Great leaders build Trust, Engage and are Competent (TEC). After citing 187 white papers, articles and books on leadership, Ian Rheeder proved that leadership boils down to three TEC domains – Trust, Engagement and Competence. 649 leaders were trained to validate the TEC Leadership System (2013), and every single leader strongly agreed that the TEC System worked.

1. !
!
The!Neuroscience!
of!Leadership!
!
Building(&(Mo,va,ng(
High(Performance(Teams!
!
Ian!Rheeder,!Markitects!Consul5ng!
The!Neuroscience!of!Leadership!&!TEC!Leadership!Model!©!Ian!Rheeder!2015!

2. OWNER & PRINCIPAL CONSULTANT
Cell: 083-300 8080
ian@markitects.co.za
Chartered Marketer (SA), MSc Leadership (cum laude)
Presentation by Ian Rheeder:
! Strategy Facilitation
! Research
! Training (Marketing, Sales & Leadership)
www.markitects.co.za
!
!
!
!

4. The Neuroscience
René!Descartes!C!1596!–!1650,!Father!of!Modern!Philosophy,!1600s!
“I!think,!therefore!I!am.”!
“I!feel,!therefore!I!am.”!

5. The Neuroscience
Trust!is!an!emo:on!
People!don’t!act,!un5l!they!feel!
something.!!
Engagement!does!not!increase!
unless!trust!increases.!
The!decision!to!trust!is!not(
intellectual!–!it’s!emo0onal.!

6. !
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6!
Men!
Women! Emo5ons!(80%)!Logic!
Emo5ons!Logic!(80%)!
How!our!mind!makes!Decisions!to!Act!
What!we!were!taught!!
Men!
Women! Emo:ons!(80%)!Logic!
Emo:ons!(80%)!Logic!
What’s!correct!!
Emo5ons!are!the!gatekeepers.!

7. Neuroscience!of!CEM:!Ian!Rheeder!
Leader!
Employees!
Customers!
Mirror!Neurons!

8. The Neuroscience
EMOTIONS!Drive!PEOPLE!–!PEOPLE!Drive!PERFORMANCE!

9. The Neuroscience
The!new!‘E’!word!for!Mo5va5on!
Engaged! 33%!
Not!!
engaged!
49%!
Ac:vely!
Disengaged!
18%!
In(the(USA,(49%(of(employees(are(not(engaged(–(Gallup,(2013(
82%!not!talented!to!lead!
(therefore!training!required)!
70%!of!Engagement!
variance!is!due!to!
leadership!!

10. Neuroscience!of!CEM:!Ian!Rheeder!
Imagine!a!10Cperson!bicycle!approaching!
the!finish!line:!!
!
!
• 3!are!pedaling,!!
• 5!are!pretending,!and!!
• 2!are!jamming!the!breaks!

11. Neuroscience!of!CEM:!Ian!Rheeder!
If!I!had!to!summarise!all!the!scien5fic!literature!
on!the!causes!of!human!happiness!in!one!word,!
that!word!would!be!“social.”!We!are!by!far!the!
most!social!species!on!Earth.!!
!
CC!Daniel!Gilbert,!Harvard!psychology!professor,!(2012)!
!
!
Gilbert,!D.T.!(2012).!The!Science!behind!the!smile.!Harvard!Business!Review.!p.88.!Vol!90,!1/2.!
Why!Leaders!Need!to!Be!Likable!

12. 0.77%!of!leaders!focus!on!both!!
• social!skills,!and!!
• results.!!
Socially!focused!AND!results!based!
leaders!have!a!75%!chance!of!being!
rated!a!great!leader!(versus!12%).!
MaUhew!D.!Lieberman,!Department!of!Psychology,!UCLA;!director!of!UCLA’s!Social!Cogni5ve!Neuroscience!lab.!(Book,!
Social((2013),!Why!our!brains!are!wired!to!connect,!Crown;!
hgp://www.scn.ucla.edu/socialbook.html!
Not!valuing!“social”!is!our!Achilles’!heel.!

13. "The(chances(that(a(manager(who(is(strongly(
disliked(will(be(considered(a(good(leader(are(only(
about(one(in(2,000.(A(growing(body(of(research(
suggests(that(the(way(to(influence(RR(and(to(lead(
RR(is(to(begin(with(warmth.”((
Cuddy,!A.J.C.,!Kohut,!M.,!&!Neffinger,!J.!(2013).!Connect,!Then!Lead:!To!exert!influence,!you!
must!balance!competence!with!warmth.!Harvard(Business(Review,!91!(7/8),!54C61.!

14. Neuroscience!of!CEM:!Ian!Rheeder!
• Creativity increases by 300%.
• Call!centre!staff!400%!
higher!sales!(tone)!
• Other!sales!staff!
37%!higher!sales!
Spreitzer,(G,(&(Porath,(C.((JanRFeb,(2012),(Harvard(Business(Review.(p.96,(and(p.102(
• Blue Collared: 27% more productive

15. The Neuroscience
Basic!Emo5ons!
EMOTION! Opposite!Emo:on!(Nega:ve)!
Trust!!
!
!
=!Oxytocin!
Disgust!!
!
Robert Plutchik (21 October 1927 – 29 April 2006) was professor emeritus at the Albert Einstein College
of Medicine and adjunct professor at the University of South Florida.

16. The Neuroscience
What the science has proven?
!
1. Be the First to do a small favour (reciprocity)
2. Be Likable
1. Body language & tone (mirror neurons)
2. Similar to us (1:1 small talk doubles chances of winning a
negotiation)
3. Pay genuine compliments (positive feedback)
4. Cooperate (concede on something, win-win)
3. Consensus: when people at all levels follow the leader (law of social
acceptance), everyone starts to follow
Copyright Ian Rheeder
Trust
Empathy

18. Oxytocin!
Dopamine!
Serotonin!
Reward`Mo:va:on!
Reward!driven!Learning!
Challenging/Intense!Environment!!
Enhances!awareness!&!Learning!
Feel`Good!
Memory!&!Learning!
Hug!or!Love!Hormone!
Bonding,!Contentment,!Calmness!
Norepinephrine!
Warmth! Happiness!
Energy! Energy!

19. TEC!Leadership!
Trust!+!Engagement!+!Competence!
4!x!neurotransmigers!are!produced!!
Copyright!©!Ian!Rheeder!2015!

20. The Neuroscience
SCARF!Model!(Dr!David!Rock,!2008)!
BASIC!NEEDS! Persuasion!:ps!to!build!trust!
Status! Democra:c!Style.!
Clarity! Visionary!Style.!
Autonomy!
Freedom!to!choose!
Democra:c!Style.!!
Relatedness! Affilia:ve!Style.!Coaching!Style.!
Fairness! Democra:c!Style.!
(Rock, David: Your Brain at Work, 2009, p.169) !

21. People have an unconscious
aversion to being persuaded.
Harvard!Professor,!Thales!Teixeira.!The!New!Science!of!Viral!Ads.!!Harvard!Business!
Review,!Mar!2012,!p.25!

22. The Expert Negotiator
Trust is like a
squeeze tube – once
it’s squeezed out, it’s
difficult to push back
in.
Ian Rheeder, Markitects
So!how!do!you!persuade!then?!

23. How!much!money!is!a!good!leader!worth?!
2009!report:!How!Extraordinary!Leaders!Double!Profits.!Jack!Zenger,!Joe!Folkman!&!Scog!Edinger!(Fortune!500!commercial!bank!study).!Cited!in!
Entrepreneur!Magazine,!Sep!2014,!p.49.!
Best!10%!Leaders! Worst!10%!Leaders!
15%!of!all!employees!who!
thought!about!resigning!
reported!to!these!10%!of!
bosses!
50%!of!all!employees!who!
thought!about!resigning!
reported!to!these!10%!of!
bosses!
Departments!reported!$4.5!
million!annual!profits!
Departments!reported!$1.2!
million!annual!losses!
60%!of!followers!were!happy!
with!their!pay!
37%!of!followers!were!happy!
with!their!pay!
“You!can’t!pay!me!enough!
to!work!for!that!person!”!
“Working!for!a!great!boss,!
I’m!happy!to!accept!less.”!

24. Case:!How!much!money!is!a!good!leader!worth?!
!
1.!Engaged!employees:!!
200!to!400%!more!produc:ve!than!average!
(Ulrich!&!Smallwood,!2004).!!
2.!Highly!engaged!soiware!engineers:!!
1,200%!more!produc:ve!than!average!!(Pfeffer!&!
Sugon,!2006).!
3.!Disengaged!cost!you!34%!more:!
!i.e.!$3,400!for!every!$10,000!spent!on!salary.!
(Gallup)!

25. How!much!money!is!a!good!leader!worth?!
Businesses!with!the!most!gender!diversity!
at!the!top!had!35%!beUer!return!on!
equity,!and!34%!beUer!total!return!to!
shareholders,!than!those!who!had!the!
least.!
Catalyst!Consul5ng!group!(2004):!The!bogom!Line:!Connec5ng!Corporate!Performance!
and!Gender!Diversity.!!

26. “If!you!can’t!explain!it!simply,!you!
don’t!understand!it!well!enough.”!
Albert!Einstein!

27. Three!TEC!Principles!
Trust,!Engagement!&!hard!Competencies!
!!
"As(to(methods(there(may(be(a(million,(
but(principles(are(few.!
!
The(person(who(grasps!principles(can(
successfully(select!their!own!methods.(
(!
The(person(who(tries(methods,(ignoring!
principles,!is!sure!to!have!trouble."(!
Ralph!Waldo!Emerson!(1803C1882,!USA,!Lecturer,!Transcendentalists)!
!

28. Trust!before!Engagement!&!Competence!
1. TRUST: "What are my leader’s
intentions?”
2. ENGAGEMENT: “If there is no trust
(i.e. disgust), then their engagement
must be to manipulate me.”
3. COMPETENCE: "Is my leader
capable of acting on those intentions
(in #1 above)?”

29. Why!Listen!to!You?!
29!
People!don’t!logically!choose!to!listen!
to!your!message,!and!then!get!
emo:onal!about!it.!!
People!first!have!a!feeling!
about!you!(trust),!then!choose!to!
listen!to!your!logic.!!
Ian!Rheeder,!TEC!Leadership!System!

30. Trust!first!

31. “Vision!&!Values.!This!magers!more!than!
all!the!hard!skills!that!we!spend!5me!on.”!!
Sir!Terry!Leahy!(2012)!
!Leahy,!T.!(2012).!Leadership!Magazine!quoted!Sir!Terry!Leahy's!speech!at!The!Discovery!Invest!Leadership!
Summit!2012.!Edi5on!331.!p.32!
Between!1992!and!2012,!Leahy!grew!the!UK!retailer!Tesco,!ten!5mes!faster!than!other!major!retailer.!!
!!
But!shared!values!or!
culture,!will!eat!strategy!
and!vision!for!breakfast.!

32. No!mager!how!“bad”!a!leader!is,!never!think!that!
voters!will!not!vote!them!in!again.!Why?!
Shared!Values!

33. ‘Soy’!Engagement!
Find!your!voice;!then!voice!your!voice.!

34. The Neuroscience
EMOTIONS!Drive!PEOPLE!–!PEOPLE!Drive!PERFORMANCE!

35. ‘Hard’!Competence!

36. www.markitects.co.za(
“A!leader’s!ac,ons!contribute!
more!to!commitment,!loyalty,!
mo5va5on,!pride,!
and!produc5vity!than!does!any!
other!single!variable.”!!
!
Kouzes,!J.M.!&!Posner,!B.Z.!(2012:25).!The(Leadership(Challenge.!5th!Edi5on.!!
LEADERSHIP!TIP!

37. Mutual!Trust!
1.!CHARACTER! 2.!ENGAGEMENT! 3.!COMPETENCE!
Shared!Values!
(Intent)!
Shared!Vision!
(Intent)!
Shared!Mission!
(Intent)!
Integrity/!
Accountability!
Approachable!
(open!door)!
Intelligence!&!
Knowledge!
Transparency! Compassionate!
(inquiring)!
Results!of!Ac5on!
(Capability)!
Authen5city!
Passionate!!
(advoca5ng)! Wisdom!&!Skill!
Empower!&!
Enable!Others!!
Fairness!&!
Consistency!
©!Ian!Rheeder,!2015!

39. OWNER & PRINCIPAL CONSULTANT
Cell: 083-300 8080
ian@markitects.co.za
Chartered Marketer (SA), MSc Leadership (cum laude)
Presentation by Ian Rheeder:
! Strategy Facilitation
! Research
! Training (Marketing, Sales & Leadership)
www.markitects.co.za
!
Thank!You!!