When the four develop together, people are more self-aware, self-regulated and better able to collaborate, solve problems and sustain improvement.
Our existing neural wiring, assumptions and past experiences influence what we expect, what we notice and what we believe is possible.
We constantly interpret what is happening, what it means, what matters and what might threaten us, based on our beliefs and context.
Our physiological and neurochemical state affects attention, memory, judgement, empathy, creativity and our ability to solve problems.
Our decisions, communication, behaviour and habits shape our relationships, our working environment and the results we achieve.
Every decision, conversation and behaviour from leaders sends signals about what matters, what is safe and what gets rewarded.
What leaders say, do and prioritise every day communicates what matters and what is safe.
These signals influence how people think, feel and behave, individually and as teams.
The result is more or less trust, collaboration, critical thinking and discretionary effort.
Which decides how well your existing systems, tools and strategies deliver.
Better leadership creates the conditions for better results: stronger collaboration, faster problem solving, less resistance and more consistent delivery.
Continuous improvement follows Plan, Do, Check, Act. The brain mostly decides through prediction and emotion, then explains its choice afterwards. BTFA balances the rational process with the human reality.
Developed by David Bovis through an MSc in Applied Neuroscience, alongside psychology and philosophy.
It puts practical form to Respect for People, the principle that makes Lean sustainable.
Deployed globally at GKN Aerospace and used by CLAAS, thyssenkrupp, Element Six and others.
When the four develop together, people are more self-aware, self-regulated and better able to collaborate, solve problems and sustain improvement.
Our existing neural wiring, assumptions and past experiences influence what we expect, what we notice and what we believe is possible.
We constantly interpret what is happening, what it means, what matters and what might threaten us, based on our beliefs and context.
Our physiological and neurochemical state affects attention, memory, judgement, empathy, creativity and our ability to solve problems.
Our decisions, communication, behaviour and habits shape our relationships, our working environment and the results we achieve.
Every decision, conversation and behaviour from leaders sends signals about what matters, what is safe and what gets rewarded.
What leaders say, do and prioritise every day communicates what matters and what is safe.
These signals influence how people think, feel and behave, individually and as teams.
The result is more or less trust, collaboration, critical thinking and discretionary effort.
Which decides how well your existing systems, tools and strategies deliver.
Better leadership creates the conditions for better results: stronger collaboration, faster problem solving, less resistance and more consistent delivery.
Continuous improvement follows Plan, Do, Check, Act. The brain mostly decides through prediction and emotion, then explains its choice afterwards. BTFA balances the rational process with the human reality.
Developed by David Bovis through an MSc in Applied Neuroscience, alongside psychology and philosophy.
It puts practical form to Respect for People, the principle that makes Lean sustainable.
Deployed globally at GKN Aerospace and used by CLAAS, thyssenkrupp, Element Six and others.
