James Teboul is a professor at INSEAD [Institut Européen d'Administration des Affaires – “The Business School for the World”] and at the Collège des ingénieurs [a European business school based in Paris]. He is also a consultant for many commercial and service organizations. He is a specialist in decision-making and management of change in companies. He is the co-author with Philippe Damier of Neuroleadership.
Philippe Damier is professor of neurology at the CHU [Centre hospitalier universitaire] of Nantes. He is the author of Décider en toute connaissance de soi [Decide with Complete Self-Knowledge].

One can no longer count the thousands of seminars, publications, academics, and instructors who undertake to develop prescriptive and ideal models of leadership, which nevertheless remain inaccessible mirages. Everything that is written, blogged, published, taught, exposed, all the money spent on the development of leaders in general fails to transform organizations to make them places where cooperation is valued. Leadership is regularly in crisis; to be a director is no longer everyone’s dream.

However, the neurosciences can help us understand how we are wired, the extent to which we are prisoners of rational illusion, how we are influenced by seven fundamental biases acting unbeknownst to us, which condition a great deal of our behavior. These seven biases are carefully described and analyzed here.

To assume their role, leaders must know how to take into account predispositions and biases that make them act, and thus understand them, and work resolutely against their natural tendencies. This unique approach is illustrated with examples drawn from the worlds of corporations, health, and leisure.