Just this past week, Christianna Hayes published an innovative new book entitled Wired for Excellence: Harnessing Brain Science for Organizational Success, which brings together the fascinating world of neuroscience with the practical tools of organizational excellence, giving leaders a fresh, science-backed way to build thriving workplaces. Essentially, it’s a real-world guide to understanding how the brain shapes behavior, decisions, and culture, and how leaders can use that insight to drive performance, trust, and long-term success.
When I spoke with Christianna recently, I asked her, "How can brain science actually help an organization succeed?" Here is her complete answer:
When organizations talk about improvement, they often focus on tools and processes. But those systems succeed or fail based on one thing -- the human brain. Every decision, reaction, and relationship runs through that three-pound organ we all bring to work each day. When leaders understand how it functions, they can design environments that bring out people’s best thinking instead of triggering defense mechanisms.
When people experience uncertainty or unclear expectations, the brain’s alarm system -- the amygdala-- interprets that as a threat. Energy shifts from problem-solving to self-protection, and engagement drops. The solution isn’t to push harder; it’s to design clarity, safety, and progress into the work itself. When the brain perceives purpose and predictability, it releases dopamine and oxytocin -- chemicals that reinforce focus, trust, and motivation. In other words, success happens when people’s brains feel safe enough to contribute and rewarded enough to keep going.
In Wired for Excellence, I use a framework called the BRAIN Model -- Belonging, Resilience, Autonomy, Insight, and Nurturing -- to help leaders translate neuroscience into daily practice. These five elements remind us what the brain needs to stay engaged. When organizations meet those needs, performance isn’t forced -- it flows.
As I often tell clients, “The brain is both the barrier and the breakthrough.” Once we learn to work with it rather than against it, excellence becomes less about control and more about design.
What do you think of Christianna's perspective? Is "brain science" a consideration in your organization when process-improvement initiatives are implemented? Do you think it could affect the overall workplace culture?
