help.

How are you struggling to become a trustworthy leader? Share your story.

Thank you, Daniel Benes, for sharing the article:

• The Neuroscience of Trust

On a daily basis, we are pushing our teams for speed and cost. Do we get better, sustainable results? Neuroscience tells us we might be wrong in doing so.

​Without going too deep into neuroscience, establishing new mindsets is literally about rewiring our brains. Neurotransmitters from new paths in our mind; this is creating new learning and helps us to transform. Two conditions support this rewiring.

Our brain will only be able to rewire when we are in a positive emotional state; we are open to new thoughts and discoveries. In addition, the new neural paths will be build over time based on repeating the new patterns. One simple and effective way to start is to visualise the positive outcome and repeat towards achieving it.

Instead of creating pressure, engage with our people and discuss with them how success looks like and what actions we think will lead us to this success. And let's have fun along the way.

Source: The Neuroscience of Habits, by Brigitte Najjar (Udemy)