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The Neuroscience of Relationships

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Our social intelligence comes from the neocortex. The size of the neocortex in primates (incl. humans) directly correlates to the size of social group the species typically interacts with.  Cavemen grouped in dozens or hundreds, but modern professionals and organisations can easily have thousands of network connections.

Working together in a group requires a high level of social intelligence, a talent for identifying and managing relationships – this applies to the survival in a group of cavemen as well as within our modern workplace.

Your network is your collective IQ and social capital.  During times of change your network expands your leadership shadow and allows you to collect raw feedback on individual change progress, concerns and barriers.

Working collaboratively through change provides quick answers for rapid prototyping, where you try out a particular idea to see how it works and then modify it from there. Rapid prototyping is a means to increase agility in change.


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Agile Change Leaders have the competence to

  • Grow large informal networks
  • Identify mutually beneficial relationships
  • Create and maintain personal trust
  • Build close-tie relationships across all levels at work

They are senior-level relationship managers with the ability to manage interactions to provide services and support the organisation.

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