How many of us feel like we’re having conversations with ourselves half the time?
Either we have yet to get the full attention of our audience (say, the team) or they need to understand what we’re saying in its entirety. There are practical neuroscience reasons for this, and in this guide, we’ll steer you through various theories about people and groups. Understanding these approaches will help any leader plan to build a high performing team for any project or activity, writes Claire Oatway
Learning objectives
After completing this module you will:
Be able to describe four frameworks that can be used to build an understanding of team dynamics
Understand how inner 'saboteur' voices can distract you and your team from the task at hand
Notice how your personal saboteur voices affect your everyday decision making
Be able to disrupt saboteur thinking to get back on track.
