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Conventional wisdom says that 'if you see something, say something'. But in reality most people fail to do so. The authors-neuroscience experts from the Neuroleadership Institute-show that the three primary drivers of employee silence are ambiguity, asymmetrical power dynamics and social threat. They argue that by embracing perspective taking and by paying attention to five key elements, leaders can encourage a culture of speaking up.

Whether we admit it or not, common, everyday biases influence how we see the world. The fact is, we cannot go shopping, enter a conversation, or make a decision without a bias of some sort kicking in. The authors show that the best way to overcome common biases in the workplace is collectively. They describe five classes of common biases that all leaders should be familiar with, and show how team-based practices can be redesigned to help identify biases as they emerge, and counteract them on the fly.

David Rock, founder of the NeuroLeadership Institute, believes that the secrets to high performance lie in our ability to master humankind's greatest asset: the brain. In this interview, he argues that the brain requires three things to function optimally: moderate stress, positive affect (i.e. emotion) and a good night's sleep. He also shows that workplace engagement and productivity are closely related to the brain's primal 'threat and reward' function, which has repercussions for manaaqgers.