#115
Think Better, Lead Better: Helena Boschi reveals the cognitive shortcuts and science-backed habits that power elite workplaces
Dr Helena Boschi is an applied neuroscientist who has spent years exploring how the human brain works – and, crucially, how we can use that knowledge to improve leadership, decision-making, and the way we work. Helena is the author of Why We Do What We Do, a deep dive into the quirks, biases, and vulnerabilities of the human mind.
Her business, Chequered Leopard, bridges the gap between cutting-edge neuroscience and real-world application, helping leaders and organisations harness brain science to create better workplace cultures, boost performance, and drive innovation. From the impact of stress on decision-making to the myths surrounding memory, attention, and creativity, Helena brings a wealth of insight into how our brains shape everything we do.
Summary
01:19 How did Helena Boschi’s journey into neuroscience begin?
- Dr. Boschi was born the eldest of 10 children and was always interested in human behaviour.
- Early fascination with getting people to act collaboratively, both at home and in school.
- Academic journey started with a classics degree, then professional experience in sales, marketing, and quality.
- Her curiosity about why people behave as they do at work led her back to study a Master’s, then a PhD, and further studies in cognitive neuroscience.
- Focused on making neuroscience practical, especially in workplace contexts, bridging research with real-world applications.
05:20 Why is it useful or crucial for leaders to apply neuroscience practically in the workplace, and what might they be missing if they don’t?
- Organisational language is often too abstract, making it hard for the brain to process or act upon.
- Simple, clear, and concrete language is more effective for guiding behaviour.
- Common feedback systems (like the praise-criticism sandwich) don’t align with how the brain processes criticism and praise.
- Performance review systems are often ineffective and may leave employees despondent.
- Emphasising exceeding expectations leads to a relentless, unsustainable treadmill; reliably meeting expectations builds trust.
10:02 How should managers approach praise in the workplace, especially outside of formal feedback routines? Is there such a thing as too much or too little praise?
- Feedback should reinforce desired behaviour, improve performance, or change behaviour.
- Praise must be specific, detailing what was done well, when, and the impact.
- Dopamine is released when expected praise is delivered at just the right moment, not every time.
- Feedback to improve performance should be given just before an opportunity to apply it.
- Avoid mixing praise and criticism; timing and clarity are crucial for effective feedback.
14:11 What does it mean that “the brain is negative”? Do we have a negativity bias?
- The brain evolved to spot threats and danger before recognising anything safe.
- Negativity bias means the brain reacts more strongly to bad news or criticism.
- Modern threats are often social rather than physical, such as social rejection.
- The brain is more electrically active in response to negative inputs.
- Multiple praise-to-criticism ratios (like 5:1 or 10:1) are suggested, but separating feedback types is simpler and more effective.
16:06 How can people use the idea of neuroplasticity to rewire their brains at any stage of life, and what daily habits support this?
- Physical movement is essential for brain health, stimulating neurogenesis and other positive changes.
- Mental exercises, such as memory tasks, keep the brain responsive.
- A diverse diet supports both brain and gut health.
- Social support and nurturing relationships enhance brain health.
- Embracing discomfort and uncertainty can spur new learning and adaptability.
30:43 Why do our brains seem to default to emotional, rather than rational, decision-making?
- No one is truly rational; most decisions are emotionally driven.
- The “fast thinking” System 1 is ancient and focused on rapid response, not logic.
- Amygdala and related brain regions quickly detect anything unusual or threatening.
- The prefrontal cortex enables rational thought, but it’s slower and requires more energy.
- When highly stressed or fearful, resources shift from reasoning (prefrontal cortex) to survival (amygdala).
35:41 Can we have a healthy relationship with fear?
- Fear is not inherently negative; it’s a protective, vital emotion.
- Chronic fear can turn into anger, providing motivation or strength.
- Fear keeps us accountable and aware of consequences – psychopaths with diminished fear responses lack this.
- Understanding and acknowledging fear is essential, especially when building psychological safety at work.
38:16 What happens neurologically when we empathise, and can empathy be cultivated?
- Mirror neurons enable us to resonate with others’ emotions and actions.
- Oxytocin increases trust and bonding but can also reinforce in-group vs. out-group mentality.
- Empathy can have downsides if it leads to emotional contagion from others’ stress.
- “Rational compassion” (taking action to help) can supplement or replace emotional empathy when direct resonance is lacking.
43:23 Do most organisations go far enough in creating psychological safety, and what are the challenges?
- Psychological safety is difficult to achieve and rarely present at a deep level in organisations.
- True psychological safety is shown when people feel safe reporting mistakes or dissenting.
- Organisational ego and leadership resistance often stifle psychological safety.
- Trust between individuals is different from psychological safety in groups; group trust requires leaders to welcome dissent.
47:14 What are some surprising or misunderstood mental biases that shape our behaviour at work and in life?
- Probability outcome bias: People react to potential outcomes, ignoring actual probabilities.
- Outcome bias: judging decisions by results, not by the quality of the process or data.
- Loss aversion: emphasis on avoiding loss more than seeking gain.
- Availability heuristic: overestimating dramatic risks (e.g., flying after 9/11) due to vividness of recent events.
- We’re all subject to biases; greater diversity and open discussion can help reveal and manage them.
51:12 Why do humans struggle to change, even with the brain’s adaptability?
- The brain is lazy and designed to conserve energy; habit formation supports efficiency.
- Habits reside deep in the brain, making them hard to override.
- Change requires conscious effort and rewiring, which most people resist.
- Change is easier in childhood – adult brains are more fixed, requiring more effort and motivation to adapt.
- Scaffolding, accountability, and purposeful goals can facilitate sustained change.
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