From the biological standpoint, people deprived of the human moment in their day-to-day business dealings, actually in all domains of their lives, are losing brain cells - literally - while those who cultivate the human moment are growing them.

Newcomers should be put in an established position where the expectations are known and help is available. New major assignments should mainly go to people whose behaviors and habits are well known and who have already earned trust and credibility.

Many people persist in the wrong job, trying year after year to get good at what they're bad at or at what they dislike. Like marrying the wrong person, working in the wrong job is a prescription for a life of toil-and-groan.

From the biological standpoint, people deprived of the human moment in their day-to-day business dealings, actually in all domains of their lives, are losing brain cells - literally - while those who cultivate the human moment are growing them.

Fear shuts people down. When you feel safe, your brain is free to soar. When you feel in danger, your brain goes into survival mode, not peak performance mode. Too many people feel unsafe at work, under toxic pressures, and stretched too thin. They are literally about to snap. Within an atmosphere of trust and what I call connection, a supervisor can create conditions under which people's brains can set aside fear and fly high.

No work is "most important." Or, put differently, all work is important but work done poorly becomes most important.

It is especially important for managers to know about, neuroplasticity, the greatest discovery in neuroscience in the past 20 years. It refers to the fact that the brain is remarkably plastic. It can grow and change for the better throughout life. In fact, "plastic" denotes the brain's ability to grow and change throughout life.