Research by Jan-Emmanuel De Neve, Professor of Economics and Behavioural Science, University of Oxford, has found that ‘belonging’ is the main driver of work wellbeing.

With curiosity we can approach new experiences, people and events with mindful awareness - the positive and beautiful as well as the challenging and upsetting.

Practicing positive leadership can be as effortless as switching on a light switch, which like the bulb that lights up the room, can amplify people’s positive mindsets and emotions, creating powerful ripple effects that make it worth spending those seconds to make the best choice.

When we recognise the role that emotions play in our culture, we can ensure that we are influencing them positively. By thinking of emotions as information, or data, it can give leaders huge clues as to what is going on within their teams.

Our attention oscillates between excitation and dullness. Only when we attempt for the first time to direct and hold our attention in a single place for even a few moments do we become vividly aware of just how chaotic our minds really are.

If we’re running low on dopamine, it will affect our ability to think clearly, focus, make good decisions - or any decisions at all! - and manage and regulate our emotions. Dopamine is triggered by the reward centre of our brain, so most things that generate rewards for us will release dopamine.

Social neuroscience explores the biological foundations of the way humans relate to each other. By understanding the importance of social neuroscience in the workplace, leaders can create high trust cultures that will deliver measurable improvements in team communication, collaboration and performance.