Welcome to People Plus Science
Welcome to People Plus Science
People Plus Science provide leaders, decision-makers and change agents with ” intelligence tools” to solve “people and product problems”. Turning their greatest risks into their greatest achievements.
Our new look and feel – inspired by people + science.
Our logo takes inspiration from our human-centred approach. The positive, stylised figure is representative of the people element of our business model.
The O, which forms the head and arms of this figure, is symbolic of Oxygen — one of the six elements and the key to life.
The spacing of the letters, and their framing was inspired by the periodic table, while the rounded typeface introduces a softness to the structured logo form.
The ‘+’ sign sits outside the framing to draw attention without dominating the logo. The subtle customisation of the ‘+’ sign denotes an upwards direction, symbolic of improvement and success. The overall form of the logo is compact and clean, yet strong.
The accompanying graphical elements were inspired by neuro readings and the Rorschach Test. The colour palette is diverse, ranging from vibrant and heavily contrasted colours — that are inspiring and motivational — to muted colours — that are emotive and compassionate.
Why People Plus Science?
After years of consumer research and strategy workshops I identified that the decision-making, quality of leadership and the psychological safety of employees was having a detrimental impact on customers. It wasn’t intentional – it was driven by an organisational approach that believed that people were a means to an end as opposed to our most valuable resource, that shareholders came first and the questions from our boards, committees and executives put a clear focus on financial and political performance. After completing studies in Neuroscience in Leadership I started to apply the research and conduct more research into customer advocacy, employee engagement, risk management, governance, performance and team effectiveness.
That research lead me to believe that we needed to provide positive environments to make highly effective decisions. We needed to upskill leaders to provide them with the support, tools and resources previously denied. We needed to motivate and encourage ideas to improve our delivery of service. We needed to provide the environment for people to learn, grow, apply and share their knowledge.
Our tools provide these resources. We have created tools founded in neuroscience and research that support the creation and growth of positive work environments, better decision making, valued people, highly innovative and stronger due to positive impact and positive performance.
We have taken a different approach;
- Our tools are to be used external to organisations – used only by 3rd parties to allow for impartiality, due diligence, support, and trustworthiness.
- We do not reveal sources, or identify individual feedback. It remains a team-level response. Every action is taken to ensure anonymity in our research
- Our research does not rely on surveys only. We must understand the context based on interviews, developing trust, and building the right environment.
- We will link our results to financial results so you can see the true balance sheet of our efforts and apply the commercial view to our human-centric view.
- We work with organisations that want to lead the charge, have a growth mindset and want to challenge themselves and improve. We also work with those who are in crisis and need to work toward compliance. We apply no judgment to either one of these types of organisations.
- We accredit consultants, coaches, and mentors in our tools to provide them with a competitive advantage and another set of tools to add to their toolbox.
- Our approaches are founded in neuroscience and we are agile to adapt and develop tools as research, insights, and knowledge change.
- We are evidence-based. We identify and highlight risks and opportunities that are founded in research, data and evidence.
- We have built predictive modeling into our dashboards to allow a financial and risk management approach to what we do.
- We apply a change management approach that is proprietary.
- We have strong skills in communication to assist in establishing trust.
- We are not HR – we are experts in organisational strategy and design – psychological safety, culture, purpose, employees, customers, stakeholders, risk management, governance, and performance.
Challenges in the workplace – what we hear
1. Fatigue and well-being
The number one issue mentioned by business owners and CEOs was fatigue and exhaustion. The duration of challenges that had been faced from 2018 – 2023 seemed to be “never ending”. Severe weather conditions in 2019 – with flooding, droughts and access to suppliers for domestic repairs an issue. In 2019-2020, COVID, lock downs, staffing issues, supply issues, market access and changing consumer habits. In 2020 – 2022, labour market tightened as fewer resources were available and employees had to do more with less, consumers changing behaviours, supply issues continued, weather patterns continued, and high levels of stress and exhaustion as people completed the work of 2 or more people. In the words of our leaders, “it was the duration of issues, not the actual issues themselves and when you are continually fighting fires, something has to give”.
We have designed tools to create an environment of well-being. Tools to assist decision-makers when fatigue and cognitive exhaustion is present. To allow challenging and a focus on lead indicators instead of working on the symptoms all the time.
Dealing with uncertainty but allocating and prioritising resources for greater impact.
2. Labour shortage/ Industrial Relations and workplace reforms
2023 is said to be the year of significant workplace reform in Australia – in fact in more than two decades.
Leaders that have “put off” focusing on psychological safety, a focus on creating a positive environment, building accountability for poor behaviour and general managerial ignorance around “toxic cultures accepting bullying and sexual harassment” will no longer be tolerated. Amendments to our laws put leaders front and centre in terms of liability “not just inaction, but not preventing behaviour in the first place”. If this hasn’t got some boards and leadership teams “shi**ing their pants” I don’t know what will. To be clear – this isn’t going to be covered by your insurance anymore your heads, reputations and freedom are on the line.
For those who are human-centric and leading the way by providing the right environments focus can be on continual improvement, customer centricity, innovation and sustainability.
Important note: WHS laws, Fair Work and Antidiscrimination Act – have large impacts on workplaces for 2023 and commence as early as March.
3.Customer + Stakeholder Advocacy
You see, our the silos reflected in our organisations are not reflected in the experience we deliver to our customers. The experience we deliver to employees will correlate to how our customers are treated.
COVID created real issues for organisations who wanted to quickly alter their channels to market. There was more digital transformation in two years than the previous ten for many organisations. However, the omnichannel experience suffered. Resourcing issues were blamed for poor experience and this continues. Consumer sentiment has fallen by the wayside despite being the source of revenue, feedback, innovation and product and service improvement. Many organisations can no longer report their churn rates, their most profitable segments, products or even the reasons why. In some sectors new marekts have opened and organisations are not even aware of falling marketshare because they were not aware they were leaving money on the table.
4. Change management
One in three CEOs failed to achieve the desired outcome from past transformation initiatives.
Two-thirds of workers experience burnout crisis, which further causes transformation failure.
Leaders reported that the other task they would like to do more of is product/service improvement and innovation. However, many have cultures that are not conducive to innovation. Many management styles have resulted in micromanagement or environments that are low in trust and psychological safety – meaning that customer centricity and innovation is near impossible to achieve. Importantly habits formed within cultures that are not psychologically safe means that any innovation is usually very costly or full of avoidable mistakes (ie mistakes that did not have to be made),
Many small businesses and family businesses have started with strong cultures based in values however if innovation was not one of them then change management is needed to move to an innovative culture or add values, behaviours and indicators that are conducive to innovation.
Leaders indicated that if they had more time they would like to spend more time on developing their leaders by mentoring, skills development and leading by example. But they are often inaccessible (operational and juggling many roles), they have not been provided the tools to teach, they are resource short.
Our managers and emerging leaders need to be upskilled, trained and provided access to resources to support them in their roles. Many fail within the first 1 -2 years as a result of poor support. Our tools and training try to supplement and support emerging leaders and reignite a passion for current leaders.
We are listening
In summary, we are listening. As we listen we search and research for tools to assist leaders to fill the gap, manage the risk, and improve their performance whilst still allowing them to be “human”.
The neuroscience of conversations
Interested in Learning More?
Enrol in one of our courses or become an