The presentation condense the insights from neuroleadership and business psychology into ten principles, that help managers to lead, motivate, direct and organize their staff and co-workers.

1. 10 Principles of Neuroleadership I
1. Vision, Identification, Pride
• Introduce a vision and mission employees will identify with
• Always commicate using emotions, combine them with your
rational goals.
1
2. Self Actualisation & Motivation
• Bet on intrinsic motivation.
• Be aware of achievements, praise and show gratitude.
• Extrinsic motivation kills intrinsic motivation.
• Let your employees feel safe. Scared people might work
quantitavely more, but quality decreases.

2. 10 Principles of Neuroleadership III
3. Use the village effect
• Work in units that are like small villages, where people
know and care for each other. Anonymity diminishes
identification, motivation and commitment.
4. Flat hierarchy
• As high hierarchy as necessary, as low as possible.
2

3. 10 Principles of Neuroleadership IV
5. Appreciation instead of control
• Humans want appreciation and praise. Trust them and
they will trust you – and pay back.
• Have confidence in the power of reciprocity.
6. Introduce change carefully and give support
• Change is pain. It means threat and loss. Do not try to
deny that, but emphasize the positive prospect and the
vision.
• Use Change Management, for the hard and the soft
factors.
• Try gamification.
3

4. 10 Principles of Neuroleadership V
7. Fairness und Consistency
• Be fair and consistency.
• Do what you say and say what you do.
8. Have ambitious expectations
• People will give their best when you expect their best.
4

5. 10 Principles of Neuroleadership VI
9. Authority needs competence
• Leaderships creates Orientation and Security. Managers
have to be professionally and psychologically
competent.
10. Servant leadership
• As a leader, we serve our employees by enabling them
to do their best job.
• Show genuine interest in the personality and ambitions
of your employees. Help them in their personal and
career development.
5

6. Neuroleadership best practice
6

7. Google identified three “deadly sins” and eight “rules”
1. Have trouble making the transition to the team.
2. Lack a consistens approach to performance management and career
development.
3. Spend to little time managing and communicating.
7
Google`s Human Analytics Project

8. Google`s 8 Rules
1. Be a Good Coach: provide constructive feedback, with positive and negative,
and meet one-on-one often.
2. Empower your team and don’t micromanage.
3. Express interest in team-members success and personal well-being. Get
to know their personal lives, and make sure they feel welcome onto the team
when new.
4. Don’t be a Sissy: Be Productive and Results Oriented Focus on what you
want to achieve, and help achieve it; help employees prioritize.
5. Be a good communicator, and listen to your team. Communication is two-
way.
6. Help your Employees with Career Development.
7. Have a clear vision and strategy for the team.
8. Have key technical skills so you can advise the team.
8

9. Neuroleadership – principles in a nutshell
1. Vision, Identification, Pride
2. Self Actualisation & Motivation
3. Überschaubare Strukturen (trotz Größe)
4. Flat hierarchy
5. Appreciation instead of control
6. Introduce change carefully and give support
7. Fairness und Consistency
8. Have ambitious expectations
9. Authority needs competence
10. Servant leadership
9

11. Many thanks!
Leif Erik Wollenweber
Contact
Schleiden 45
52525 Heinsberg
Phone +49 2162 3641444
Mobile +49 179 2373773
Fax +49 2162 9469118
Email info@leiferikwollenweber.de
Website http://www.leiferikwollenweber.de
Xing http://www.xing.com/profile/LeifErik_Wollenweber