As a successful doctor of psychiatry and neuroscience, it looked as if I had it all: I was married to a fellow psychiatrist and had a job working for the NHS. We were a carefree young couple, with a great social life and lots of opportunity to travel the world. Everyone assumed I was in complete control of my life.
But I was running on autopilot, and when I reached my mid-30s everything fell apart. I had become increasingly unhappy in my work, worn down by the long hours and workload and the sense of not being able to make a real difference to my patients.
Are entrepreneurs wired differently than managers? Are they better equipped to make decisions about risk and innovation?
I recently participated in an interdisciplinary collaboration between neuroscientists and management faculty in which we tackled these questions and found that entrepreneurs actually do use their brains in a different and more complete way when it comes to certain types of decisions. This was the first attempt to apply techniques from neuroscience to understand the differences in the ways actual managers and entrepreneurs use their brains to make decisions. Read More »
Larry, one of the employees you supervise, hasn’t been performing his job up to expectations. But you’ve been reluctant to take him aside and speak with him candidly: Like most senior people in the company, you are white. What if Larry, who is black, takes your criticism the wrong way or, worse, thinks you are racist?
The last thing you want is for others to think your actions were influenced by race. So you’ve held off talking to him about performance issues that you’d likely have raised with your non-minority employees. You’re relieved that a potentially thorny situation was averted, even pleased with your capacity to be so racially sensitive.