| | JULY - 2023MANAGEHRMAGAZINE.COM9there who should be promoted or placed in succession plans for different roles at various hierarchical levels based on (in part) one's IPC. At first, the three areas (neuroscience, behavioural science, and IPC) don't seem to talk to each other. Consulting companies might not want to consider how their practice works with other areas of research. Maybe that's why HR seems to jump from one thing to the next: we don't pause to consider how all the research and practices work and exist in the same universe. That's the role I've taken on: helping make sense of it all.So, what I have learned? Let's go in reverse order.Intellectual Processing Capacity helps us understand not how smart someone is, or hard they work, or how they choose to look at challenges and failures, or what behaviours they demonstrate, or how creative they are. It informs how they process information. And a universal truth is that higher a role is hierarchically, the more information there is to take in and manage. How fast one matures, and how successful one is (or is not) is not solely dependent on their IPC, but it can inform who should be considered for select roles if your organization understand both role requirements and individual capability. I think of this as more of a filter or litmus test for pairing capability to what a role demands.Neuroscience informs how we should approach relationships and communication with individuals and teams. Understanding social threats and rewards (motivation), how to help others generate insights and make new connections, and how to persist and succeed when faced with changes, challenges, and obstacles, is the most powerful skill set we can help leaders learn and adopt. I am an unabashed fan of teaching all leaders these core concepts of human leadership. Behavioural science helps us understand how we reward, recognize, redirect, or correct behaviour with both positive and negative consequences that are unique to the individual. Each human is unique in what we respond to, our job is to know our teams well enough so that our actions are received as we intend them. A simple example: sending a teenager to their bedroom may not a punishment to some, but taking away their mobile, their tablet, their game system and the like is a fate worse than death to others.My observations may be simplistic and obvious to some, but the ideas I have generated because of these insights are coming into play as I build the talent management portfolio and a leadership development framework with my employer. That's the power of generating the insights myself: I own them and am motivated to act on them, more so than if I had been handed a manual from elsewhere on how to make sense of it all. And that would be my challenge to our readers. What links are you making? How can you make research that seems to contradict, work in concert for your organization? Intellectual Processing Capacity helps us understand not how smart someone is, or hard they work, or how they choose to look at challenges and failures, or what behaviours they demonstrate, or how creative they are
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