David Rock, editor of the NeuroLeadership Journal, has said that by better understanding the brain, leaders can align the way they work with the brain’s affinity to create a more productive and successful experience.
Over the last few decades, studies in neuroscience have shown that you can literally physically rewire your brain. You can change the “default network” you were born with, the one that ensured the survival of our primitive ancestors who lived in a very different world.
These 5 insights also may inspire leaders to develop their own “neural leadership” style to help meet the psychological needs of individuals with whom they work:
It is better to be fair than to be right.
Neuroscientists have discovered that when people feel they have been treated unfairly, there is activity in the amygdala, which performs a primary role in processing memory and emotional reactions.
In short, memories of being treated unfairly run deep. Understanding this innate need is helpful in creating relationships that focus on respect, acceptance and equality.
Introvert or Extrovert? It doesn’t matter.
Our brains are predominantly social organs, so we need to bring them some level of socially driven interaction or goal. Most workplace cultures, however, focus on optimising results instead of improving social interactions.
The unintended consequence of focusing on results – instead of people – is that over time, even top performers will feel devalued, less secure or even unfairly treated.
If lightbulb inventor, Thomas Edison, had slept more, he might have made fewer mistakes. Edison and many prominent thinkers in history have encouraged work over sleep. But the brain needs sleep.
Debates about why this is true are rampant among neuroscientists, but during sleep, it is believed we consolidate memories, make new connections, conserve energy and unconsciously chip away at problems. People can tell if they’re getting enough sleep by whether they wake up rested without the need for an alarm.
When tasks compete for the same mental resources, the quality of results of all tasks is diminished.
In other words, leaders should stop multi-tasking and focus on one task. If not, they may experience a decline in quality of thought and in energy, as both erode with prolonged multi-tasking.
We are wired to predict.
For instance, when we are in any situation, we try to make sense of it by predicting what will happen next. The danger in creating predictions is that most are inaccurate or incomplete. With experience, predictions often improve. However, if leaders hold on to predictions, it may stop them from seeking new perspectives.