By Russ Yaquinto, MCC

Many newly appointed leaders step into their roles with the assumption that they are supposed to know what to do to solve the problem or tell subordinates what to do. This is particularly true for those with strong technical or functional knowledge who believe they already have the right answer. The more enlightened leaders understand the value of collaboration and support to develop other people for top performance and optimal output. A core premise of collaborative leadership is to serve as a coach and teacher with a reservoir of information, tools and resources to enable subordinates to learn and grow.

Neuroscience: Brain-Based Leadership

One of the most relevant technologies that expedites this collaborative, serving style is neuroscience, which is the physiological basis of human thinking and behavior.  More and more professionals are becoming aware and applying the principles of how the brain works as related to learning, interaction, and leadership.

David Rock, international speaker, author, consultant, and founder of the NeuroLeadership Institute (ref www.neuroleadership.org), has been in the forefront of bringing this brain technology to the workplace. Rock collaborates regularly with neuroscientists, and “translates” their academic, technical findings into understandable language and pragmatic principles we can apply to enhance our lives and businesses. In his cornerstone book, Quiet Leadership, he shares the strategies and techniques of leading with the brain in mind; specifically, helping others capitalize on their thought process – not what they think; rather how they think.

The brain is a connection machine. It is made up of billions of bio-chemical impulses that form mental pathways or maps. Many of these pathways were created at birth or an early age and are embedded or “hard-wired”. This means they are essentially automatic, and are often said to be part of our unconscious actions. Breathing is an example of a human activity based on a hard-wired mental map; it just happens without our deliberate involvement. Walking is an example of a learned activity, based on practice that has become hard-wired for most of us; so we do it now without thinking about it. Our thoughts or attitude regarding a multitude of things were developed and reinforced to become habitual (hard-wired).

This hard-wiring came about as a result of something the neuroscientists labeled “attention density”; that is, thinking or practicing something frequently and intensely until it becomes rote.  While we have millions of mental pathways running on automatic, our brains have ample capacity to form new ones if we choose to do so. This is where the enlightened leader can help people understand their brain functioning, and how to create new constructive maps. Otherwise, an individual defaults to their old hard-wiring, which may or may not be the best alternative.

Interesting vs. Useful

One habit common in the workplace is to discuss the detail of what happened in a problematic situation and why it went wrong. We rationalize that this review of the historical event is a necessary step in problem solving. The reality of this review is that we are applying the “attention density” principle in a counter-productive way. That is, by focusing on something (that cannot be changed anyway), we generate or reinforce a negative mental pathway and dilute efforts to change and achieve the ideal.

David Rock offers numerous models and tools to facilitate learning and application of brain functioning as it relates to changing behaviors and habits. One of them begs the question of whether a conversation is “Interesting vs. Useful”. Much time can be spent in dialogs that do not add value to the discussion, let alone the resolution of the problem (even if the story may be interesting). In his “Choose Your Focus” model, Rock proffers it is much more useful to pay attention to the ideal outcome (vision) and the planning for it, rather than the actual problem, the detail, or worse yet the drama related to it, which serve to reinforce one’s mental maps in non-useful ways.

New Thinking

So, instead of the traditional problem solving process of studying and critiquing a mistake, the enlightened leader helps a person focus on the desired outcome and what strategies and actions are expedient to reach the objective. Instead of spending more time than is useful in going into unnecessary detail about the issue, the leader encourages the person to think differently through brain technology to move forward. Instead of providing what she believes is the “right answer” (based on her own mental maps and style), the leader coaches her subordinate or colleague to think through the issue and explore for the best resolution of the dilemma

About the Author

Russ Yaquinto is CEO of The Change Connection and Workplace Associate and Executive Coach with Results Coaching Systems. He is a Master Success Coach who partners with business leaders to help them be the best they can be in terms of personal and professional performance.  For more information on brain-based leadership or executive success, contact Russ Yaquinto at 972.943.3030 or russ@thechangeconnection.com.  You can also visit his web site at www.TheChangeConnection.com