Sounds a little far-fetched and yet we believe it is true. There is no way that a leader today can experience the success that he or she desires without an understanding of motivation – for themselves and for others. And, to do that – we must look to current research findings about the brain as it relates to leading ourselves and others.

In our upcoming book, Results Coaching Next Steps: Leading for Growth and Change, which, by the way, does not replace our first book – rather this book is the sequel to that – we have a separate chapter dedicated to leading with the brain in mind and the concepts flow throughout the entire book. Below is a little taste of what is to come.

To be so similar in design – we are told that our brains are all but 1/100 percent identical – yet, one has only to spend a short time with others to realize how distinctly different we all are. After all, there is only one person that is you – no one else fits that profile. The same thing is said for every other person you lead. In metaphoric terms, you lead a group of “you’s”.

While it can seem daunting at times – this thing called leadership – thanks to recent brain research findings, we have some steady support to hold on to as we move forward. Here are three important points to keep in mind as you lead with the brain in mind.

1. Emotional Intelligence Is A Must For Today’s Leaders
   Daniel Goleman, well known for his work in Emotional Intelligence, says, “Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback”. Goleman goes on to say that there is a need for leaders to have training on the limbic system, because once we understand how it works, we are better prepared and committed to break old habits and establish new ones. In other words, we want the emotional part of our brain to work in harmony with the reasoning part of our brain so that the choices we make include both our feelings and our thinking, which in combination lead us to more productive responses. Likewise, we want those we lead to continually build their own skills in emotional intelligence, where thinking and feeling meet together in productive ways. This happens as we understand how the brain works as individuals and as an organization. After all, every person you lead or with whom you are interacting is constantly scanning you, via their limbic system, to determine if what you are saying, or how you are behaving, is conveying a sense of trust or a feeling of distrust within their own brain.
2. Your Behavior Influences The Behaviors Of Others
   Dr. Stephen Porges, neuroscientist at the University of North Caroline at Chapel Hill, Department of Psychiatry, says that there is a visceral reaction (in lay terms–a physical reaction between the head and the heart) when someone uses a tone that sounds threatening, or turns away from the person speaking. He says that you can see it in the face of the person that is the receiver of the negative voice intonations or physical movements, and that in turn produces a fight or flight type of behavior. “When you feel safe, you can do lots of interesting things. When your nervous system detects risk and fear, you can’t even sit in a room without being hyper vigilant about what is going on behind you,” quotes Porges. When fear is removed, it is empowering. Voice tone matters. Language matters. Physical cues matter. While someone is speaking, the listener is cuing. “When people feel comfortable, their nervous system is triggering an inhibitor to their sympathetic nervous system and this in turn facilitates health, growth and restoration through social interactions. The intonation of my voice is producing a field of energy that your nervous system has well-identifying receptors that can turn on and off defensive behaviors.”
3. Limit Your Response Regrets
   That sounds easy to do and yet at times, not so much. We all know what this means. You are in a situation and as if on autopilot you react– without thinking. For the most part – the way you respond is appropriate, yet at other times – maybe in the privacy of your office when you have had space to take some deep breaths and reflect back – you regret the way you responded. The research is clear that with practice we can actually limit those response regrets. Yes, we can reduce the number of response regrets we have when we develop patterns of behavior focused on choices aligned with our desired way of being rather than giving in to a rush of emotions surging through our bodies as a result of sensing threat. This happens as we activate the cerebral cortex, the portion of the brain that reasons and thinks, to work in conjunction with the emotions flowing from our limbic system.One approach in reducing regret responses is to have a clear picture of whom we are when we are at our very best. This way we can figuratively reach out or move toward that best self during those challenging times when our emotions are trying to pull us in a different direction that we may later regret–a regret behavior that is sometimes described as “going limbic.”

Final Thoughts

As a dedicated leader, you are charged to lead others to extraordinary results – no one is asking for mediocre results. In order to reach these high standards of leadership, you are called to use current findings about the brain and to reflect on ways your leadership aligns with these important findings. What is resonating the most for you about the three points offered in this article and what are you willing to do that shows your desire to stretch yourself as a leader?

References:

Goleman, D., Boyatzis, R. & McKee, A. (2015). Harvard Business School review of Emotional Intelligence. Cambridge, MA: Harvard Business School.

Porges, S. (2013, May 15). The Polyvagal Theory. [Video file]. Retrieved from https://www.youtube.com/watch?v=8tz146HQotY.