The document discusses how leading with vision and positive emotional leadership can inspire loyalty and commitment. It explores different leadership styles and their emotional impacts, finding that styles with positive emotion resulted in better financial returns. The document then discusses theories of the triune brain and its reptilian, mammalian and neocortical parts, and how leading with both head and heart by addressing the needs of each brain region can create more effective whole-brain leadership.

1. LEADING WITHLEADING WITH
HEARTHEART
Inspiring Loyalty and Commitment withInspiring Loyalty and Commitment with
Vision-Based LeadershipVision-Based Leadership
William G. DeFoore, Ph.D.
Institute for Personal & Professional Development, www.goodfinding.com

2. LEADERSHIP STYLESLEADERSHIP STYLES
In research drawn from a global database ofIn research drawn from a global database of
3,871 executives, it was found that3,871 executives, it was found that “leaders“leaders
who used styles with a positive emotionalwho used styles with a positive emotional
impact saw decidedly betterimpact saw decidedly better FINANCIALFINANCIAL
RETURNSRETURNS than those who did not.”than those who did not.”
(From Goleman, et.al. PRIMAL LEADERSHIP, 2002)(From Goleman, et.al. PRIMAL LEADERSHIP, 2002)

3. LEADERSHIP STYLESLEADERSHIP STYLES
And how they were perceivedAnd how they were perceived
• Visionary-Visionary-MOST POSITIVEMOST POSITIVE
• Coaching-Coaching-HIGHLY POSITIVEHIGHLY POSITIVE
• Affiliative-Affiliative-POSITIVEPOSITIVE
• Democratic-Democratic-POSITIVEPOSITIVE
• Pacesetting-Pacesetting-OFTEN HIGHLY NEGATIVEOFTEN HIGHLY NEGATIVE
• Commanding-Commanding-HIGHLY NEGATIVEHIGHLY NEGATIVE

4. LEADERSHIP STYLESLEADERSHIP STYLES
Leadership is very much aLeadership is very much a
MATTER OF THE HEARTMATTER OF THE HEART
and yet…and yet…
TRUE GREATNESS IN LEADERSHIPTRUE GREATNESS IN LEADERSHIP
Is a matter ofIs a matter of HEADHEAD AND HEARTAND HEART
WorkingWorking BRILLIANTLYBRILLIANTLY together!together!

5. “Emotional Brain” Theory
Daniel Goleman, Peter Salovey, et. al. Researchers in Emotional Intelligence
NeocortexNeocortex
EmotionalEmotional
BrainBrain
(Amygdala—(Amygdala—thethe
““emotional sentry”)emotional sentry”)

6. The Triune Brain Theory
Paul D. McLean
National Institute of Mental Health
NeocortexNeocortex
MammalianMammalian
ReptilianReptilian
Pre-frontal lobesPre-frontal lobes

7. The Reptilian BrainThe Reptilian Brain
Survival brain CharacteristicsSurvival brain Characteristics
•Fight, flightFight, flight oror freezefreeze
•Focused on “small picture”Focused on “small picture”
•Resistant to changeResistant to change
•Retreat to the familiarRetreat to the familiar
•Needs structure and repetitionNeeds structure and repetition
•GovernsGoverns FEAR AND ANGERFEAR AND ANGER
•Gives energy/drains energyGives energy/drains energy
•Can shut down the rest of theCan shut down the rest of the
Brain—Brain—”emotional hijacking””emotional hijacking”

8. The Mammalian BrainThe Mammalian Brain
• TheThe HEARTHEART connectionconnection
•Family, community, teamFamily, community, team
•Focused on “big picture”Focused on “big picture”
•GovernsGoverns TRUST LEVELTRUST LEVEL
•Connects to the brilliant neocortex--&Connects to the brilliant neocortex--&
thethe collective braincollective brain of theof the
team/family/companyteam/family/company
Characteristics:Characteristics:

9. THE BRAIN WAS DESIGNED FORTHE BRAIN WAS DESIGNED FOR
TRUST AND COOPERATIONTRUST AND COOPERATION
FEAR AND ANGER (Reptilian reactions)FEAR AND ANGER (Reptilian reactions)
make usmake us less intelligentless intelligent andand separate usseparate us from each otherfrom each other

10. The more trusting and compassionate we
are, the more intelligent we become!
THE BRAIN WAS DESIGNED FORTHE BRAIN WAS DESIGNED FOR
TRUST AND COOPERATIONTRUST AND COOPERATION

11. The NeocortexThe Neocortex
togethertogether are the domain of:
– “Head” and “heart”
– Precision/effectiveness
– Decision making ability
– Thinking and imagination
– Clear, effective communication
– Managing conflicting information
– And connected by the corpus callosum
RIGHTRIGHTLEFTLEFT
The Left and Right Hemispheres

12. The Neocortex-continued
The Left Brain (left hemisphere)
– The “head” part
– Problem solving
– Time oriented, rational
– Logical decision-making
– Highly valued in school/business
– It provides what the reptilian brain needs
– Can operate independently of emotion (+&-)

13. The Neocortex -The Neocortex - continuedcontinued
The Right Brain (right hemisphere)The Right Brain (right hemisphere)
– TheThe “heart”“heart” partpart
– Imagery,Imagery, creativity,creativity, imaginationimagination
– Accesses/manages/processesAccesses/manages/processes emotionemotion
– Uses moreUses more brain capacitybrain capacity than left brainthan left brain
– CanCan help left brain workhelp left brain work more effectivelymore effectively
– Must be developed forMust be developed for emotional intelligenceemotional intelligence
– Makes decisions based onMakes decisions based on feeling and intuitionfeeling and intuition

14. The Neocortex -The Neocortex - continuedcontinued
The Pre-frontal LobesThe Pre-frontal Lobes
– EmpathyEmpathy
– InspirationInspiration
– Positive motivationPositive motivation
– Vision and forward thinkingVision and forward thinking
– ““Executive center” of the brainExecutive center” of the brain
– Provides a point of focus for all intelligenceProvides a point of focus for all intelligence

15. EnergyEnergy
SourcesSources
(trust vs. fear)(trust vs. fear)
ProcessorsProcessors
(reason & creativity)(reason & creativity)
VisionVision
(planning & projection)(planning & projection)

16. RIGHTRIGHTLEFTLEFT
RR
PP
MM
Headlight/Headlight/
ProjectorProjector
DriversDrivers Self interestSelf interest
Family/teamFamily/team
ProcessorsProcessors
Creative &Creative &
imaginativeimaginative
processesprocesses
RationalRational
processesprocesses

17. 1.1. In wIn which part of the brain are you hich part of the brain are you
most comfortable?most comfortable?
2.2. ““Map” your organization/teamMap” your organization/team
a.a. Place yourself on the mapPlace yourself on the map
b.b. Place individual leaders and Place individual leaders and
personalitiespersonalities
c.c. Place departments/divisionsPlace departments/divisions
d.d. Identify diverse and fluid Identify diverse and fluid
individuals & groupsindividuals & groups
e.e. What areas need developing the What areas need developing the
most?most?
BRAIN MAPPINGBRAIN MAPPING
EXERCISEEXERCISE
RtRtLL
RR
PP
MM
P – Vision, planningP – Vision, planning
L – Logic, numbers L – Logic, numbers
Rt – Creative, innovativeRt – Creative, innovative
M – Connection, caringM – Connection, caring
R – Self-interest, fearR – Self-interest, fear

18. Whole-Brain
Leadership (Leading
with Heart)
In meetings & business processes:In meetings & business processes:
1) Create safety -- Reptilian brain1) Create safety -- Reptilian brain
1
2
3&4
2) Make connections -- Mammalian brain2) Make connections -- Mammalian brain
3) Cover facts and information -- Left brain3) Cover facts and information -- Left brain
4) Use the creative imagination -- Right brain4) Use the creative imagination -- Right brain
5) Vision and action planning -- Pre-frontal lobes5) Vision and action planning -- Pre-frontal lobes
5

19. Whole-Brain Leadership
(Reptilian needs)
1) Creating safety1) Creating safety
• BreathingBreathing
• RelaxationRelaxation
• Order & structureOrder & structure
• Inclusion and participationInclusion and participation
• Respectful listening & feedbackRespectful listening & feedback TT
5
1
2
3&4

20. 2) Making2) Making HEARTHEART connectionsconnections
• GreetingsGreetings
• Checking inChecking in
• Healthy touchHealthy touch
• Humor and funHumor and fun
• Expressing appreciation and validationExpressing appreciation and validation
5
1
2
3&4
(Mammalian needs)
Whole-Brain Leadership

21. 3) Sharing facts & information
• Timelines & prioritiesTimelines & priorities
• Sharing relevant financial dataSharing relevant financial data
• Updates on current developmentsUpdates on current developments
• Establishing clear performance goalsEstablishing clear performance goals
5
1
2
3&4
(Left Brain)
Whole-Brain Leadership

22. 4) Using intuition & imagination
• Ask for gut feelings and imagesAsk for gut feelings and images
• Encourage innovation and creativityEncourage innovation and creativity
• Ask key questions:Ask key questions:
– What are we not talking about?What are we not talking about?
– What would we do if we had no limitations?What would we do if we had no limitations?
– How will our “hidden culture” respond to this?How will our “hidden culture” respond to this?
5
1
2
3&4
(Right Brain)
Whole-Brain Leadership

23. IN HARVARD BUSINESS REVIEWIN HARVARD BUSINESS REVIEW
Jim Loehr & Tony Schwartz observed…Jim Loehr & Tony Schwartz observed…
““Great athletes spend a lot of time practicing and aGreat athletes spend a lot of time practicing and a
little time performing, whilelittle time performing, while executives spend noexecutives spend no
time practicing and all of their time performing.”time practicing and all of their time performing.”

24. 5) Vision and action planning5) Vision and action planning
• Visualize outcomesVisualize outcomes
– What will success look like?What will success look like?
– How will we feel when we do this?How will we feel when we do this?
• Alignment with strategic purposeAlignment with strategic purpose
• Tasks, responsibilities and timelinesTasks, responsibilities and timelines
• Checkpoints and assessment processesCheckpoints and assessment processes
• Demonstrating grounded faith and optimismDemonstrating grounded faith and optimism
5
1
2
3&4
(Pre-frontal Cortex)
Whole-Brain Leadership

25. CONFLICTCONFLICT
MANAGEMENTMANAGEMENT
AND DISPUTE RESOLUTIONAND DISPUTE RESOLUTION
1.1. Reflective listeningReflective listening
2.2. Empathy, understanding, validationEmpathy, understanding, validation
3.3. Taking responsibility - “I” statementsTaking responsibility - “I” statements
4.4. Appreciating and valuingAppreciating and valuing
5.5. Negotiating resolutionNegotiating resolution
6.6. Establishing accountabilityEstablishing accountability

26. THE ART AND SCIENCETHE ART AND SCIENCE
OFOF APPRECIATIONAPPRECIATION
1.1. Raises the value ofRaises the value of
a.a. The relationshipThe relationship
b.b. The person (in your eyes)The person (in your eyes)
2.2. Raises your energy levelRaises your energy level
3.3. Adds energy to the relationshipAdds energy to the relationship
4.4. Inspires loyalty & camaraderieInspires loyalty & camaraderie
5.5. Think of someone you appreciate (orThink of someone you appreciate (or
need to)…need to)…

27. SYSTEM ANDSYSTEM AND
PROCESSPROCESS
EXAMPLESEXAMPLES
1.1. Whole-brain communicationWhole-brain communication
2.2. Innovation and the “angel’s advocate”Innovation and the “angel’s advocate”
3.3. Regular practice/use sessions for:Regular practice/use sessions for:
a.a. Conflict ResolutionConflict Resolution
b.b. ““Emotional Intelligence” sessionsEmotional Intelligence” sessions
4.4. Regular social opportunitiesRegular social opportunities
5.5. Vision focus meetings & remindersVision focus meetings & reminders

28. BUILDINGBUILDING
TRUST ANDTRUST AND
LOYALTYLOYALTY
1.1. ““Open books” business communicationOpen books” business communication
2.2. Asking for feedback—the “360” approachAsking for feedback—the “360” approach
3.3. Processing feedback for lasting changeProcessing feedback for lasting change
4.4. Using feedback to enhance leadershipUsing feedback to enhance leadership
5.5. The power of the personal story as aThe power of the personal story as a
leadership toolleadership tool

29. YOUR STORY AS AYOUR STORY AS A
LEADERSHIP TOOLLEADERSHIP TOOL
1.1. What life experiences have impacted you theWhat life experiences have impacted you the
most?most?
2.2. How do these life lessons affect your leadershipHow do these life lessons affect your leadership
style and decision-making?style and decision-making?
3.3. What vulnerabilities have resulted?What vulnerabilities have resulted?
4.4. What strengths have you developed as a result ofWhat strengths have you developed as a result of
your experiences?your experiences?