Case Studies

Lynda has worked with dozens of businesses enabling them to increase business success through using the insights of neuroscience and business psychology. These case studies demonstrate how these businesses have benefited.

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Keeping staff engaged during significant change

A business founder contacted Lynda with mixed emotions.  On the one hand he was ecstatic because he had succeeded in selling his company to a large group.  On the other he was anxious at having to stay for a transition period whilst he watched his staff tackle the turmoil of new ways of doing things.  They were updating their CVs preparing to leave.  He knew to lose good people en masse would damage the hard-earned reputation that the new company had bought into.   He and Lynda worked together and came up with a strategy that all parties were happy with.  Basically, he was worried his people would think badly of him, so he kept his office door tightly closed and hardly went out into the corridors.  Lack of communication and no transparency meant that the staff filled in the gaps.  You see the brain doesn’t like gaps, so it makes up what it doesn’t know based on its own perceptions.  This meant that everyone was working on totally wrong information and coming to the wrong conclusions.  The first big step to improving the situation was for the business founder to call a meeting and give a heart-felt honest update.  The result was the staff felt trusted and respected.  They relaxed a little and were then open to embracing further suggestions he and Lynda put together and were able to move forward.  It worked.  The business continued to flourish.

Insights into emotion leads to increased morale and business performance

An MD of a medium sized company wanted to promote six members of staff to become team leaders. He employed specialists HR advisors who ran various psychometric tests, conducted interviews and between them they decided they had chosen the best six. One year later he contacted Lynda to say things were going desperately wrong, with much discontent rippling through the company. Lynda spent a day interviewing the six team leaders, middle management and senior management. She then ran an analysis on the interviews and discovered recurring themes that were damaging morale and the business as a whole. Reviewing her analysis, the MD decided that some training was need on communication skills and emotional intelligence. This was carried out and things got better, but there was more to be done. After a few sensitive conversations, it was clear that some of the team leaders, although brilliant at what they did, simply were unable to ‘read’ emotional signals from their people. So Lynda worked with each person individually to give a template as to what the expressions and words truly meant. This was highly successful. Morale improved significantly leading to increased business performance.

Ensuring unconscious bias isn’t limiting promotion of women

A large firm needed to work on more women becoming partners. But the numbers of women being promoted was disappointingly low. Lynda spent a few days with the board, observing the language they used across and downline, as well as unconscious biases that the senior people were unaware of. It transpired that they had unwittingly been eroding confidence in some of the female candidates and also had been showing strong gender bias as to how stereotypically a woman ‘should’ behave in business, which was not how a partner ‘should’ act. Once these habits were identified, Lynda was keen to show that this did not make the seniors bad people, it was simply old conditioning that gets locked away below conscious awareness and drives our behaviour. Lynda’s analysis and insights brought about positive change and subsequently more women became partner that year. Being bias-conscious was the way forward.