Leading a successful team can be one of the most rewarding times in your career. However, we all know that being successful as a leader takes an intense focus, flexibility and understanding.
It’s not just about doing a leadership program once a year and thinking that is enough. It is about doing the daily actions that build, grow and inspire your team.
With an understanding of neuroscience, you can improve not only your cognitive ability, but also the cognitive ability of your team. This is the latest frontier for high performing teams. Leadership courses worldwide are now integrating neuroscience, cognitive team training, and active daily measures to enhance the strength of you and your team.
We are watching a seismic shift in leadership from the older ‘command and control’ model to a neuroscience lead ‘trust and inspire’ model of empathetic leadership. The deeper we understand and integrate the fight/flight/freeze response into our leadership, the more humanistic our approach becomes.
That’s where the old saying “do as I say not as I do” can break that trust at a basic level. Leadership is about role modelling your way to success rather than purely giving instructions.
It is this truly humanistic approach that is changing the landscape of the workplace. The team and I often say “it’s not about free lunches and bean bags.” It is about being a leader that understands the true human experience of trust, empathy, achievement, attention, and how being a part of a high performing team is about the power of the group rather than the individual.
Recently we have seen some large volume lay-offs at tech companies. From a business point of view, you can understand the reduction in staff numbers to reduce costs, however, from a humanistic leadership point of view, this does not consider the threat response from the employees who stay.
High performance and productivity is about having a measured amount of stress to get the work done but not too much that it then triggers the fight/flight/freeze response. Just imagine the current threat response of those still employed after the layoffs. Fear that you may be next was long thought that it would improve productivity, however this is where the neuroscience shows otherwise. Too high a fear response and not only will productivity drop but it also impacts the future of the creative process. In a threat response, you cannot access the pre-frontal cortex or ‘executive function’.
Dan Pink sums it up so elegantly – “There’s a mismatch between what science knows and business does.” That’s why your next leadership course or training needs to use the latest in neuroscience. It is no longer about doing it the old way; this is about leading with the brain in mind, which will make all the difference in your future success.
Want to be a high performing leader? Then neuroscience-based training will support you and your teams growth.