INTRODUCTION
This Report summarises the presentations and discussions at the First Ascent Foundation event in February 2016, which examined the topic of The Neuroscience of Leadership.
SPEAKER 1: STEVE BENTLEY, DIRECTOR, FIRST ASCENT
NEUROSCIENCE OF LEADERSHIP PART 1
Steve opened the Foundation with an overview of three key elements of neuroscience in relation to leadership:
A Peek inside the Brain
We have three brains – the reptilian brain, the mammalian brain and the human brain.
Reptilian Brain – this is the oldest part of the brain and looks after our unconscious, automatic actions such as respiration, perspiration and salivation.
Mammalian Brain – the limbic system that makes up the heart of the mammalian brain is constantly on the lookout for our welfare in terms of threat or reward. Also contained within each hemisphere of the mammalian brain are the amygdalae. These highly tuned almond shaped structures are relevance detectors. They are looking for things that are important to our wellbeing and our survival. These drive our fight or flight system.
The mammalian brain is the emotional centre of the brain. It doesn’t work in a logical way and left to its own devices it can have us acting like a 3 year old! Fortunately, we have an over-ride opportunity in the shape of the human brain.
Human Brain – the most recently developed part of the brain is made up of the neo-cortex and pre-frontal cortex. This is the section of the brain the separates us from other animals. It gives us the ability to think, reason, analyse, innovate, and manage the emotions that arise from the mammalian brain.
It is often the interplay between these latter two parts of the brain that differentiates effective leaders. Successful leaders will learn to manage the emotional reactions the mammalian brain triggers when confronted by a difficult situation, using their human brain. Examples of ways in which they do this include:
· Counting to ten
· Taking a few deep breaths
· Removing yourself from the situation (go and make a coffee or visit the cloakroom, etc.)
· Sharing your thoughts with a colleague
Any immediate response to a situation comes typically from the emotional brain. Any delay gives the opportunity for your human brain to regulate that response.
Equally important is to avoid making big decisions when overly stressed or tired and your ability to manage your emotions is diminished.
If a leader fails to recognise how to switch on the human brain when emotions are racing, especially in times of difficulty, then their success will be limited.
The brain has a natural desire for completion, which drives the desire for accomplishment. The medial orbitofrontal cortex or reward centre, rewards the brain with a hit of dopamine each time something is completed. One example of this can be seen in ‘list junkies’ – people who write lists in order to tick them off, but who have also been known to complete tasks not on the list, then add them, in order to then tick them off!
In the context of leadership the reward centre is asking ‘what next?’. A danger is that we can become distracted by lists and small accomplished tasks. As the hit of dopamine generated for completing an email is the same as that experienced after a completing a lengthy report, there is little incentive in the brain to complete the more involved tasks.
Neurochemicals and Behaviour
The neurochemistry of our brain has the power to alter our behaviour mood and perspective of situations.
This matrix shows some of the main chemicals involved in positive or negative thoughts feelings or behaviours:
The Y axis shows Adrenaline, responsible for our fight, flight or freeze response and our level of arousal. The chemicals in the left quadrant are associated with positive response. Cortisol, on the right, is commonly referred to as the stress hormone. We need the right level of cortisol at the right time. It is cortisol that puts us ‘in the zone’ and gives us the edge. However, too much cortisol and performance suffers; significantly too much and ill health occurs.
As leaders we have a responsibility for the levels of cortisol in the organisation. For example, poorly positioned or delivered feedback is known to have a significant effect on levels of cortisol by igniting our threat response.
Ideally where we want to spend our time is on the left side – however the mammalian brain drags us over to the right hand side and high arousal.
We don’t always know how to manage the chemical imbalances in our brain, however there are some thing we can manage – simply by what we think, eat and do [More of this later].
Neurochemicals and Trust
Typically the brain is on high alert because of the survival mechanism. In stressful situations, it will increasingly scan for threat. In order to eliminate the threat perceptions that the brain will perceive, we need to build trust.
What do we know about trust?
· It is difficult to win
· Once lost it takes time to regain
· It can deliver incremental performance
Chemically the brain science of trust begins with the brain hormone Oxytocin, sometimes known as the ‘love’ or ‘cuddle’ hormone.
When placed in stressful situations, the amygdalae generates a threat response. Oxytocin counteracts this activation. (See Paul Zak’s experiment on manufacturing oxytocin in a nasal spray which, when applied, removed the activation in the amygdalae).
To develop trust in an organisation, we need to increase activation levels of oxytocin in the organisation.
Zak identified eight factors that create trust in a culture (drive oxytocin)
O VATION – recognition – individual recognition in particular
X EXPECTATION – setting smart goals – avoiding open-ended or vague goals
Y IELD – delegation – avoiding micro management
T RANSFER – ownership/self-management – is the next level from yield
O PENNESS – listening and communicating – make decisions transparent
and share them, involves getting around your people
C ARING – taking time to tune in – relatedness, creating opportunities
to bring people together.
I NVEST – investing in personal growth - deeper level conversations -
asking what people really want
N ATURAL – authentic leadership – encourage regular feedback
[Source: Paul Zak, Neuro economist, University of Pennsylvania]
Other ways to increase Oxytocin can be found in Scott Halford’s book, Activate Your Brain:
Ø Reliability / credibility
Ø Generosity and benevolence
Ø Collaboration
Ø Loving / liking relationships
Ø Laughter
Ø A pat on the shoulder
Halford suggests that consistent behaviour over time + benevolence = TRUST
David Rock also researches and writes about the ‘Social’ Brain. Rock talks about the demands of our highly social brain and how we have to meet the needs of the social brain if we are to lead effectively. He describes these needs through his SCARF Model:
[Source: David Rock – Your Brain at Work]
We should lead with the Social Brain at the front of mind when we approach leadership
Summary
· Awareness of neurochemistry – leaders need to be aware of self and what is happening in their own brains
· Take practical steps to positively affect neurochemicals
· Create ways to activate oxytocin
· Lead with the ‘social brain’ in mind
PLENERAY DISCUSSION
Delegates discussed their immediate thoughts FROM Steve’s input, on what might be relevant to their own organisations. Key outcomes were as follows:
· Reward and recognition:
o Explore what systems work.
o Reward and in a timely way
o Make it personal
· Bonus schemes
o It is more important to cover basic needs of people in organisation – if these are covered, people more inclined to give more.
· Role modelling
o Challenge the behaviours of those in senior positions
· Creating a collaborative environment
o Leadership veering away from heroic leadership towards leaders who can create collaboration
o Focus on rewarding team performance rather than individual performance
· Trust
o Need to create environments that engender trust
o Need to be aware of the things that can work against trust
· Make people aware of how the world is changing
o The science appeals to the rational person
o Need to adapt to the new knowledge available and not rely on methods introduced 20 – 30 years ago
GUEST SPEAKER – GEORGINA USHER, CHIEF EXECUTIVE, BRITISH FENCING
In February 2014 Georgina was appointed as Chief Executive of British Fencing. A 10-time British senior champion and winner of 5 Commonwealth Fencing Championship medals, with nearly 30 years of competitive involvement in fencing, she approached her role with a wealth of sporting expertise.
In addition to her passion for the sport, she also brought her extensive business experience.
Georgina reflected on some of her key learnings in leadership:
· As a leader it is important that your heart connects with your brain and that you care about what you do.
· When looking at current challenges it is good to consider which leaders inspired you in the past.
· The choice to be a leader is an active one therefore leaders need to embrace the responsibility that comes with it.
· Self-confidence is powerful in leadership.
· Sometimes it is difficult to define great leadership, it can be seen as an elusive x-factor but it is good to study those who have ‘it’.
· Stop and take the time to listen to people. Then show them through your actions and words that you have connected with what they said.
· Take the time to nurture relationships.
· Employ positive motivation.
· Think about how best to connect with different people – there can be no ‘one style suits all’ approach.
· Create a values led organisation and get people to connect with those values. Bring the values to life at every opportunity. Role model those values. People won’t always connect with those values on a personal level but it is important for them to respect the organisational values.
· Have a vision, be clear about it and find passionate people to help deliver that vision – sometimes that means making tough decisions to ensure you have the right people with you.
· Ask for feedback and accept it gracefully, regardless of whether it is positive or negative. Don’t argue about someone’s perception of you – if they have a problem, explore what you have done to cause this perception. Remove the assumption that feedback is a negative thing.
· Give people ownership – invest the time to make them connect with an idea or project as that connection can be very powerful.
· Empowering people to fail is just as important as empowering them to succeed. Make people understand that you are looking for excellence not perfection – that it is ok to make mistakes. Georgina shared her “5 levels of failure” chat that she has with each of her employees:
v The first failure you have will be massive! But know that we will be there to help you and while it will be your fault, we will embrace the failure
v The second time will be a failure that is not your fault, outside of your control – know that these things happen
v The third and fourth failure will be fine
v The fifth failure will simply be an anecdote you bring up at dinner parties!
· Don’t set yourself up as an expert at everything. A little vulnerability goes a long way, but too much can negatively affect people’s perception of you. Find a balance.
· Be prepared to embrace new ideas and recognise when you need to bring in experts in their field to help do this.
SPEAKER: DAVID SALES, DIRECTOR, FIRST ASCENT
THE NEUROSCIENCE OF LEADERSHIP – PART II
David began with reflecting on the three brains. The Reptilian brain is brilliantly automated to do what it does because it has been around for so long. The Mammalian brain has been around for a shorter period of time and is quite well refined. The Human brain has only been around for a relatively short period of time and in reality has only had to contend with the concept of today’s working environment for a few hundred years.
Within the last 10 years the advancement of technology means that the relatively basic human brain is having to deal with a multitude of signals being thrown at it. It is no wonder it can be overwhelmed.
David’s presentation focussed on practical ideas, based on neuroscience, that leaders need to think about in today’s busy working environment.
Focus
David showed a video of Walter Mischel’s marshmallow experiment which tested children’s ability to resist eating a marshmallow when left alone for 15 minutes
To view the clip, click here.
The experiment was designed to look at the degrees of willpower the children had and then follow the children into adulthood. The results showed that those who had the willpower to hold off from eating the marshmallows performed better at school and work, better managed their own BMI and generally accomplished more.
The part of the brain that allows us to exhibit will power is the same that allows us to focus. As it is constantly having to process potential threats it takes a great deal of energy and effort to cut out those signals and to focus.
The ability as a leader to retain focus when we are piling so many distractions on ourselves is crucial. To create an environment where you can focus:
· Turn off email notifications and other pop ups
· Check emails at set times during the day
· Close your door from time to time
· Work from home or from the coffee shop
· Close down unused windows on your laptop
· Switch off your phone
· Be aware of your brain energy and tackle the big projects whilst it is still fresh (ie in the morning)
It is important to think about that the environment you create for yourself as a leader, but also the type of environment you create for your team.