HR Retention - Turnover in India

Either you're outsourcing to India, your company is considering expanding there, or maybe you just fear a bustling India-based company as a new competitor. One way or the other, India is on the minds of companies worldwide these days. But new research from Right Management and faculty at the Villanova School of Business reveals that employee turnover levels as high as 100 percent in some industries is the largest workforce challenge hindering performance for organizations operating in India. Based on feedback from 4,800 employees, a major cause for such extreme turnover is that managers lack the fundamental skills necessary to effectively lead and engage their teams. Here are some of the survey's other major findings:
 
• Employee Retention In India Is More Influenced by a Direct Manager's Skills than concern for compensation, notes Michael Haid, senior vice president and global leader for the Attract & Assess Center of Excellence for Right Management. "Most employees are seeking opportunities for growth, progress, and pride in their work, and many employers have yet to understand the triggers from managers that help provide these."

• Understanding the Variables that Lead to Greater Retention is a critical component of an effective talent management strategy, says Haid. "High attrition levels can impair an organization's ability to build relationships with clients and run its operations efficiently.  What's more, multinationals may experience the ultimate irony: Due to the high cost of hiring and retraining, they may not be able to reap the cost savings that led them to India in the first place." 
 
The Study Identified Four Key Causes of Employee Attrition:
 
• Gap In Management Skills.  Managers play a vital role in an employee's desire to remain with the company.  Study results reveal a significant deficit in the skills needed to lead their teams, mentor talent, and manage effectively, with many managers promoted before they are ready.

• Employee Engagement Is Critical.  Job satisfaction, commitment to the job and organization, pride, and advocacy lead to higher levels of engagement.  Results show a lack of engagement is the strongest single factor leading to intent to leave an organization.

• Compensation Is Less Important.  Study results indicate a more complex array of factors play a significant role, including an employee's sense of progress, competence, influence, and opportunity to do meaningful work.

Right Management identified four human resources practices as having the greatest impact on an organization's ability to retain employees:

• Effective Performance Management.  Implement a formal integrated performance management process to effectively assess, recognize, and reward employees.

• Nurture Talent.  Provide developmental opportunities for all employees, along with a structured career path, including stretch assignments, additional responsibilities, coaching, and mentoring.

• Support Managers.  Coach managers in fundamental leadership skills so they can effectively motivate, guide, and assess their teams.

• Promote Organizational Values.  Ensure there is an organizational commitment to a larger social purpose. Encourage participation in company-supported initiatives and special interest groups. Highlight activities in your annual report.

Thanks to Training Magazine

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A To Z of Motivation

Avoid
Negative Thoughts, People, Things and Habits.

Believe
In Yourself.

Consider
Things From Every Angle & Others Points Of View.

Dare
To Dream & Dream Big

Energy, Excitement & Enthusiasm
Is In Your Blood.

Family
And Friends Are Hidden Treasures; Enjoy These Riches.

Give
More Than You Planned To.

Have
A Good Sense Of Humor.

Ignore
Criticism, Ridicule & Discouragement from Others.

Jump
On Problems Because They & Opportunities In Disguise.

Keep
Up The Good Work However Hard It May Seem.

Love
Yourself, Just As You Are.

Make
Impossibility A Possibility.

Never
Lie, Cheat Or Steal, Always Strike A Fair Deal.

Open
Your Eyes & See Things As They Really Are.

Prefect
Practice Makes You Perfect.

Quitters
Never Win & Winners Ever Quit.

Reward
Yourself For Every Small Success & Achievement.

Stop
Wasting Your Time And Procrastinating Important Goals.

Take
Control Of Your Life And Your Goals.

Understand
So That You Could Understand.

Visualize
Your Goals And Dreams Everyday.

Win
Over Your Own Weaknesses And Make Them As Your Strengths.

Xccelerate
Your Efforts

Yes

Yes, Yes, Yes You Can And You Will…!

Zap
Your Stress And Enjoy Your Life..

Thanks to Shabbar Suterwala

 

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HR Communication - What We Have Here Is A Failure To Communicate

This quotation is from an old Paul Newman movie entitled, "Cool Hand Luke." I don't remember much about the movie, but I do remember that one line. This quote can also apply to the following scenarios.

Mark and Emily agreed to meet for dinner at a restaurant at a particular time on a particular day. Both arrived at the right time, on the right day, but at the wrong restaurant. Each presumed that the "agreed upon" meeting place was the same restaurant location, but it wasn't and they were aggravated with each other for showing up at the wrong place.

Debra and Skylar were working together on a project. When they came to a crucial stage of the project, they realized that an important task had not been completed. Both thought that the other one had responsibility for handling the assignment. Their erroneous assumptions cost them time and delayed their project. It also caused unnecessary conflict.

Zoie's son, 16-year-old son Ethan, was late getting home from a party. Zoie was very angry with him because she was afraid that something disastrous had occurred. She began yelling at him immediately before he was able to explain why he was late. She rebuffed his attempts to explain and ordered him to go to his room. The next morning she read in the newspaper about her son's heroic actions of saving a child who had been a car accident. He was late getting home because he was helping a family in need.

The moral of these stories... Whenever we fail to ask for information that will confirm our understanding or when we presume to know what another person is thinking or doing, we open ourselves up to erroneous thoughts and actions, which can lead to unnecessary conflict. If we develop the habit of asking for additional information, we may enjoy better relationships and a more peaceful existence.

The habit of asking at least three more questions than you think is necessary may be a valuable one. In fact, if we adopt the "who, what, when, where, why and how" method of questions, we can be assured of making better decisions and taking right actions. It takes time, but so does correcting undesired outcomes.

I must confess that if I had applied the "ask more questions" methods recently, I would have saved myself some time and frustration. What would have happened if the people in the above scenarios had applied it as well? How different would the outcomes have been for each of them?

Affirmation:
"I Make Good Decisions and Take Right Actions because I Take the Time to Ask Questions and to Listen to the Answers." 
 
By Mary Rau-Foster

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HR Leadership - Degrees of Giving - Leading With Generosity

The true meaning of life is to plant trees, under whose shade you do not expect to sit.
~~~ Nelson Henderson

I am holding in my hand a graceful, inspirational book entitled "Ramban's Ladder: A Meditation on Generosity and Why It is Necessary to Give" by Julie Salamon. The book is based on the teachings of Ramban, a physician and philosopher who, more than a thousand years ago, developed Ramban's Ladder, which outlines the various forms of giving from the lowest - handing out money begrudgingly, as one might to a panhandler - to the highest, helping someone become self-reliant. I have long been meditating on the whole issue of generosity as an important quality of leadership: observing leaders who had it, and those who lacked it.

When we think of generosity, our thoughts automatically drift to gifts of money or charity. In the context of leadership, there are other gifts that don't have a monetary value, but whose value is beyond price. These include giving someone a chance; giving someone the benefit of the doubt; and giving others a reason to want to work for you. It entails giving others latitude, permission to make mistakes, and all the information that they need to do the job. It's giving them the authority that goes with responsibility - it's giving them due credit for their ideas. In a nutshell, all of this translates to generosity of spirit, a quality we admire in leaders.

Generosity, a word which once meant 'of noble birth,' used to be associated with members of the aristocracy who, by virtue of their privileges, were expected to show generosity towards those in lesser standing. A leader too, by virtue of her position, and the power and privileges that she holds relative to those she leads, has the same expectations and obligations. A prime obligation is to lead with a generous heart, and to be guided by a nobility of mind. A leader's generosity has a positive spreading effect - conversely, its absence has a series of negative consequences that, if a leader paused to reflect on them, may stop her in her tracks.

I am a firm believer that people need more than just 'a nice job close to home.' Most people want to find meaning in their jobs - they want to feel that they are a part of something bigger and something better. They want to know that what they do matters. A leader with a generous spirit understands this need, and connects the dots for people - the dots that help them see how the work they perform, no matter how small it may be in the scheme of things, has a bearing on the ultimate vision of the company.

There is a well-known anecdote that is related by Tom Peters about a hospital in the US that treats cancer. During a series of staff interviews, an interviewer asked the housekeeper what her job entailed. She responded, "I help to cure cancer." Somewhere in that hospital, a leader connected the dots for this individual, and made her feel that she was an integral part of the hospital's mission. Do you do that for the people who do the work in your unit or organization?

There is a lot of talk these days about lack of engagement in the workforce. Imagine how engaged people are when their leader makes them feel that they are a fundamental part of the success of the organization; that everyone, from the receptionist or mail clerk to the Vice President of Product Development, constitutes a binding thread, tightly interwoven into the company fabric - each equally doing its part to give the fabric its strength.

A leader with a generous spirit delegates not just routine work, but understands about delegating worthwhile work that becomes a gift of development and growth for someone else. How we love those leaders! These are the leaders that make us want to get out of bed in the morning and go to work to give that person the very best that we have to offer. These are the leaders who get our discretionary effort, every day.
And what about gifts of information? In a survey on effective motivation published by 1000 Ventures, one of the top items that individuals want in the workplace is the ability to be 'in' on things. This was rated 9 on a scale of 1 to 10, with 10 being the highest. Managers ranked this item as 1! This is a large chasm in understanding. The quickest way to satisfy this need in constituents is to share information. We have all come across some leaders who are inclined to hoard crucial information as the currency of power. Leaders with a generous spirit give employees a chance to get under the hood and to be a part of the inner circle. Freely and generously sharing know-how, expertise, and ideas is not only beneficial for employees - it's a smart way of doing business.

Albert Camus said: "Real generosity toward the future consists in giving all to what is present." How often, as leaders, we are so focused on future achievements, on realizing the vision of the organization, that in the process, we neglect the people who are there. A leader of a successful software firm confessed to me once that she woke up one day realizing how much she had disconnected emotionally from the people who did the work in her organization, while focusing on the strategic imperatives of the company. Today, we have a tendency to be too self-absorbed. We become self-involved to the point where, without intending it, we exclude others; and we often only consciously notice that we have excluded them when they have become disengaged. Self-absorption inherently prevents generosity. Once in a while, it helps to stop and ask oneself: "Am I giving enough to the people around me?"

There is an African village where the greeting words for 'good morning' or 'hello' are: "I am here if you are here." Imagine the gift we give others when we are fully present with them - when we truly see them. Perhaps this is what Ralph Waldo Emerson meant when he said: "The only gift is the gift of thyself." Bill Clinton recently ended a speech to a 6,000-member audience with an exhortation to "see more people." This preceded his reference to all the people who do the clean-up work behind the scenes after the audience leaves. Do we give a thought to the people who are unnoticed in our organizations, those who quietly work in the background?

While generosity in its pure sense is altruistic, you do still get something back from it: surprise dividends in the form of a recycling of goodwill, a surplus of cooperation, and the sheer satisfaction of seeing another benefit from our giving of ourselves, our time, our attention, our knowledge, and the very best that we have to offer those who cross our paths at work or life. We will never know what opportunities we may have missed in life by showing up tight-fisted. It is hard to receive anything if we don't open our hands to give.

As a leader, giving people the gift of not just our appreciation for good work, but our genuine admiration for their talents, is generosity of spirit at its pinnacle. This is the difference between saying to someone: "Great job" versus "This was pure genius;" or "I appreciated your help" versus "I couldn't have done it without you." When it comes to genuine praise, like the sun at high noon, give resplendently. When you see good work, say it, and say it from the heart, just as you thought it. Free up the thought, and let it breathe - let it fly out there in the form of generous words, and watch what you get back. Giving is ultimately sharing.

Here are some practical tips to enhance our generosity of spirit:

1. Give People a Sense of Importance
   In Adele Lynn's book, In Search of Honor: Lessons from Workers in How to Build Trust, we learn that 55% of workers value "giving people a sense of importance" as the number one item for building trust in the workplace. Consider what small actions you could take intentionally today to make people feel that the work they do is important, and that they themselves, as people, are important to your team.

2. Give Feedback, Not Criticism
   If giving frequent criticism is your style of management, consider some of these questions: Is your motivation genuine, or is it to gain points? Are you picking the right moment? Are you stopping to reflect how you might deliver the feedback while still honoring the other person?
   

3. Give people visibility
   Giving people visibility in your organization is a special gift we bestow to help others shine and grow. I encourage you to think how you might give people more access to senior executives, and more access to your boss. Consider as well that people like to know that their boss's boss knows the great contributions they made to a project, or about their significant effort in writing a report that does not bear their name. Knowing that our leader is representing us well to upper management is a high-octane motivator, and engenders fierce loyalty.
   

4. Give Anonymously
   Real generosity of spirit is doing something for someone without their knowledge. Think of one or two deserving people in your organization that you can help by planting a career-enhancing seed on their behalf - perhaps saying something positive about their work to someone in authority?
   

5. Know When to Forgive
   Martin Luther King said that "The old law of an eye for an eye leaves everyone blind." Consider how harboring vindictive thoughts, even though so compelling at times, is nothing but violence to oneself. A characteristic of a generous person is a total lack of resentment - it's in effect being too noble, too big for that. Who do you need to forgive? What do you need to let go?
   

6. Give Encouragement
   Look around you and pick someone who needs encouragement, and resolve to give them that. Consider that some people have never received encouragement in their life - not from teachers, not from bosses, not even from parents.

7. Give Opportunity
   One of the most valuable gifts we can give someone is giving them a chance. Is there someone right now to whom you could give a second chance to prove themselves? If so, what active steps can you take to create the right circumstances for them to succeed? What doors can you open for someone who is well deserving, but not well positioned to be noticed?
   

8. Share Your Knowledge and Experience
   Resolve to become a philanthropist of know-how. What knowledge, expertise, or best practices can you share with others as a way to enrich them? For inspiration, read about other leaders who practice teaching in their organization for everyone's benefit - for example, Jack Welch, whose calendar was filled with hundreds of hours spent teaching thousands of GE managers and executives at the company's training center at Croton-on-Hudson; or the ex-CEO of Intel, Andy Grove, who devoted considerable amounts of time to teaching newly hired and senior managers his philosophy on how to lead in an industry where innovation goes stale very quickly.

9. Give Moral Support
   Public speaking is known to be among the greatest fears experienced by millions of people. The next time you attend a presentation given by an apprehensive team member, practice giving them moral support. The simplest of generous acts are abstaining from checking your Blackberry, giving the odd nod in agreement, and practicing looking with kind eyes. Finally, take some inspiration from Walt Whitman's beautiful words: "The habit of giving enhances the desire to give." Giving is like building a muscle. It requires practice and persistence – once it becomes habitual, you will emerge as a stronger leader.

Copyright © 2008 by Bruna Martinuzzi. All Rights Reserved.

HR Discipline - You: "You're Suspended!" Employee: "Thanks, Boss!"

What can employers do when a disciplinary suspension is seen as a gift? Today's expert offers practical discipline techniques.

 

Most companies have progressive disciplinary policies for the right reasons: to provide managers and HR with the tools they need to make fair, consistent, and legally defensible employment decisions, says attorney Allison West SPHR.

But sometimes the systems don't seem to work, she says. One of the flaws in most disciplinary policies is that the focus is on punishment rather than rehabilitation. West offers questions to consider when evaluating your discipline program. (West is principal of Employment Practices Specialists LLC, an employment law training and consulting firm in Pacifica, California.)

 

What are the Most Common Reasons Employees Are Disciplined?

Start with some research. Do you take most disciplinary actions for infractions such as tardiness? Or are more egregious matters such as harassment, insubordination, safety, or theft the problem?

 

Determine whether themes or patterns exist in your company. If they do, training might be in order. For example, people often break rules because they don't know about them or because the rules have not been clearly written or explained.

 

Is there a Mitigating Reason for the Misconduct?

Too often discipline is doled out without finding out more about why the conduct occurred. Ask the employee why he or she is not taking the job, the discipline, or continued employment seriously.

 

Say you have an employee who is consistently late and receives a verbal and then written warning. The conduct doesn't change and you are about to suspend the employee. However, you have never asked the person what was going on.

 

Perhaps the employee has an ongoing or intermittent family or medical issue that is causing him or her to be late. Punishing an employee in that situation is typically not going to improve the conduct.

 

In fact, the time off may be more valuable to the employee than the compensation. In addition, the employee may have legitimate legal rights to take the time off or to use intermittent leave.

 

Why do Some Employees See a Suspension As a Gift?

Are you clearly communicating the severity of the situation to the employee? This is not the time to be vague or assume the employee already understands the consequences of his or her conduct.

 

Be direct. If termination is an option, say, "You will be terminated if you violate the policy or continue with the inappropriate conduct."

 

If you are direct and clear about the consequences and the employee still takes a casual attitude, it may be best to terminate.

 

Is Suspension Without Pay the Best Approach?

West says she strongly opposes sending employees home without pay and firmly believes that kind of disciplinary strategy is more often than not ineffective. Why? The employer is typically adding more stress to an already stressful situation. Sending someone home so they have a harder time paying bills or supporting their family does not provide the guidance or support for someone to turn around poor behavior.

 

Even if there are no mitigating reasons for the inappropriate conduct, docking pay seldom turns around poor attitude or morale.

 

Do Managers and HR Dole Out Discipline Consistently?

Some managers may use strict discipline immediately while others are lax and let things simmer until the poor or inappropriate conduct reaches a boiling point. Inconsistent discipline does not send a clear message.

 

Do You Consistently Fire Employees Who Repeat the Prohibited Conduct After the Suspension?

If there is no real consequence, behavior does not change. If you don't terminate right after a violation, your discipline policy has no teeth.

 

Ask yourself, from a business and corporate culture standpoint: Do you want to retain an employee who is not affected by the disciplinary process?

Thanks to BLR

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HR Economy - What is Deflation?

On Nov. 19, 2008, the U.S. Labor Department reported a 1 percent drop in the consumer price index for October 2008. The drop marked the largest decline in 61 years, and it was the first decline in that measure in nearly a quarter of a century. The 1 percent drop was twice as large as many mainstream analysts had forecast. Such a large decline in consumer prices is forcing U.S. policymakers to rethink the possibility of deflation in America.

For more on deflation, we turn to Robert Prechter, the man who literally wrote a book on how to survive it. The following article, adapted from Prechter's book Conquer the Crash – You Can Survive and Prosper in a Deflationary Depression, will help you understand exactly what to expect from deflation. 

Before explaining the price effects of inflation and deflation, we must define the terms inflation, deflation, money, credit and debt.

Webster's says, "Inflation is an increase in the volume of money and credit relative to available goods," and "Deflation is a contraction in the volume of money and credit relative to available goods."

Money is a socially accepted medium of exchange, value storage and final payment. A specified amount of that medium also serves as a unit of account.

According to its two financial definitions, credit may be summarized as a right to access money. Credit can be held by the owner of the money, in the form of a warehouse receipt for a money deposit, which today is a checking account at a bank.  Credit can also be transferred by the owner or by the owner's custodial institution to a borrower in exchange for a fee or fees – called interest – as specified in a repayment contract called a bond, note, bill or just plain IOU, which is debt.  In today's economy, most credit is lent, so people often use the terms "credit" and "debt" interchangeably, as money lent by one entity is simultaneously money borrowed by another.

When the volume of money and credit rises relative to the volume of goods available, the relative value of each unit of money falls, making prices for goods generally rise.  When the volume of money and credit falls relative to the volume of goods available, the relative value of each unit of money rises, making prices of goods generally fall.  Though many people find it difficult to do, the proper way to conceive of these changes is that the value of units of money are rising and falling, not the values of goods.

The most common misunderstanding about inflation and deflation – echoed even by some renowned economists – is the idea that inflation is rising prices and deflation is falling prices. General Price changes, though, are simply effects of inflation and deflation.

The price effects of inflation can occur in goods, which most people recognize as relating to inflation, or in investment assets, which people do not generally recognize as relating to inflation. The inflation of the 1970s induced dramatic price rises in gold, silver and commodities. The inflation of the 1980s and 1990s induced dramatic price rises in stock certificates and real estate. This difference in effect is due to differences in the social psychology that accompanies inflation and disinflation, respectively.

By John G. Agno

Thanks to Robert Prechter, Certified Market Technician / Founder & CEO

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HR Culture - Healthy Corporate Cultures

An overwhelming number of companies are lackluster because they culturally replicate fear-based behaviors, reacting to events rather than driving toward a vision.  An atmosphere of judgment and criticism prevails.  These companies stifle human potential and behave in ways that lead to mediocre outcomes.

Successful companies are most often led by leaders concerned with the well-being of everyone who works in the organization.  Research shows such companies have leaders who are humble, inclusive, inspirational and willing to demonstrate innovative/visionary leadership.

Leaders First

Human behaviors are notoriously difficult to change, but attitude and cultural adjustments are the only ways to differentiate yourself long term.  To have a meaningful effect, leaders' attitudinal changes must precede actual organizational changes, which ultimately herald social and employee shifts from stress behaviors to positive performance.

It takes focus and tenacity to improve corporate culture, instill attitudinal changes in positive thinking and routinely express appreciation.  You must find a few actionable principles that truly make a difference and revolutionize workplace culture.  You must take specific steps to drive these principles deep into the company, at every level and into every behavior.

This is a tall order, which begins at the top.

The Healthy Road Ahead

Health-optimizing programs are needed to develop physical and psychological resilience.

The proper tools and techniques—relaxation therapies, cognitive therapies to teach optimism, strategies to find positive meaning in fundamental aspects of work—can help individuals reshape internal functioning mechanisms and achieve optimal emotional and psychological states.

Such programs cultivate a positive corporate culture that can save hundreds of thousands of dollars a year through stress reduction.

Too many companies purchase the health plans they can afford and then hope to maintain costs, without realizing that corporate culture and individual responsibility have a dramatic impact on overall employee health and healthcare costs.

Achieving reductions in healthcare costs without employees' buy-in is difficult, as many health issues are related to lifestyle.  Obesity, smoking, lack of exercise, poor nutrition and an inability to manage stress are associated with 50 to 70 percent of all illness and medical problems.

Wellness programs provide structured efforts to improve employee lifestyles, and screenings before the onset of disease enhance health and reduce costs.  But less than 5 percent of the $1.8 trillion that Americans spend on healthcare goes toward prevention, and even progressive companies spend 80 times more on cure than prevention.

Corporations have a responsibility to reduce stress, but health packages are affordable and effective only when employees take responsibility for managing their own lives and bodies.

 

By John G. Agno

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HR Entrepreneur - Risky Decision-Making Essential to Entrepreneurialism, Scientists Conclude

ScienceDaily (Nov. 14, 2008) — Whether someone will become the next Richard Branson, Steve Jobs or Henry Ford may be down to whether they make risky decisions, scientists at the University of Cambridge have concluded.

The article, published in the journal Nature, asserts that entrepreneurs are riskier decision-makers than their managerial counterparts. Additionally, the type of decision-making essential to the entrepreneurial process may be possible to teach or enhanced in the future by pharmaceuticals.

Psychological and biomedical research has traditionally considered risk-taking as an abnormal expression of behaviour, as exemplified by its association with substance abuse and bipolar disorder. However, the Cambridge research, which was funded by the Wellcome Trust and the Medical Research Council, found that entrepreneurs represent an example of highly adaptive risk-taking behaviour which can result in positive outcomes during stressful economic circumstances. This 'functional impulsivity', the ability to make quick decisions under stress, may have evolutionary value as a means of seizing opportunities in a rapidly-changing environment.

Entrepreneurs choose to start their own business ventures rather than working within an existing company. Whilst there is a potential for considerable profit in making the decision to 'go out on their own', these individuals accept the accompanying risks (to finances, reputation, family stability and even self-esteem) as many new ventures fail. The scientists propose that it is these types of decisions which differentiate entrepreneurs from others.

To test their hypothesis, the scientists had 16 entrepreneurs from 'Silicon Fen' (the cluster of high-tech companies in and around Cambridge) and 17 managers complete a computerised neurocognitive assessment measuring various aspects of their decision-making abilities. On a decision-making task that required 'cold' processes, entrepreneurs and managers performed similarly. ('Cold' processes govern real-life decisions such as when planning the opening of a consulting company or hiring staff.)

The researchers then had the entrepreneurs and managers make 'hot' or risky decisions which involved evaluating rewarding versus punishing outcomes. (For example, the decision between financing one of several potentially excellent but risky business opportunities is a hot decision – it is too difficult for emotions not to play a role.) On this test, although entrepreneurs and managers both made good quality decisions, entrepreneurs were significantly riskier. Entrepreneurs also showed superior cognitive flexibility and higher ratings on questionnaires which measure impulsivity. These cognitive processes are intimately linked to brain neurochemistry, particularly to the neurotransmitter dopamine.

Professor Barbara Sahakian, lead author of the study, said: "This study has shown that not all risk-taking is disadvantageous, particularly when combined with enhanced flexible problem solving. In fact, risky or 'hot' decision-making is an essential part of the entrepreneurial process and may be possible to teach, particularly in young adults where higher risk taking is likely and age-appropriate.

"Additionally, from previous studies we know that drugs can be used to manipulate dopamine levels, leading to changes in risky decision-making. Therefore, our findings also raise the question of whether one could enhance entrepreneurship pharmacologically."

Journal Reference: The Innovative Brain. Nature, 13 November 2008

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