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A Brain Is a Terrible Thing To Waste: Understanding the Inner Workings of Your Brain

A Brain Is a Terrible Thing To Waste: Understanding the Inner Workings of Your Brain

August 12th, 2019 by Maureen Metcalf

Leadership Resilience Includes Managing ThinkingThis is a guest blog provided by Ann Steele.  It is a companion blog for the Jon Wortmann interview on September 11, 2018, titled “How Does the Brain Impact Leadership Resilience?”  The article was previously published on PsyDPrograms.org.

Through the work of billions of cells housed within our brains, humans are the most advanced form of life in the known universe. Highly intelligent animals like dolphins, elephants, whales may have bigger brains than people, but the evolution of the human mind is far greater.

Only now is science beginning to understand the complexities of the gray matter resting just above our shoulders. A mix of protein and fat that combine to create one of the most advanced individual systems known to humankind – organic or machine, earthbound or cosmic.

The Brain Makes Us Who We Are

While at first glance, the brain itself may appear to be a singular mass, it consists of a number of highly unique parts and separate regions that control practically every aspect of human existence.

Four of the most vital components include:

·        The brain stem which aides with breathing and sleep.

·        The basal ganglia that monitors the sending and receiving of messages between different areas of the brain.

·        The cerebellum that keeps us upright – balanced and well-coordinated.

·        The cerebral cortex which helps us to think and move, achieve greater reasoning and imaginative skills and is what provides human consciousness.

In addition, the four regions include:

·        The frontal lobe that links to our motor skills and how we think, reason, and acquire knowledge.

·        At the crown of the brain, the middle parietal lobe controls sensation – our sense of touch, taste, and manipulation of the physical world around us – as well as spatial awareness.

·        Occupying the base of the brain, the temporal lobe is central to our ability to hear and helps us distinguish language and sound. Within the temporal lobe is the hippocampus – critical to our ability to learn, emote, and create memories.

·        At the rear of the brain, you’ll find the occipital lobe, critical to our visual capabilities and processing of colors, words, or any other objects that we see.

Even with all of our current knowledge, it is a testament to the brain’s advanced and complicated design that researchers and scientists have yet to fully solve the puzzle of the human mind.

One area though where there has been much discovery, and where we continue to expand our expertise, is what stimulates the brain. Factors that are both helpful and harmful and what is required to maintain a healthy mind.

Why Brain Health is So Important

While the brain itself may still hold many secrets, there is little mystery to the need for us to keep our minds healthy and functioning at their highest possible level.

As we’ve shown, the brain is central to our survival – controlling our breathing and cognitive skills, our consciousness and perception, and our ability to think, feel, and remember.

However, all of the brain’s functions do not operate independently of one another – it’s the reason we can, in fact, walk and chew gum at the same time. If you neglect one aspect of your brain’s health, other areas suffer.

But we’re not just talking about a run of the mill headache brought on by stress.

There are numerous neurological disorders that prove debilitating to both the brain and an individual’s overall well-being.

According to the National Institute of Neurological Disorders and Stroke (NINDS), approximately 50 million Americans – that’s one out of every five – suffer from some form of brain-related disorder. The list of conditions is exhaustive and includes:

·        Brain tumors

·        Cerebrovascular diseases such as stroke-related conditions or vascular dementia

·        Convulsive disorders like epilepsy

·        Degenerative diseases of adult life which include Parkinson’s and Alzheimer’s

·        Developmental disorders including cerebral palsy

·        Infectious disease complications like AIDS-related dementia

·        Metabolic syndromes including Gaucher’s disease

·        Neurogenetic diseases such as Huntington’s disease or muscular dystrophy

·        Trauma injuries that occur in the spinal cord or with a head injury (concussions)

These represent many of the major disorders. Far more common however are the conditions that fall under the broad (and sometimes misleading) category of mental illness.

For many years mental illness carried with it a stigma, resulting in people being mistreated or receiving none at all.

While the numbers for the latter still remain low, modern medicine has better shaped our understanding of more common psychological conditions, improving diagnosis and treatment.

This segment of neurological disorders include:

·        Anxiety

·        Attention-deficit and/or hyperactivity disorder (ADHD)

·        Autism Spectrum Disorder

·        Depression

Given the brain’s importance and complexity, how then do you give yourself the best chance for lasting brain health? You might be surprised by the most effective methods.

Maintaining Your Brain’s Health

While not every brain-related condition is treatable or avoidable due to factors such as age, heredity, genetics, or other non-lifestyle factors, there are plenty of ways to keep your mind sharp.

To assist with improving your brain’s health and function, as well as producing the happy side effect of giving you a far more positive outlook on life, consider the following methods to boosting your brainpower:

Exercise

You already know what exercise means for your body. Proven time and again, regular exercise has lasting, positive effects on our well-being. The impact, though, is both physical and mental.

Exercise, through its stimulation of chemicals in the brain, promotes the growth and health of blood cells. Regular physical activity also helps to clear your mind, enabling you to think more clearly, reduce anxiety and stress, and improve memory and cognitive functions.

Sleep

A good night’s rest is as critical to an individual’s health as breathing.

Lack of sleep impedes the brain’s ability to perform daily tasks vital to keeping it healthy – clearing out toxins, maintaining healthy neurological connections among the brain’s many pathways, and recharging your body so it can maintain its focus, create new memories and be alert and ready to take on the next day when you wake up.

Quality sleep also builds up your immune system, which helps to keep diseases and illnesses at bay. You will also avoid the common condition of brain fog by following a strict sleep routine – commit to at least seven hours of sleep and steering clear of blue-light emitting devices at least two to three hours before bedtime.

Eat the Right Foods

As with everything else health-related, there are specific foods that will support the development and performance of your brain.

Green vegetables, certain types of berries and nuts, and fish rich in omega-3 fatty acids are cornerstones of a brain-boosting diet. Just remember to work these into a diet that aides to promote greater health for you overall – physically and mentally.

The Power of Positive Thinking

You’ve undoubtedly heard the phrase “the power of positive thinking” many times before. So much so, that’s it’s probably etched itself into your permanent memory.

That’s very much a good thing.

Studies show that a positive mindset is more than just a cliché – it can have a beneficial and lasting impact on your brains overall health and function.

While that research focused on children, a positive outlook works for adults too.

Maintaining an optimistic mindset promotes better physical skills, social interaction, and creativity, all of which broaden your mind’s horizons and help you build skills and more comprehensive life-servicing resources.

Meditation

More than a way to disconnect from the stresses of everyday life, meditation proves transformative in building up an individual’s positive emotions. Research also suggests that it has a lasting effect on your health – improving your mind and your sense of purpose and reducing the chances for illness.

Engage Your Brain in Activities You Enjoy

Do you like to read novels or biographies? Diary or write about experiences you’ve enjoyed? Or do you dream about just getting out, having fun, and spending time with individuals you care about?

Pick one, or all three, because making time to enjoy the people and endeavors that make you happy can stimulate your brain towards better health. There are even health benefits to finding work or a career that you genuinely enjoy versus something that you slog through day after day.

Smile

Yep, turn that frown upside down. Seriously.

Though it may be hard to believe, science actually shows that a simple smile, even if it’s initially a forced effort (or a side effect of a cosmetic procedure), can reduce stress, improve your mood, strengthen your immune system, and help add a few years to your life.

According to Dr. Murray Grossan, an ENT-otolaryngologist with Cedars-Sinai Medical Center and Torrance Memorial in Los Angeles, CA:  “What’s crazy is that just the physical act of smiling can make a difference in building your immunity. When you smile, the brain sees the muscle [activity] and assumes that humor is happening.”

Which basically means the brain doesn’t care why you’re smiling – as evidenced by the botox research – it processes the benefits of the smile regardless of its purpose.

Practice Good Health to Get the Most from Your Mind

One of the most astonishing aspects of the brain is that in all of its complexity, preserving its health requires a basic, common-sense approach.

When it comes to getting the most from your mind, keep it simple – and positive. A healthy diet, regular exercise, and plenty of constructive, optimistic thoughts and activities will nourish your brain and ensure it functions at its highest possible level – and provide you one less worry to think about.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills and system to create a regenerative, inclusive and thriving organization that will have a positive impact in the world.

About the Author

Ann Steele, Ph.D., is Editor-In-Chief of PsydPrograms.org. Ann has training as a clinical psychologist and psychoanalyst who has worked with adults, couples, adolescents, and preteens throughout San Diego county.

The New Battleground for Business: The Customer Experience

This post is written by guest blogger, Nick Glimsdahl and is the companion to an interview on the Voice America show, Innovative Leaders Driving Thriving Organizations focusing on Conscious Capitalism with Mark Kovacevich focusing on Conscious Capitalism as a business accelerator.

The great entrepreneur, Vanilla Ice, once said, “Stop, collaborate, and listen”. In today’s business environment, that sage advice can elaborate to: stop and evaluate your current state, collaborate with experts, and listen to your customers.

Business leaders who champion customer-centric business models have stopped, collaborated and listened. And, in today’s digital age, being customer-centric requires a business model to effectively take advantage of current technologies to meet customer expectations.

Warren Buffett said, “It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.” Hence, a company’s business model should first and foremost orbit around the customer, specifically their customer experience (CX), addressing:

  • The customer needs and wants
  • The current state of the customer experience
  • How the customer’s journey can improve

What is Customer Experience and why does it matter?

The customer experience is the new battleground for brand loyalty and a true differentiating factor for companies. It can be defined as the customer’s perception of an organization – often gained through contact center interactions – and how seamless or frustrating that interaction is. Shep Hyken, a customer service expert, author, and speaker said it this way, “A brand is defined by the customer’s experience. The experience is delivered by the employees.”

Beyond perception, CX is about delivering an expected outcome, and while the customer experience looks different for each company, common themes are:

  • Response time
  • Overall customer satisfaction
  • Ability to obtain sought out information effortlessly

A customer experience-centric model considers more than just key customer-company touchpoints; instead, the model considers the entire Omni-channel journey from the customer’s perspective.

There are three ways to measure and improve your customer’s experience:

  • Net Promoter Score (NPS)
    • NPS® measures customer experience and predicts business growth. (i.e. 0-10 scale on how likely customers would recommend a business to a friend).
  • Customer Satisfaction (CSAT)
    • CSAT measures how products and services meet or surpass customer expectations. A CSAT score is the sum of respondents answering between “Satisfied” and “Very Satisfied”.
  • Customer Effort Score (CES)
    • CES, measures customer service satisfaction with one single questions. (i.e. The company made it easy to handle an issue).

Mature CX organizations monitor and understand the voice of the customer through these metrics.

Why should business leaders get behind the CX movement?

Forrester research found 71% of business and technology decision makers say that improving Customer Experience is a high priority in the next 12 months. But why? Henry Ford, Founder of Ford Motors, explained it well: “It is not the employer who pays the wages. Employers only handle the money. It is the customer who pays the wages.”

Brand loyalty is not what it was 20-30 years ago. A customer’s experience positively correlates to brand loyalty, and it is much more important because of the ease of switching service providers or ordering a product from Amazon. According to the Temkin Group, 86% of those who received excellent Customer Experience were likely to repurchase from that company, compared to only 13% of those who had a very poor Customer Experience.

The trend of the increasing purchasing ease will continue as will customer-first business models delivering effortless experiences. The remaining question is what businesses will stop and evaluate their current states, collaborate with experts, and listen to their customers?

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills and system to create a regenerative, inclusive and thriving organization that will have a positive impact in the world.

About the Author

Nick Glimsdahl is the Client Enablement Director for VDS. VDS creates effortless interactions. It helps improve the way enterprising businesses deliver customer experiences. With a 30-year history of delivering results, its success in creating effortless interactions is unmatched. As a client enablement lead, Nick brings his clients the right communications solution: contact centers through (Genesys / Five9), business collaboration (Microsoft Skype) for Business, or enterprise telephony solutions so you can deliver the best customer experience.

 

Leadership Lessons from Star Wars

You don’t need to be a Star Wars devotee to recognize the franchise’s most iconic characters and moments. They’re so well-known that they became memes long before the internet was a thing. Talk about staying power!

While intergalactic adventures might not be for everyone, the themes and messages that creator and director George Lucas instilled in every leap to hyperdrive are. They’re particularly important for leaders of all stripes to take to heart, even if they’re more Team Trekkie than gaga over one Leia Organa.

Ready to soak up some knowledge straight from the stars? Read on for our favorite leadership lessons from Star Wars.

Know When to Ask for Help

One of the hallmarks of a great leader isn’t that they have all the answers; it’s that they know what they don’t know and they’re not afraid to ask for help. Case in point: Leia, princess of Alderaan and general in the Resistance.

Our introduction to Leia as a character is through her holographic SOS call to Jedi Master Obi-Wan Kenobi. While she seems like a damsel in distress, that illusion is quickly destroyed. Instead, Leia is revealed to be a fierce leader who can and does join the fight. Still, she knows she won’t win without assistance—and neither will you. Go ahead, raise your hand and make the ask, already!

Put Your Plans into Action – Remember, Real Leadership is More Experimentation than Certainty

The most effective Leaders know that whatever can go wrong, will go wrong. Sound familiar? It’s Murphy’s Law, and 99 percent of the time, it’s right on the money. Just because you’re worried about your next great idea taking a nosedive, though, it doesn’t mean you should stay in perpetual planning mode. At some point, you need to leap. You need to do.

When leaders take the on the “mindset of a scientist” they don’t expect to be right. They will be directionally correct and take action that is scaled appropriately for an experiment or proof of concept before they take big action that could increase the organizational risk profile.

Leadership is about the right balance between thinking, preparing and. This iconic Yoda moment says it all: Do or do not. There is no try.

A leader doesn’t pussyfoot around an issue. Leaders minimize risk—that’s where the preparation comes in. When they’re reasonably sure they have a handle on a situation (good at developing experiments), they go for it, knowing that the results won’t be perfect. There will be course corrections. There will be mistakes. There will be starts and stops and learning along the way. But if you don’t start—if you don’t push that big red button—you’re never going to move forward. And, as a leader, that’s your job.

Trust Your Instincts and Verify

Our instincts have evolved over 200,000 years to become highly accurate sensors for risky situations. That gut instinct we talk about is valuable because it tells you instantly when something is a no-go and when you should proceed with caution. Whether you live in the Star Wars universe or your feet are firmly planted on planet Earth, this sort of heads-up system is essential to making good choices for the future.

Of the original trio of Star Wars characters, Luke is the most emotional. He’s the most in touch with his feelings and his instincts, which makes sense, given his natural talent for channeling the Force. And, goodness knows, he needs it! From the moment Luke Skywalker encounters R2D2 and C3PO, his life is a wild ride packed with death traps, rescue missions, and daredevil stunts. He relies on his instincts the way any leader or future leader should: to let him know when he should proceed and to decide if he needs more preparation. The best leaders balance the ability to trust their instincts with a highly developed ability to analyze situations and get input from others. Luke looked to Yoda and others as he honed this ability. By balancing inner wisdom (the force) with strong reliance on data and trusted others who will see your blind spots, you will be well prepared to act and learn.

Give Prompt Feedback

Saving up all your dos and don’ts for an end-of-year review isn’t an effective management strategy. To get the most out of your team, you should offer in-the-moment feedback when it’s most useful—and when they can apply your corrections and make changes on the fly. Sitting on your complaints and stewing over pet peeves isn’t good for anyone, and it won’t result in a top-notch project.

Feedback can and should take the form of learning from your action/experiments in the form of “after action analysis” for the team and project. It should also include personal learning – what was each individual’s role in the success and contribution to the short falls? Having the courage as a leader and as a participant to build on strengths and correct mistakes and short falls is necessary. This also assumes you as the leader have created a culture where mistakes are the fuel of learning not torture. Think of the many hours Jedi’s trained with Yoda. With each success and each failure, they took the feedback as an opportunity to build skills. If Yoda was not brutally honest, the Jedi would die in battle. Withholding honest feedback reflects weakness in the leader. Yes, it is hard and required to create a world class organization.

To be clear: Do not Force-choke or otherwise torture, assault, or threaten your employees. Whether you have thousands of followers awaiting your command or not, it’s better to lead by respect rather than fear like Darth Vader. Still, we appreciate that he … ahem … nips problems in the bud instead of lets them fester.

Always Look for Silver Linings – Positivity is Contagious

Cynicism and snark might be popular, but they won’t do you any good when you’re leading a group of people. Hope inspires. Optimism motivates. Purpose inspires. Results inspire. Opportunities for growth inspire.

You don’t have to go around like a modern-day Pollyanna but do try to keep one eye on the good in every situation, even while you take stock of the bad. As we build a culture of action and experimentation, each action will have successes and failures. It is the leader and the organization that can honestly learn and grow that will win. This is only possible by finding the success along with the course correction. Everyone’s favorite bad boy does it, so can you!

It always seems a little incongruous that someone so rough-around-the-edges and practical as Han is also so positive when the Rebels, and, later, the Resistance, are fighting a seemingly unwinnable war against the Dark Side. The hope he has is what keeps him pushing forward, and that’s something we could all do with a little more of.

At the end of every Star Wars movie, the prevailing lesson is that a win doesn’t come straight from the top. While leadership is essential, it’s a team exercise—and that’s a lesson George Lucas and his cast of characters never let us forget.

As you apply these Star Wars leadership lessons to real-world situations, we have one more tidbit to share: May the Force be with you.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills and system to create a regenerative, inclusive and thriving organization that will have a positive impact in the world.

3 Leadership Lessons from Hiking the Camino Trail Across Spain

This post is a guest post by Victor Prince.  The best way to become a better leader is to better yourself. Sometimes taking on a big adventure on your vacation is a great way to do that. Pilgrims from all over the world have walked the Camino de Santiago trails across Europe for centuries, making their way to Santiago de Compostela in Galicia, North-West of Spain. Today, more than a pilgrimage, the Camino is an unforgettable experience and unique journey. The pilgrimage to Santiago has never ceased from the time of the discovery of St. James’s remains in 812 AD, though there have been years of fewer pilgrims, particularly during European wars. This post is the companion to Voice America interview between Maureen Metcalf and Victor – The Camino Way: Lessons in Leadership from a Walk Across Spain.

Last month, I hiked 200 miles (320 kilometers) over two weeks on the ancient Camino de Santiago pilgrimage trail in Spain. It was my third Camino in five years. I go back because I have found the Camino to be more than just a fantastic trail. The Camino provides a unique social learning opportunity as I meet and share an intense experience with fellow hikers from around the world. It also provides me alone-time to reflect on my own life and career. After my first Camino, that combination inspired me to post a blog here on LinkedIn about the lessons I learned. That blog snowballed into a book deal with HarperCollins. This third Camino taught me three different, but equally powerful lessons.

1 – Find a Train to Jump On – During a stop on my book tour in June, I met a couple of readers who were interested in walking the Camino but had not yet made it happen. When they asked me if I was going again, I told them about my August trip, which was timed to celebrate the release of the Spanish-language version of my book. They were nice folks, and in the spirit of the Camino, I told them they would be welcome to join me. I didn’t think anything would come of it, but three weeks later I got an email. They had decided to do it and had gotten the time off work. About six weeks later, we all met for the second time on a morning in St. Jean Pied de Port, France and climbed over the Pyrenees Mountains together into Spain (see picture). Many miles later, we parted at the end of the trail in Santiago de Compostela as fellow Camino pilgrims – and new friends.

Leadership Lesson – If you have a big, difficult goal and you find someone else with that same goal who has a plan to achieve it, jump on that train with them!

2 – Test Your Boundaries – Before Columbus discovered the Americas in 1492, many Europeans believed that Cape Finesterre in Spain (pictured) was the western-most point in Europe, and thus represented the end of the world. After reaching the end of the Camino trail, many of these medieval pilgrims continued on for a few more days of walking to see for themselves. These pilgrims must have felt a surge of confidence after walking across Spain – something that may have seemed impossible to them before they did it. They wanted to see for themselves if other supposed limits were really true as well.

Leadership Lesson – When you have some belief that is limiting your potential, test it. Sometimes you will realize a big wall in front of you is just a bubble waiting to be burst if you just poke it.

3 – Seize Safe Moments to Try Crazy Things – After I walked to Finesterre, I was tired and not looking forward to retracing my steps on the 40 minute walk back to my hostel. I didn’t see many other options. Then I decided to try something I had never done before – hitch-hiking. While I never recommend getting into a car with complete strangers on the roadside, I knew this would be the safest place I would ever try it. Because the road went to the “end of the world,” everyone driving back were tourists like me headed back to town. It was a busy road in broad daylight and I had my phone on me, so I stuck out my thumb. Just before the five minutes I had given myself to try it ended, a nice couple of French women pulled over. We chatted a bit in English before I took up their offer to jump in their back seat. Five minutes later I was back in town with a couple of new friends – and a new story.

Leadership Lesson – Take advantage of very low risk situations to try out constructive new things. For example, on one solo business trip early in my career, I popped into a karaoke bar I walked by to sing a song. I hadn’t had many chances to do public speaking before, and that helped me fight stage fright in a low risk environment since I knew nobody in that town.

Sometimes a vacation can be a great way to do something that helps you in life after the vacation is over. If you are looking for an adventure that can help you long after the vacation is over, it is hard to beat the Camino – a trail people have been walking for over 1,000 years.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills and system to create a regenerative, inclusive and thriving organization that will have a positive impact in the world.

About the Author: Victor Prince is a Corporate Trainer and Certified Executive Coach who teaches strategy, communication and leadership skills to clients around the world. His latest book, The Camino Way: Lessons in Leadership from a Walk Across Spain (HarperCollins Leadership, 2017)has been a Top 100 Amazon bestseller in 8 categories and was listed as a top business book of 2017 by Canada’s Globe and Mail newspaper. Earlier in his career, Victor was a consultant at Bain & Company, a marketing executive at Capital One, and the Chief Operating Officer (COO) of the US Consumer Financial Protection Bureau. He has an MBA in Finance from Wharton. Learn more at www.victorprince.com.

Leaders Must Now Think Like Scientists To Leverage All Generations!

I had lunch with colleagues today to discuss the changes they are facing in their organization. Among the opportunities they see, one stands out: succession  – involving multiple generations and different ways of working into one highly successful organization. To fully leverage this opportunity, the organization will need to continue to evolve their agreements about work processes while holding fast to the foundational principles that have kept them successful for decades.

This is a common challenge across industries. In response to our conversation, I wanted to share this Forbes article (see text of the article below) I wrote in September 2016 and a Voice America interview focusing on Leading with Vision: A Key to Successfully Attract Millennials. 

The reason I selected this combination is, while there are rules of thumb about how to work across generations, every organization is different with specific applications that will work for them. Leaders must take the broad concepts about generational difference and determine which ones apply to them. They need to continually experiment and learn to ensure their enterprise continues to grow and thrive and remains a great place to work. One key for me – everyone in the organization needs to find a common way to work together, this requires give and take from everyone!

During the industrial revolution, leaders managed effectively using command and control and leveraging best practices to solve problems that were common across multiple industries.

Now, however, the most effective leaders work more like scientists. They scan best practices, but also create competitive advantage by creating new and innovative solutions in the face of chaos.

Take Bill, a recent client who runs a mortgage firm in the U.K. June’s vote to exit the EU has thrown the British economy into uncertainty. Rates are dropping and the forecast is uncertain. Bill doesn’t know which direction the market will go, how fast, and what actions will be most effective. He looked to thought leaders before the vote and learned that a true Brexit was unlikely. Well, it happened, and now he needs to move forward and make the best of the uncertainty. The change might even be good for him if he makes the right calls

Many leaders, like Bill, are facing unprecedented challenges. In the past, they could look to best practices and study what others in their industry were doing. Now, in many situations, leaders need to respond immediately, but there is little time to study and no prior model with the same level of complexity that provides a low-risk solution. As leaders, we weren’t trained for this. We were trained to set a vision, build a plan, and work the plan.

With the advent of such changes, companies are responding with strategies like “cross-functional” teams, “early delivery,” and “continuous improvement.” Terms such as “fail fast” — which tell us we need to experiment and learn faster than our competition — have become popular. Learning fast differentiates us from our competitors who are still looking for the best practices. In reality, we are the ones creating the next round of best practices.

But many of us are still stuck between the old ways and new ways of leadership. We haven’t fully embraced what it means to be a leader today and now. First and foremost, we need to rethink our role. We need to change our mindset and behavior from directing to experimenting while realizing that as leaders in complex times, we are creating new solutions rather than drawing from the past. In many situations, history will determine what was right, but if we expect to know it before we take action, we will be paralyzed.

So, what do we do?

One of the most difficult challenges for leaders isn’t changing behavior (that’s the easy part) — it’s changing how we think of ourselves. It is easy to say, “I will act like a scientist,” but when someone comes in with a challenge and the leader has no idea how to proceed, this is a moment of truth. The leader without an answer will likely feel embarrassed and frustrated. The scientist, on the other hand, might actually be excited about the challenge.

As we begin to change our mindset, we begin to approach our leadership as a scientist. Here’s how to get started:

1. Get the best people together for specific opportunities. The members will be dictated by the challenge. It is critical to have people with differing points of view. The people who disagree are often the most important to help identify blind spots and unanticipated challenges. The size of the group and the duration of discussions and evaluation will depend on the time required to respond. The participants should be from multiple geographies, functional departments and organizations.

2. Formulate a hypothesis. The group pulls together all of the perspectives and crafts a clear hypothesis of how to proceed to generate the best overall outcome given the resources, goals and constraints.

3. Formulate experiments. Using the hypothesis as the foundation, it is time to craft experiments that test the hypothesis. Experiments should be designed to prove or disprove the initial hypothesis and give enough information to support taking informed action going forward. The goal is to position the organization to take timely action, minimize risk, and maximize positive impact and learning and scale intelligently based on learning.

4. Conduct the experiment. Once the experiment is crafted, it is time to execute. This usually looks like implementing a well-defined pilot with clearly articulated metrics designed to prove or disprove the initial hypothesis. This is also the opportunity to identify barriers to proper execution.

5. Evaluate, learn and refine. One of the keys to experimentation is to learn as much as possible from each experiment to build success. This is where you will harvest your learnings form the measures as well as barriers or challenges that arose.

I work with a client who formerly worked as a physicist for NASA and now runs an organization heavily impacted by technology change. The culture of his organization is one of experimentation because it is natural to him. When I walk into his office, I see remnants of physical experiments, like a part of a drone, and the tone of the entire organization is open and excited. The physical space is one of the worst I have seen, so it isn’t the architecture but rather the tone of the leader. The leader’s mindset permeates the culture and the organizational systems. People are rewarded for launching new programs and eliminating those that are less effective.

Moving toward this mindset of experimentation allows us to master transformation and build the capacity for ongoing “renovation” of our organization. If this ability to respond quickly becomes a core competency of the organization, because of the mindset of the leader and the resulting culture, organizations are positioned to thrive. For leaders who take on the mindset of the scientist, experimentation becomes fun, they drive interesting innovation, and they inspire others to do the same.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills and system to create a regenerative, inclusive and thriving organization that will have a positive impact in the world.

Maureen Metcalf, CEO of Metcalf & Associates is a renowned executive advisor, author, speaker, coach and consultant.

Who is really in Control: Neuroscience and Reimagining Leadership

This blog is a guest post from Gary Weber, Author of Happiness Beyond Thought: Brain’s Software. It is the companion to the interview between Maureen Metcalf and Gary Weber on Voice America Radio, Innovative Leaders Driving Thriving Organizations, Who is really in Control: Neuroscience and Reimagining Leadership that aired July 10, 2018.

Recent blogposts “Can we survive w/our outdated OS and buggy programs?…” and “Aleppo, Trump, Berlin, Orlandos, Nice…what can you do?“, discussed the evolving global dystopian situation, largely due to our 75,000 yr old ego/I Operating System (OS) and its programs that developed in very different times. 

New information will help us “right size” the weighting assigned to the “I”, and understand confirmation bias from an experiential and scientific standpoint.


What is our “conscious” I’s OS’s operating capability vis-a-vis the brain’s “off-line” processor?

The focus of this work is on deconstructing or at least de-energizing the “ego/I-based OS”.  Wouldn’t the world be a better place if we could take a global ego/I dimmer switch, and dial them down about 30%?


In looking at different ways to illustrate the problems with the ego/I-based OS, a useful metaphor is that of an elephant and a rider. 

The “rider” is the ego/I, and our “conscious” processor that generates the problematic, self-referential internal narrative (SRIN) “blah, blah” about everything and nothing.

The “elephant” is the massively-interconnected, “off line” brain of 800 billion neurons which does all of the “heavy lifting” and most of everything else.

Some powerful comparisons have emerged from neuroscience to define the capabilities of the “rider” and the “elephant”. 

The “rider” can handle 7 +/- 2 pieces of data at a time and solve one problem at a time.  Its processor runs at 40 to 60 bits/second.

The “elephant” has something like 100 trillionsynaptic interconnections (latest research) for handling and storing information and operates at about 25,000,000 bits/second, depending on applications and assumptions.

The total computing power of the brain is determined by how many discrete areas are operating at the same time.   

Obviously, seeing, hearing, smelling, tasting, and touching can go on with talking, texting (not so much), walking, driving, digesting food, breathing and pumping of blood, hauling away waste and sending energy-bearing glucose and oxygen to working areas, problem solving,etc. 

Comparing the speed of silicon switching in computers (lightning fast) to our brain’s synaptic switching speed (not so fast), and how much information is stored in the computer’s silicon (none) compared to the information stored in existing synaptic networks (a lot) is complex. Estimates for this parallel processing put the entire brain’s capacity as high as 320 Gigabits (billion bits)/second for the entire brain, > 99.9999+ % of which we are, thankfully, unable to perceive.

There is also a great difference in how parallel processing “assignments” are done in computers vs how the brain likely does it. 

However, the bottom line, for our purposes, is that the “rider” is Uber-microscopic, (get it, “Uber” and “rider”?) both in size and capability, compared to the “elephant” is roughly 500,000 to 1. 

Why do we listen to it?  It’s just a confused press-secretary, disconnected CEO, apologist, critic, etc. contributing little beyond endless “blah, blah”, like many “talking heads” debating a tweet.

As Wei Wu Wei says:

             “Why are you so unhappy?

              Because ninety-nine percent of what you think,

              And everything you do,

              Is for your self,

             And there isn’t one.”


Confirmation bias – What it feels like  

Confirmation bias is simply the tendency to search for, interpret, favor and recall information in a way that confirms one’s pre-existing beliefs.  Rather than theorize about it, it is important to get a sense of just how strong our bias is.  It is how “fake news” works, as no matter how bizarre or false the story is, we will select the parts that confirm how we already feel.

Reading this, how does this make you feel?   Take a minute or two and just get in touch with how/what you feel about the first President of the United States having wooden teeth…good, bad or indifferent.
This exercise is about George Washington, the first President of the United States, who had wooden teeth, as he lost most of his teeth in his twenties.

Write down a few descriptive words about it.

OK, what do you feel if i tell you that it isn’t true

Write/type a few descriptive words. 


A 2016 fMRI study published in Nature, a top-tier journal, “Neural correlates of maintaining one’s political beliefs in the face of counter evidence”, showed politically-active participants some contradictory and irrational statements by their candidate. Scientists 
@ the National Museum of Dentistry found that George Washington’s wooden teeth were replaced with gold, lead, hippopotamus or elephant ivory, horse and donkey teeth.  Another source included cow teeth, and silver and copper alloys.

Take a minute or two. 

Now how do you feel about George Washington?

Write/type a few descriptive words.


Finally, it was revealed from third and fourth sources that George Washington also had many teeth in his dentures from the slaves on his plantation.

Take a minute. 

Now how do you feel about George Washington? 

Write down some descriptive words.

These stories are all true, but did you see how different your feelings were toward George Washington as the different scenarios were considered?

This confirmation bias exercise is from a “the Oatmeal” cartoon which also uses Napoleon, Thomas Crapper, house flies, Jesus, and Roe v Wade, etc. and is strongly recommended.  The link came from Saima Yousuf.

Confirmation bias – research


The scanner showed that to create separation from the information, the Default Mode Network was activated  to create isolation from the external world and increase internal focus. To actively reduce the emotional conflict, the emotional center, the amygdala, was deactivated.

Other studies have found similar problems with shifting any beliefs that are “directly challenged, especially when these beliefs are central to their identity.  In some cases, exposure to counter-evidence may even increase a person’s confidence that his or her cherished beliefs are true.”  (many references).  

A new Harvard study pointed out just how strong the major media bias in the US and Europe is against the world’s most famous tweeter, reflecting their own confirmation bias. 

Confirmation bias is a real world problem, particularly in an era of  “fake news” and social media with little/no source credentialing, validation or “fact checking”.  IME, this is acute in spiritual/religious arenas.

As the authors point out “the inability to change another person’s mind through evidence and argument, or to have one’s own mind changed in turn, stands out as a problem of great societal importance”.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills and system to create a regenerative, inclusive and thriving organization that will have a positive impact in the world.

Author bio:

Gary is a Subject/collaborator in neuroscience studies at Yale, Institute Of Noetic Sciences, Baumann Institute, Center for Study of Non-Symbolic Consciousness, Johns Hopkins, Penn State.

From 2000 – 2004 he was Associate VP of research for Penn State responsible for all technology transfer operations of University including angel investing, venture capital, licensing, patenting and start-up support. Responsible for external industrial R&D contracts and interfaces with the University.

In the late 90’s Gary was SVP Science and Technology for PPG responsible for all corporate R&D w/four research laboratories, approx. 1000 engineers, scientists and technical folk, and $260MM budget. Member of Executive Committee.  Since then he has been researching and writing about happiness beyond thought. He is applying his extensive research skills to helping leaders.

The Mind of a Leader: How to Lead Yourself, Your People and Your Organization

This guest post is an excerpt from The Mind of the Leader: How to Lead Yourself, Your People, and Your Organization for Extraordinary Results by Rasmus Hougaard and Jacqueline Carter. It is the companion to the Voice America Interview with Jacqueline Carter, The Mind of The Leader, Driving Extraordinary Results.

During the summer of 2015, Pierre Nanterme, Accenture’s CEO, announced that the global professional services company would reimagine its performance management system. The company found that after decades of serving its purpose, the system had become massively demotivating. Accenture’s global workforce had changed. Their people— and your people— are not motivated by being a number on a performance rating scale. Rather, today’s workforce is increasingly looking for meaning, human connectedness, true happiness, and a desire to contribute positively to the world. Nanterme and his leadership team realized Accenture needed a better way to lead for these foundational human desires and better engage their 425,000-plus employees— to speak to their intrinsic motivation.

Accenture is no outlier. A global movement is taking place in the C- suites of thousands of progressive organizations like Marriott, Starbucks, and LinkedIn. The question the leaders of these organizations ask themselves is, “How can we create more human leadership and people- centered cultures where employees and leaders are more fulfilled and more fully engaged?”

As human beings, we are all driven by basic needs for meaning, happiness, human connectedness, and a desire to contribute positively to society. That’s true whether we’re at home, out in the world, or at work. But it’s one thing to realize this and another to act on it. Speaking to our people’s intrinsic motivation calls for leadership and organizations that cater to these desires. It is something that forward- thinking organizations and leaders are increasingly realizing and addressing. As Javier Pladevall, CEO of Audi Volkswagen, Spain, reflected in our conversation: “Leadership today is about unlearning management and relearning being human.” (1)

THE MIND OF THE LEADER

The Mind of the Leader provides a way to do this. It outlines how leaders can lead themselves, their people, and their organizations to unlock intrinsic motivation, create real people- centered cultures, and ultimately deliver extraordinary results.

How important is the message of this book? Consider this: In a 2016 McKinsey & Company study of more than fifty- two thousand managers, 86 percent rated themselves as inspiring and good role models (2). But this stands in stark contrast to how employees perceive their leaders. A 2016 Gallup engagement survey found that 82 percent of employees see their leaders as fundamentally uninspiring. In fact, the same survey found that only 13 percent of the global workforce is engaged, while 24 percent are actively disengaged (3).

This seeming lack of good leadership is not because of a lack of effort. According to a recent report, organizations around the globe invest approximately $46 billion annually on leadership development programs. (4)

That’s a lot of money for seemingly little return. What is going wrong? In part, the system is broken: According to research by Dacher Keltner, professor of psychology at University of California, Berkeley, when many leaders start to feel powerful, their more benevolent qualities start to decline.

Corporate leaders are three times more likely than lower- level employees to interrupt coworkers, multitask during meetings, raise their voices, and say insulting things. He also found that leaders are more likely than other people to engage in rude, selfish, and unethical behavior. (5)

None of this is going to speak to the intrinsic motivation that we all share. While the $46 billion spent on leadership training might improve leaders’ effectiveness— at least in a strictly business sense of focusing on the bottom line— something more is needed: Leadership that truly engages employees, leadership that is truly human and speaks to the basic human needs any employee has.

And it starts in the mind of the leader. Leadership pioneer Peter Drucker said, “You cannot manage other people unless you manage yourself first,” (6). If this is true, the majority of leadership education and training programs have it backward. Most leadership education starts with skills like strategy, people management, and finance. But from Drucker’s point of view, this approach starts at the end and misses the beginning: it’s like building a house by starting with the roof.

Like Drucker, we argue that leadership starts with yourself. More specifically, it starts in your mind. By understanding how your mind works, you can lead yourself effectively. By understanding and leading yourself effectively, you can understand others and be able to lead them more effectively.

And by understanding and leading others more effectively, you can understand and lead your organization more effectively— and by “more effectively,” we mean in a way that’s going to tap into your own and your people’s intrinsic motivations and sense of purpose. If you’re able to do that— and we have witnessed that with practice and persistence, anyone can— you’ll have a more engaged and productive workforce. And perhaps more importantly, you’ll be part of creating more happiness, stronger human connectedness, and better social cohesion within and beyond your organization.

For over a decade, we and our colleagues at Potential Project have trained tens of thousands of leaders in hundreds of companies like Microsoft, LEGO, Danone, and Accenture, utilizing the practice of mindfulness. The outcomes have been thoroughly researched and proven to deliver remarkable results. But with the emerging movement of employees looking for more meaning, happiness, and connectedness, we have asked ourselves what else leaders need for leading themselves, their people, and their organizations for extraordinary results.

As part of this research, we and our research team have surveyed and assessed more than thirty thousand leaders from thousands of companies in more than a hundred countries. We have conducted in- depth interviews with hundreds of C- suite executives. And we have reviewed thousands of studies on leadership in the fields of neuroscience, leadership, organizational development, and psychology.

Based on this research, we have conclusively found that three mental qualities stand out as being foundational for leaders today: mindfulness (M), selflessness (S), and compassion (C). Together, we call these foundational skills MSC leadership.

So how do you as a leader achieve MSC leadership, to better engage your people at their intrinsic level and unleash better performance? By applying mindfulness, selflessness, and compassion first to yourself, then to your people, and then to your organization The Mind of the Leader takes you step by step through this process.

Since MSC leadership begins inwardly, with your own mind, and then projects outward to your people and your organization, the book is structured to take you on that journey. By understanding yourself— your mind— you can lead yourself effectively. By leading yourself, you’ll be able to lead others effectively. And by leading others, you can better lead your organization. This is the overarching structure of the book.

Please check out the interview with Jacqueline giving more in-depth information about the Mind of the Leader and MSC leadership.

As a reader of this blog and listener to the interviews, please consider enrolling in one of the innovative leadership online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching. We also offer several workshops to help you build these skills.

About Jacqueline Carter book co-author and radio show guest

Jacqueline Carter is an International Partner and North American Director for Potential Project. She has over twenty years of experience working with organizations around the globe to enhance effectiveness and improve performance. Jacqueline is a regular contributor to business publications including Harvard Business Review, and is a sought-after speaker for her thought leadership, knowledge, and engaging facilitation skills. She holds a master’s degree in organizational behavior and undergraduate degrees in labor management relations and mathematics. Before joining Potential Project Jacqueline held a number of senior leadership roles. She also worked for Deloitte in the US, Canada and Australia in their Change Leadership practice.

References:

  1. Unless otherwise noted, quotations in this book are from our interviews conducted between September 2016 and June 2017.
  2. M. Bazigos and E. Caruso, “Why Frontline Workers Are Disengaged,” McKinsey Quarterly , March 2016, http://www.mckinsey.com/business-functions/organization/our-insights/why– frontline- workers- are- disengaged.
  3. B. Rigoni and B. Nelson, “Do Employees Really Know What’s Expected of Them?” Business Journal , September 27, 2016, http://www.gallup.com/businessjournal/195803/employees – really- know- expected.aspx?g_source=EMPLOYEE_ENGAGEMENT&g_medium=topic&g_campaign=tiles.
  4. B. Carroll, R. Singaraju, and E. Park, Corporate Learning Factbook 2015: Benchmarks, Trends, and Analysis of the U.S. Training Market , Bersin by Deloitte, August 8, 2015, https://www.bersin.com/Login.aspx?p=http://bersinone.bersin.com/resources/research/?docid=19202&h=1.
  5. J. C. Magee et al., “Leadership and the Psychology of Power,” in The Psychology of Leadership: New Perspectives and Research , ed. D. M. Messick and R. M. Kramer (Mahwah, NJ: Lawrence Erlbaum Associates, 2005).
  6. P. Drucker, “Managing Oneself,” in The Drucker Lectures: Essential

At C-Level #18: Three Successful Transformations – Evolving Leadership Perspectives

Mike Sayre is a highly experienced and successful software, e-commerce, and manufacturing services CEO, COO, CFO, and Board Director. He is also the president & COO of Metcalf & Associates, a trusted partner inspiring and enabling perpetual innovation, evolution, and growth in leaders and their businesses. Mike was featured in Maureen Metcalf’s May 2017 Innovative Leaders Driving Thriving Organizations interview on VoiceAmerica entitled “7 Characteristics of Leadership 2020 In Practice: A CEO Story.”

This is the wrap-up of a 9-blog series on real-life organizational transformations, At C-Level #10-18.

In At C-Level #10-17, I wrote about three successful transformations I’ve had the opportunity to lead in my career so far, using a seven-step transformation model closely aligned with the Metcalf & Associate’s Innovative Leadership Transformation Model below.

 

 

 

 

Prior to this series, in At C-Level #9, I wrote about leadership for an increasingly complex world. I believe the exponentially increasing rate of change and complexity in technologies, our organizations, and the world in general – today and for the foreseeable future – will increasingly require the application of the Level 5 and Strategist leadership competencies discussed in that blog for long term organizational and personal leadership success.

 

As a reminder, the competencies of Level 5 or Strategist leaders include:

  1. Being professionally humble and focused on organizational, not personal, success
  2. Having an unwavering commitment to right action
  3. Being a 360-degree thinker who takes a balcony view of the organization
  4. Being intellectually versatile with deep interests outside of the organization
  5. Being highly authentic and reflective
  6. Inspiring followership
  7. Being innately collaborative

 

Now, let’s look at how these competencies were applied in the three transformations discussed in this series, resulting in the organizational successes previously discussed, as well as personal career success. Being focused on organizational success does not mean you have no interest in personal success!

 

  • Large Manufacturing Company. Here the focus was on the transformation of basic accounting and financial reporting controllers into financial business partners for the leadership teams in business units across a $2B corporation.

In this large manufacturing company, focusing on the organization’s mission, recognizing my own shortcomings in company history and experience, pulling in people who could make up for my shortcomings and collaborating with them to figure out the best ways to achieve our vision, resulted in

  • our ability to gain approval and successfully implement our transformation initiatives for the benefit of the company, and
  • an accelerated education process and a couple of significant personal promotions for me in just a few short years.

Some believe that to get ahead in a large organization you must be very competitive and aggressive at the expense of others. The challenge I had with a previous organization. However, I believe that paradigm is, by necessity, dying a slow death. I also believe that if you focus on getting done what is in the best interest of the company and its stakeholders, and are aggressive in your own self-development and ability to lead and get positive results benefiting your organization, the opportunities will present themselves, even if they sometimes end up with you being in a new organization.

  • Mid-Size Electronics Manufacturing Services Company. In a $75M publicly-held electronics manufacturing services company, I led cultural, operational, and financial transformations, and an international expansion, as that company’s CEO.

In this, my first, CEO role, I came to realize the importance of understanding the needs of all of our stakeholders (a 360-degree or “balcony” view of our business). They were all taking significant risks in supporting the company. Investors and bankers were putting in their hard-earned money; customers were risking the quality and delivery of their products by putting our products went into theirs; our employees were betting their livelihood and family’s health on our success; suppliers were spending their capacity and resources to fulfill our needs; and the communities in which we operated were depending on our economic success and good citizenship. In any major decision, and even in some minor ones, the team and I had to keep these dependencies in mind and do our best to maximize the success of all five stakeholder groups the best we could. We all carried a small card spelling it all out, and we referred to that card all the time.

In addition, the company culture had not kept up with the company’s early commercial success and was challenging, at best, when it came to supporting all of our stakeholders and growing the company. So we also codified our values on the back of that small card, referred to them all the time, and, more importantly, were unwavering in upholding those values, even in the most difficult situations.

Similar to the large manufacturing company story, focusing on the company’s success and collaborating with the rest of the experts on the team, as well as the combination of 360-degree thinking and our unwavering commitment to take the right actions based on our vision and values, totally transformed this organization, resulting in an eventual sale to a global industry leader who realized the value in the organization we had created.

From a personal standpoint, I was first the company’s CFO, doing whatever I thought best for the company, before being asked to become its CEO.

  • Global Internet Payments Company. As a consultant, I was brought in to fix a particular control issue that had resulted in some erroneous money transfers. To save the financial team the time to try to figure “the new guy” out, I handed them a list of my values and how I work, and, more importantly, I reflected on and authentically lived that list every day.

 

While working through the transfer issue, plus several other issues that came up during the engagement, that values list was given by the finance team to others in the company. I also started attending the weekly leadership meetings working on other challenges around the company, and just trying to make the company better. My intellectual versatility is in my interest in learning about different businesses, business models and people’s perspectives in varying industries – it’s curiosity. Learning gives me energy, and the capability of developing new ways of thinking about old and new challenges in different situations.

 

As several months passed, I was asked to join the company as its President & COO and help the team build more value in the company for its owner. By then, my 360-degree view of the business revealed a highly evolving organization and operating environment, in constant change, suffering from instability, inconsistency, operational silos, and distrust – resulting from a distinct lack of consistent and clear communications. Common challenges in growing businesses.

 

In my view, the people in the organization needed shared goals and incentives to give them more reasons to communicate and collaborate. So, I implemented a profit sharing plan for all employees, as well as a plan for the leadership team to personally benefit from that value creation, so everyone would gain from our collective successes.

 

I was a little off in thinking that money would be a strong motivator for this group. But I was still going in the right direction. More than the potential for additional pay and bonuses, these plans created a whole new level of transparency about the company’s financials. Trust continued to build, our Agile implementation resulted in more cross-functional collaboration, we made major improvements in our performance, we coalesced as a team, we had great success in turning the business around, and we had fun!

 

The company’s value increased 3X in less than two years. In the process, I advanced from consultant to President & COO, thoroughly enjoyed my time with the company, and benefitted from an eventual majority interest sale of the company with rest of the leadership team.

 

From a Strategist leadership perspective in these transformations, it is important to understand that while I started and/or led these transformations, the bulk of the real work was done by the teams I worked with. More than anything, in all three transformations, people just needed

  • high level direction (agreed to purpose, mission, and/or vision),
  • agreed to operating parameters around how we work together as a team, that also gave them autonomy to make more decisions on their own, and work their own magic,
  • constant communication and reinforcement around the purpose, mission, vision and values (“talking and walking the talk”),
  • early assistance and support in “walking the talk,” until they were comfortable doing it on their own,
  • positive reinforcement on the bad days and celebrations on the good days,
  • understanding, honesty, and fairness when difficult compensation and personnel decisions had to be made,
  • that when things weren’t going well, to be part of the plan to turn it around, with the specific knowledge of what they personally could do to help, and the empowerment to do that,
  • goals and timetables they helped set, and
  • regularly scheduled and adhered-to progress meetings (no longer than absolutely needed) to discuss status and give everyone the opportunity to connect with their needs from the other team members to keep things moving.

 

I hope you have enjoyed the transformation part of this series.  Just writing about these transformations has brought back many great memories. But, more importantly, taking the time to reflect back and write about them has been another great learning experience for me as well.

 

Thanks for following us!  Please look for new At C-Level blogs over the next several weeks!

Self-Awareness using the Enneagram Assessment

This blog is a companion to the Voice America Interview on May 18, 2018 with Belinda Gore, Board Member for International Enneagram Association, Using Enneagram Assessment to Build Leadership Effectiveness. This blog was co-written by Belinda Gore and Maureen Metcalf. Belinda is a thought leader and major contributor to the award winning Innovative Leadership book series.

As we talk about the importance of self-awareness for leaders, one framework and tool we use is the Enneagram (Please review our prior post for additional information about Enneagram types) . In this post we will discuss one important element of the overall Enneagram assessment system, the centers of intelligence.

Maureen and Belinda have used the Enneagram as a foundation for self-awareness. As an example, here is Maureen’s experience: “I test as a “type three” – sometimes known as The Achiever – using the Enneagram assessment language. This means that part of my identity is drawn from what accomplish in the world.  Using the centers of intelligence framework, I fall within the heart center, which means that I tend to subdue my heart’s desire in favor of focusing on getting results. This tendency has shown up throughout my career – I focused on logic and results. This focus allowed me to thrive in large consulting firms, but  it also left me with a blind spot that related to human feelings and emotions. I didn’t use my heart as much of a guide. While I am not exactly Spock, I wished I was. As I moved into the field of leadership development and leading transformation efforts, I needed to add a stronger connection to my own feelings as well as the feelings of others into my mental algorithm. This was not an easy process. I liked being focused and results oriented and I believed that feelings would slow me down. They may, in fact, slow me down in the short term AND they remove a blind spot that could – and I am sure did – trip me up. “

In the Enneagram system the centers of intelligence are broken into triads, each containing three of the nine types, each with a characteristic pattern of imbalance.

It is likely that you have already recognized that we each have ALL nine types in us to some degree in that we have all had experiences of manifesting something of each of these patterns of behavior.

In all cases, the process of change and healing as identified by this method is the process of moving to a higher level of functioning and being able to sustain it.  Even at higher levels, the same process of rewiring the tendencies for neurological firing exists.

The processes for change can vary and, in most cases, we start with basic self-awareness based on the assessment. When you take the Enneagram assessment and review your results, do they resonate with you? Can you relate to the information you have received about your center of intelligence? If so, it is important to start to notice when you show the imbalance associated with your type and build a conscious practice to modify your behavior. In the case of Maureen referenced above, she needed to have a conscious practice to stop and notice her feelings and the feelings of others and identify how this information could help her meet her goals. The important message here is to have a deliberate practice to notice when the imbalance is at play and correct it as quickly as possible by bringing your thinking back into balance.

If you are a professional coach, you have learned to meet your clients where they are, using language that is useful and meaningful to them. You honor who they are, how they came to be the people they are today and assist them in unhooking from what may once have helped them to survive and is now only a detriment.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching. We also offer several workshops to help you build these skills.

About the Authors

Belinda Gore, PhD focuses on designing, developing and delivering leadership, assessments, workshops, and coaching. She is a key thought leader in the development of the Innovative Leadership framework.

She is a psychologist, executive coach, and experienced seminar leader who is skilled in supporting her clients in high-level learning. With 30 years’ experience in leadership development and interpersonal skills training, she is known for helping teams discover strength in their diversity to achieve their mutual goals and works with individual leaders to access their natural talents to maximize effectiveness and personal satisfaction. Her clients have included senior leadership in global companies, senior and middle management in both corporate and nonprofit organizations, and entrepreneurs. She will be leading our new service line focused on helping leaders and their organizations build resilience along with offering leadership team development, board development, coaching, and Enneagram assessment.

Maureen Metcalf, CEO and Founder of Metcalf & Associates, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful strategies for profitability, growth, and sustainability.

Introspection Is Foundational for Effective Global Leadership

This blog a companion to the Voice America Interview on “Innovative Leaders Driving Thriving Organizations” with Jeroen van der Veer and Cynthia Cherrey, PhD on March 27, 2018, Nexus of Leadership and Practice: Royal Dutch Shell and International Leadership Association.  The following is an excerpt from the International Book Award Winning, Innovative Leadership Workbook for Global Leaders by Maureen Metcalf, Steve Terrell PhD, and Ben Mitchell.

The national economies of the world have grown to be so integrated and interdependent over the past twenty-five years that a significant number of companies operate today as if the entire world were a single market or entity, comprising many different, interconnected sub-markets, and crossing borders, cultures, time zones, and languages. This high degree of interconnectedness or globalization, brought about through the impact and use of technology, melds with the chaos and continuous change of today’s business environment to create a highly dynamic, complex, borderless, multicultural context within which businesses must learn to operate, or suffer the undesirable consequences of being left behind. Organizations must find constructive ways to adapt to survive, and the most adaptable organizations will be best positioned to explore all possibilities and to respond with innovative solutions to the complex challenges they face.

Organizations are discovering that globalization demands that leaders master different skills than were required in the past. The world is increasingly characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), and global leaders need new competencies that enable them to respond accordingly. Global leaders deal with intricacies that differ significantly from non-global contexts and must demonstrate cultural adaptability and sensitivity. Yet, many organizations are finding that their supply of global leaders, or even individuals with the potential to become global leaders, does not match the demand. In today’s world, the race is not won by the swift, strong, or smart—the race goes to the most adaptable, those who learn from experience and co-evolve with the complex adaptive systems within which they work and live.

Leadership plays a critical role in an organization’s long-term success, and innovation has become a strategic necessity in today’s business environment. In short, global leadership and innovation have a greater impact today than ever before. Despite the volume of resources exploring both leadership and innovation, most approaches provide directional solutions that are merely anecdotal and lack sufficient information to allow leaders to make measurable change. Add to this equation the importance of developing global skills, and leaders face an even greater challenge. Technology and increased access to information continue to accelerate the pace of business and of change and organizations are often too overrun with change to handle the torrent of emerging demands.

Questions on how to lead and where to innovate remain puzzlingly philosophically: What is the role of global leadership in a time of looming uncertainty? How will organizations innovate to overcome challenges that are largely unprecedented? In a new climate of business, is there a formula for creating success in both areas?

Becoming a better global leader and optimizing innovation jointly hinge on your ability, as a leader, to authentically examine your own inner makeup and diligently address some challenging limitations. Leadership innovation happens naturally and can be accelerated through the use of a structured processes involving your own self-exploration, allowing you to authentically enhance your leadership beyond tactical execution.

Despite their collective value, many conventional applications of leadership and innovation have often proven elusive and even problematic in real-world scenarios. For example, if the leadership team of a struggling organization drives initiatives that focus solely on making innovative changes to incentives, products, and services, without also advancing strategic purpose, culture, and team cohesiveness, they will ultimately miss the greater potential to create a comprehensive turn- around in the organization. Productivity and system improvements are undoubtedly critical, but how employees make sense of their work experience is equally vital to team engagement and commitment. Innovating products and improving functionality—without also creating a better and more meaningful team environment, or a more supportive organizational culture—often appears to pay off in the short term, yet produces lopsided decision-making and shortsighted leadership that create lasting adverse consequences.

Knowing that the future of organizations is irrevocably tied to a world of erratic change, we can no longer afford to improve our systems and offerings without equally advancing our leadership capacity. Leadership empathy and the ability to inspire cultural alignment, along with other important leadership activities, will make a significant impact on your organization and must be implemented as shrewdly as is strategic planning.

Combining global leadership with innovation, then, requires you to transform the way you perceive yourself, others, and your business. By earnestly looking at your own experience—including motivations, inclinations, interpersonal skills, and proficiencies—you can optimize your effectiveness in the current dynamic environment. Through reflection, you learn to balance the hard skills you have acquired through experience with the meaningful introspection attained through deep examination— all the while setting the stage for further growth. In essence, you discover how to strategically and tactically innovate leadership the same way you innovate in other aspects of your business.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills.

About the Author

Maureen Metcalf, CEO and Founder of Metcalf & Associates, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful strategies for profitability, growth, and sustainability.