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Brains, Teams, and Innovation

Monday, August 24, 2015 1:00pm - 2:00pm EDT  
Host: Association for Talent Development
By: Kim Ruyle

Innovation is primarily driven by the right mix of experts working in highly functional teams. Unfortunately, dysfunctional teams are common, especially among those composed of experts. Understanding how the brain works can help us diagnose problems and take actions that result in high-performance innovation teams.

The past decade has seen remarkable advances in our understanding of how the brain works. Many of the research findings have significant implications for leaders and managers. In this webcast, we’ll explore practical ways in which we can leverage brain science to build high-performing innovation teams. We’ll review the neuroscience that underpins focus, learning, memory, stress, emotions, expertise, and problem solving. We’ll illustrate and explain practical approaches for leaders of innovation teams. Apply them, and your team will never be the same!

During this webcast, you’ll learn to:

  • Build trust and solid team relationships.
  • Align the values, energy, and sense of purpose in team members.
  • Create an environment of threat-free urgency.
  • Leverage conflict and constructive debate.
  • Enhance intuition and deepen expertise.
  • Accelerate shared learning in the team.


Kim Ruyle
Kim Ruyle

Kim Ruyle is president of Inventive Talent Consulting, a Miami-based firm that provides strategic talent management and organizational development consulting for leading global organizations. He is an independent Lominger associate in Korn Ferry's Global Associate Network.

Kim has more than 25 years of experience in human resources, organizational development, and general management. He spent nearly six years with Korn Ferry Leadership and Talent Consulting, most of it serving as vice president of research and development, where he led the development of robust talent management tools, assessments, and thought leadership. Prior to joining Korn Ferry, Kim was director of learning and development for Siemens Logistics and Automation Systems, where he was responsible for strategic HR practices including succession planning, performance management, and employee development. Previously, Kim managed learning and development processes and technology for Deere & Company, founded and ran a software company, and taught at four universities.

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