The NEUROSCIENCE of LEADERSHIP

Vinnie Bhadra

Posted On Tuesday, March 22, 2011 at 03:39:21 PM

Today, when Indian leadership stands at the threshold of change, we highlight the newest discovery in the area of leadership — neuroscience

When you sit on the dining table, you know that the food is supposed to be chewed, the spoon is supposed to help you eat and the food is supposed to have a particular taste, right? Ever wondered why? For us, it may seem natural a process, that does not require you to think and process the information, but something that your brain orders your body to do. In simple words, this is neuroscience. Now, to think that a concept like this can be implemented for better leadership, people management and employee productivity?

Ever wondered why bringing about change is a hercuelean task? Why is it that the human mind rejects change in any form? “That is just how our brain is designed. There is a part of your brain called basal ganglia, which is invoked with routine/familiar activity. This part of the brain is located near the core, where neutral circuits of long-standing habits are formed and held (like the mentioned example above). This part of the brain requires much less energy to function than working memory, the simple logic behind this is because there is a habit and pattern formed and your action/reactions and feelings are already compartmentalised accordingly,” says Dr. Chaitali Shah, psychiatrist, Columbia Hosptial, New York. However, if in everyday life you are faced with any kind of change from your routine or familiar activities, there is a huge resistance from your prefrontal cortex towards the working memory, i.e the part of your brain that is constantly active and absorbs everything around you.

“Most managers in the workplace sell ideas, run meetings, manage their team and communicate is all by routine, in short the basal ganglia (prefrontal cortex) is running the show and you are only a bystander and when there is an effort to change the hardwired habits, it requires a lot of effort,” adds Ravi Sharma, MD, NeoSynapses. Simply translated, this means that for a leader/corporate trainer/executive coach to introduce effective change, he/she should try and bring the team out of the comfort zone and make them use their working memory by introducing team exercises that require basic knowledge. “When the human brain is forced to use the working memory, it does a fantastic job by coming up with the most unique solutions, not necessary that the solution is the right one, but the KRA should be focused on coming up with different solutions and not only one that will work,” adds Shah.

When one applies the scientific reasoning to a change management situation or people management criteria, the technique to make people accept becomes easier to understand. “People are resistant to change. The fear of the unknown is prevalent and it takes the better of the reasons for the change. Thus, if one can understand the concept behind the human brain, it would be easier to implement change and convince the team as well,” adds Adil Malia, group president, HR, Essar. Many scientists feel that giving the human brain a free rein could be dangerous as well, where it has the capacity to redefine everything it ever learnt or heard about but the sheer brilliance and systematic handling of knowledge that is transmitted can lead to mind boggling results.

The principles:

• Any behaviour change is temporary unless it is rooted in a mindset change.

• Believe in the power of the human brain to go beyond the established boundaries and foray into new territories.
• Strongly focus on maximising individual’s inherent strengths and enable him or her to look beyond their current competencies.
• Believe in the new age research, which are based on the basic understanding of the human brain.
•  As a team leader, do not give up on any member of your team if he/she takes time to respond to change understand the scientific reason behind it.

LINK:

http://timesascent.in/article/5/2011032220110322153921135503e2a9c/The-neuroscience-of-leadership.html