The science of effective leadership As neurosciences develop, we are understanding how neurological processes affect management and leadership

Study is shifting from studying the activation of brain regions to learning how networks of brain regions activate in concurrent patterns. Its like going from using video from a single surveillance camera at a crime scene to do detective work to using footage from multiple cameras positioned in different locations. The network-based view isnt nearly as sexy as the current popular view of neuroscience. Good neuroscience based on the network view is more complex. Messier. But good science is messy. These new approaches have already produced new insights into the biology of our minds and deepened our understanding of concepts crucial to management, including:

how to enable creative thinking how to structure rewards and engage people the role of emotion in decision making the opportunities and pitfalls of multitasking

In a short series for IEDP, we shall briefly look at some of these leadership challenges and how knowledge of how our brains work can help leaders effect change that sticks, both in themselves and others. But first, a small amount of brain knowledge is required. Brain basics a) The brain has 3 major parts as shown below: 3. Higher functions, analytical thinking, decision making (especially at the front) 2. Emotional command centre, running all basic social interactions, part conscious 1. Non-conscious, geared for survival and regulating major body processes

b) Those 3 areas evolved in that 1,2,3 order. As the neocortex is the newest part and only evident in higher primates, it is the least efficient. The limbic (emotional) brain is far faster at processing things, so the brain looks for path of least resistance. If it can avoid using the cortical brain for thinking and instead use the limbic brain, it will do so as it is much more metabolically efficient. Thats why we do a huge amount of things without ever being aware we have done so, why were so habitual and that thinking about change sits up in the cortex, which requires far more effort. c) The whole brain system is wired for threat and reward, and there is arguably more neural capacity seeking out threat than reward, an evolutionary development that once kept us alive. Social pain activates the same regions in the brain as physical pain. When someone

is put down, barked at or on the end of an abrasive management style, threat responses are activated by the limbic system impairing the ability to think clearly. Change also represents a big threat to the brain. The best bet for the brain is always to trust its own experience. Intellectually, change might sound challenging or exciting but to the brain it spells danger. The brain that got me here is the one most likely to get me there, if you will. It is an errordetection system, scanning for any unexpected change and is closely linked to the amygdala, the brains fear circuitry within the Limbic brain. When activated, the limbic brain draws precious energy away from the frontal areas of the cortex responsible for decision making and executive function, sometimes manifested as panic, irrational behaviour or stress. About the author James Parsons has extensive experience coaching people in leadership roles in professional services firms, financial services and law firms, as well as offering workshops in areas such as networking, career management, team behaviours and using social media effectively. e: james@untappedtalentcareers.com m: 07966 691848 s: parsons.birchgrove