The brain is the “master controller” of the body, it is responsible for integrating all 11 major systems that make up the whole system that is the human body (2015). Within the brain and the body “there are two major chemical systems that control behavior and wellbeing.” One originates in the brain – neurochemistry, and “requires electricity to make it work.” The other “circulates in the blood” and “is managed by the endocrine glands” – the endocrine system. Chemistry creates and is structured by our behavior – which raises fascinating questions such as whether humans are in charge of our brain’s responses or whether the brain is in charge. In recent years, the concept of neuroplasticity has adapted to no longer illustrate the brain as possessing attributes similar to plastic, such as being moldable. Contemporary understanding of neuroscience considers the brain a malleable system that is constantly reconfiguring itself as it takes in new experiences, information, emotions – the physical and physiological make-up of the brain is known to change (2020). Some leaders operate from the belief that change is out of reach or hopeless, other leaders seem to operate from a place of hope and belief that change is possible. What is the difference between these two leadership mindsets?
Focus, Effort, and Practice
Neuroscience research shows how with focus, effort, and practice, people can grow, develop, and alter the neural circuitry of their brains (2017). To approach growth and development effectively, it is important to know how neural circuity has different levels or layers. The deeper “older” layers are more stable, and the “newer” top layers are less stable. This is because of the process of how the brain consolidates short-term memory into long-term memory. Once patterns of behavior, emotion, and response are repeated often (for example with driving), it stores them in deeper layers of the brain, where there is no longer conscious access (2020). This is the reason behavior and mindset change can be challenging for some leaders, and frequently involves false starts and backsliding. There are internal systems at play that could be working against a leader’s change goals and aspirations. Focus is key to changing these internal systems of thought, emotion, belief, and behavior.
Regaining Conscious Access
One way to access unconscious patterns is through “a solutions focused questioning approach that facilitates self-insight” such as working with an executive coach. Moments of insight are “well known to be positive and energizing” experiences where unconscious behavior, emotion, and belief patterns can be accessed internally and brought into consciousness (2017). This process allows the brain to take in new information and adapt, reconfiguring the older less conscious behaviors, emotions, mindset – combining it with new information and insight. This is how thinking is transformed and behavior change can and does occur all throughout life! The ability to transcend, or un-attach from an external environment, and to focus inward, taking a subject-object stance is a unique capacity of the human brain (2017). This internal focus allows leaders the ability to self-reflect, grow in conscious self-awareness, develop new understanding, and adapt go-to responses so the new response embraces more expansive, effective, higher-levels of functioning, thinking, and behaving.
Emotions Direct The Brain’s Energy
Finally, chemistry creates and is structured by our behavior. Emotions are an important component of both behavior and thought. They influence body language, choice, judgements, and beliefs – both conscious and unconscious. “Of the eight primary emotions, the five survival emotions (fear, anger, disgust, shame, sadness) involve the release of cortisol [the stress hormone]. They are likely to be represented in the autonomic nervous system (ANS) that is functioning largely below the conscious level… The two attachment emotion spectrums (love/trust and joy/excitement) are mediated by the effects of oxytocin, dopamine, and noradrenaline” (2015). As many popular organizational and team effectiveness studies show, high performing teams and leaders engender attachment emotions such as trust/safety. Attachment emotions help build the capacity for calculated risk taking, promoting creative thinking, and innovation (2017). The attachment emotions are also an important part of a leader’s presence, how well the leader attunes or empathizes with the needs of others (customers, direct reports, etc.), creates connection, and communicates vision and direction that other leaders, team members, customer trust and follow. All emotions, whether attachment or survival, have the power to reinforce or alter neural circuitry. Even cortisol, the hormone associated with stress, has a role to play in leadership effectiveness and emotional and social intelligence.
Self-Reflection - The Starting Point
The more a leader has developed their capacity to effectively self-reflect and understand their emotions, thoughts, beliefs, and behaviors – the more likely they are to achieve their individual and organizational change goals. These leaders have developed the neural circuitry and capacity to continuously adapt their mindsets, behaviors, and beliefs to embrace new perspectives, emotions, responses, and even a fluid leadership identity. Leaders who appreciate how the brain works are often skilled at navigating complex change in a way that creates trust, adaptation, compassion, and generates value.
References
(2020, December 2). Brené Brown with David Eagleman on the Inside Story of the Ever-Changing Brain. Spotify. https://open.spotify.com/episode/3zWZuSHMooOnPv5oIvDXCM?go=1&sp_cid=6979166243d1d8faf5cd95500882b1fe&utm_source=embed_player_p&utm_medium=desktop&nd=1&dlsi=f11978a4240543fa
Swart, T., Chisholm, K., & Brown, P. (2015). Neuroscience for Leadership. Palgrave Macmillan.
Thomas, P., & Karthikeyan, C. (2017, July). A Conceptual Study on Application of Neuro Plasticity for Leadership Development: A Leadership Perspective. Research Gate. https://www.researchgate.net/publication/332934623_A_Conceptual_Study_on_Application_Of_Neuro_Plasticity_for_Leadership_Development_A_Leadership_Perspective_Prof_Pious_Thomas