Neuroscience and leadership : an introduction
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Part of the presentation given by Monica and Bert during the Neuroscience and Leadership workshop at the CCL EMEA Associate Learning Days (La Hulpe, June 2012)
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Neuroscience and leadership : an introduction
- 1. Mind your mind An exploration into neuroscience and leadership Monica & Bert CCL Associate Days 2012 – La Hulpe 2012 Center for Creative Leadership. All rights reserved.
- 2. ‚The burgeoning field of neuroscience – the study of the nervous system and the brain – has gone mainstream. The race is on to translate its insights into practical applications at work.‛ CCL Annual Report 2012 – 5 big ideas 2012 Center for Creative Leadership. All rights reserved.
- 3. What we’ll do in this session • Part I : Monica and Bert – Overview on key findings of neuroscience • Part II : CCL’s research – CCL’s take on neuroscience and leadership, based on the research lead by Marian and Carol • Part III : The audience (= you) – Group discussions on what is most relevant for your practice 2012 Center3 Creative Leadership. All rights reserved. for 3
- 4. Part I Monica & Bert 2012 Center for Creative Leadership. All rights reserved.
- 5. Where does learning happen anyway? What will new scientific insights in how our brains function bring? • We used to think the earth was flat • We used to put leaches on people for every disease • The rest of the body was easier... but now we are unlocking the workings of our grey box 2012 Center5 Creative Leadership. All rights reserved. for 5
- 6. We can now actually ‘see’ the brain Bert will demonstrate his toy 2012 Center for Creative Leadership. All rights reserved. 6
- 7. What can we see? We believed it was like ... but it seems that We are rational beings Mind and body are independent Adult brains are static Individual minds 2012 Center for Creative Leadership. All rights reserved. 7
- 8. Two things about neuroscience... 2012 Center for Creative Leadership. All rights reserved. 8
- 9. Neuro Quiz X: Are there more brain connections in our head than atoms in the universe? 2012 Center for Creative Leadership. All rights reserved. 9
- 10. 2012 Center for Creative Leadership. All rights reserved. 10
- 11. Hand Model of the Brain X 2012 Center for Creative Leadership. All rights reserved. 11
- 12. 2012 Center for Creative Leadership. All rights reserved. 12
- 13. 2012 Center for Creative Leadership. All rights reserved. 13
- 14. 2012 Center for Creative Leadership. All rights reserved. 14
- 15. The prefrontal cortex is the stage • Question: how many things can we hold in our short term memory at the same time? 15 2012 Center for Creative Leadership. All rights reserved. 15
- 16. Survival Strategy 16 2012 Center for Creative Leadership. All rights reserved. 16
- 17. Positivity Ratio 3:1 X “I’m larger, better than I thought, I did not know I held so much goodness” Walt Whitman, ‚Song of the Open Road‛ 17 2012 Center for Creative Leadership. All rights reserved. 17
- 18. Hip hip for our prefrontal cortex! • Bert will now explain that the next slide has three little questions. He is going to divide the audience in three groups. The group that has the answer to its question the fastest is the winning group. There is actually no need to read this slide because Bert is going to explain it all. Then again, you’ll read it anyway, I know you will. You can’t help it. Vision trumps all other senses, we’ll come back to that. Anyway, are you ready to concentrate on your little math problem? Which group is going to win and which group is going to bow its head in shame? 18 2012 Center for Creative Leadership. All rights reserved. 18
- 19. The test 1. A bat and a ball cost $1.10 in total. The bat costs $1.00 more than the ball. How much does the ball cost? 2. If it takes 5 machines 5 minutes to make 5 widgets, how long would it take 100 machines to make 100 widgets? 3. In a lake, there is a patch of lily pads. Every day, the patch doubles in size. If it takes 48 days for the patch to cover the entire lake, how long would it take for the patch to cover half of the lake? 19 2012 Center for Creative Leadership. All rights reserved. 19
- 20. System 1 and system 2 20 2012 Center for Creative Leadership. All rights reserved. 20
- 21. Power of Habit • Pop quiz: True or False – “Febreze was a failure when it was first introduced to the market by P&G” 21 2012 Center for Creative Leadership. All rights reserved. 21
- 22. The Power of Habit 2012 Center for Creative Leadership. All rights reserved. 22
- 23. 2012 Center for Creative Leadership. All rights reserved. 23
- 24. Cognitive health Let’s play a game from Lumosity • We need a (Chinese) volunteer 2012 Center for Creative Leadership. All rights reserved. 24
- 25. Neuro Quiz X: Which does exist? o Rooting Neurons o Mirror Neurons o Red Neurons o Vocational Neurons o Pudding Neurons 2012 Center for Creative Leadership. All rights reserved. 25
- 26. Book ‘Brain Rules’ 2012 Center for Creative Leadership. All rights reserved. 26
- 27. The books we read 2012 Center for Creative Leadership. All rights reserved. 27
- 28. Part II CCL 2012 Center for Creative Leadership. All rights reserved. 29
- 29. Not included in this presentation 2012 Center for Creative Leadership. All rights reserved. 30 30
- 30. Part III The Audience (you) 2012 Center for Creative Leadership. All rights reserved. 31
Editor's Notes
- You can download the annual report at : http://www.ccl.org/leadership/about/annualReport.aspx
- You tube videohttp://www.youtube.com/watch?v=Nmvk3zlyQ2w
- Your mind is your best friend, but it is also your worst enemy, involved in self-sabotage. To illustrate, when your mind tells you that you should prepare for tomorrow’s important meeting, it is acting as your friend, causing positive action. When it wakes you up at 3:00 a.m. anxious about the meeting and warning you for the hundredth time about the many consequences of failing, it is acting as your enemy; it is simply exhausting your mental resources without any redeeming value. No friend would do that. Your PQ is the percentage of time your mind is serving you as opposed to sabotaging you. For example, a PQ of 75 means that your mind is serving you 75 percent of the time and sabotaging you about 25 percent of the time. Compelling evidence from a synthesis of research in psychology, neuroscience, and organizational science shows that with higher PQ teams and professionals ranging from leaders to salespeople perform 30-35 percent better on average. What’s more, they report being far happier and less stressed.3 Strategies to increase PQI have coached hundreds of CEOs and their senior executive teams on the tools of Positive Intelligence. I take them to the frontlines of the unceasing battle raging in their minds. On one side of this battlefield are the well-disguised Saboteurs, who wreck any attempt at increasing either happiness or performance. On the other side is the Sage, who has access to one’s wisdom, insights, and often untapped mental powers. The Saboteurs and Sage are fueled by different regions of the brain. We are literally of two minds and two brains. This suggests three strategies to increasing your PQ:Strategy 1. Weaken your Saboteurs:The Saboteurs are the internal enemies. They are a set of automatic and habitual mind patterns, each with its own voice, beliefs, and assumptions that work against your best interest. They come in ten varieties, with names like the Judge, Controller, Victim, Stickler, Pleaser, and Avoider.Saboteurs are a universal phenomenon. The question is not whether you have them, but which ones you have, and how strong they are. Of the executives participating in my Stanford lectures, nearly 95% conclude that they do have Saboteurs that cause “significant harm” to them reaching their full potential for success or happiness. The great news is that you can significantly reduce the power of these mental foes. The key to weakening your Saboteurs is to identify which one you have and expose its key hidden beliefs, patterns, thoughts, and emotions. This, in effect, allows you to create a “mug shot” of your internal enemy. It allows you to identify the Saboteur the moment it shows up in your head. At that point, what you do is to just label that thought as Saboteur thought and let it go rather than pursue it seriously. To be sure, it will keep coming back, which means you will keep labeling it, and letting it go. This simple act of observing, labeling, and letting go has profound impact.For example, notice the difference between saying “I believe I can’t succeed” and “My Judge says I can’t succeed.” The moment you label a Saboteur thought as such, it loses much of it credibility and power over you. (Discover your top Saboteur with free online assessment at http://www.positiveintelligence.com/)Strategy 2. Strengthen Your Sage: Your Sage’s great wisdom and strength is rooted in its perspective: any problem you are facing is eitheralready a gift and opportunity or could be actively turned into one. Your Saboteurs mock that perspective and cause you instead to feel anxious, frustrated, disappointed, stressed, or guilty over “bad” outcomes. Both the Sage and the Saboteur perspectives are self-fulfilling prophecies. If you follow the Sage perspective, you get greater access to its five vastly untapped mental powers which can meet absolutely any work or life challenge without being worked up about it. There are simple and fun “power games” you can play in the back of your mind to facilitate this process.Strategy 3. Strengthen PQ Brain muscles:The PQ Brain gives rise to the Sage perspective its powers. Its focus is on thriving rather than surviving, which is the Saboteurs’ focus. It consists of three components: the middle prefrontal cortex, portions of the right brain, and what I call the empathy circuitry. The PQ Brain “muscles” are activated and strengthened when you command your mind to stop its busy mind chatter and direct its attention to any of your five physical sensations. An example might be to feel the weight of your body on your seat, or feet on the floor, or sensations of your breathing. This might appear simplistic, but it is backed by a massive amount of research. Every time you attempt such a shift of attention for about 10 seconds, you have performed a “PQ rep,” strengthening the muscles of your PQ Brain. The goal is to do 100 PQ reps per day to build up and maintain strong PQ Brain muscles. This can be done while sitting in a meeting, driving, walking the dog, or taking a shower. It doesn’t need to take any extra time from your busy day. These muscles build up really fast. Without a strong foundation of Positive Intelligence, attempts at improving performance or personal fulfillment are analogous to planting elaborate new gardens while leaving voracious snails free to roam. The wise investment is to raise Positive Intelligence first. The results are often reported to be gamechanging for the team, and lifechanging for the individual. Try this out. Discover your top Saboteurs and PQ score with the free online assessments at http://www.positiveintelligence.com/Bio:ShirzadChamine is author of New York Times bestseller PositiveIntelligence. He is Chairman of CTI, the largest coach-training organization in the world. A preeminent C-suite advisor, Shirzad has coached hundreds of CEOs and their executive teams. His background includes PhD studies in neuroscience in addition to a BA in psychology, an MS in electrical engineering, and an MBA from Stanford, where he lectures.
- Bert