Thursday, July 28, 2016
Wednesday, July 13, 2016
The Science Behind How Leaders Connect with Their Teams
The Science Behind How Leaders Connect with Their Teams
One way to increase interpersonal synchrony is through a technique called “reverie”.
With this technique, leaders set aside time for rambling
self-reflection in the presence of followers—not well sculpted thoughts,
ideas and strategies, but more sincere, emergent ideas.
Counter-intuitively, this increases the interpersonal connection. Called
intersubjectivity, leaders and followers become more connected and synchronous. This happens because
a brain region called the mirror neuron system (MNS)
activates—indicating automatic resonance with the other person. Also,
the default mode network (DMN) activates, causing the mental state of
the other to be represented in the leader. Think of these as the
“feeling for” and “feeling like” networks of empathy. Intersubjectivity
integrates both.
Leaders can also achieve this sense of “wholeness” in a subtly different state called mind wandering.
In contrast to mindfulness, when leaders set aside time to engage in
relaxing tasks not central to the main mission of the organization,
their brain’s DMN
is also activated. Group walks, card games or knitting are examples of
such activities. When the DMN is activated, memories from the past integrate with the present to construct a vision of the future. This makes leaders feel more “whole”. In addition, leaders will be better able to walk in the follower’s shoes.
One way to increase interpersonal synchrony is through a technique called “reverie”.
With this technique, leaders set aside time for rambling
self-reflection in the presence of followers—not well sculpted thoughts,
ideas and strategies, but more sincere, emergent ideas.
Counter-intuitively, this increases the interpersonal connection. Called
intersubjectivity, leaders and followers become more connected and synchronous. This happens because
a brain region called the mirror neuron system (MNS)
activates—indicating automatic resonance with the other person. Also,
the default mode network (DMN) activates, causing the mental state of
the other to be represented in the leader. Think of these as the
“feeling for” and “feeling like” networks of empathy. Intersubjectivity
integrates both.
Leaders can also achieve this sense of “wholeness” in a subtly different state called mind wandering.
In contrast to mindfulness, when leaders set aside time to engage in
relaxing tasks not central to the main mission of the organization,
their brain’s DMN
is also activated. Group walks, card games or knitting are examples of
such activities. When the DMN is activated, memories from the past integrate with the present to construct a vision of the future. This makes leaders feel more “whole”. In addition, leaders will be better able to walk in the follower’s shoes.
Tuesday, July 12, 2016
Monday, July 11, 2016
When to Skip a Difficult Conversation
When to Skip a Difficult Conversation
How can you assess whether you’re making a strategic choice to avoid a
difficult conversation or just chickening out? Here are 11 questions
designed to help you consider what to say, delay, or skip:
How can you assess whether you’re making a strategic choice to avoid a
difficult conversation or just chickening out? Here are 11 questions
designed to help you consider what to say, delay, or skip:
- Based on what I know about this person and our relationship, what
can I realistically hope to achieve by having the conversation? - What is my “secret agenda” or “hidden hope” for this conversation? (Long-term harmony? Revenge? That they will change?)
- What concrete examples do I have to share of how this issue has shown up?
- What’s my contribution to the situation?
- Do I tend to look for problems with this person or about this issue?
- Is it already starting to resolve itself?
- How long ago did it arise? Is it a repeat or recurring problem? Could it become one?
- How “material” is the issue to our relationship or to the job?
- How committed am I to being “right”?
- What reasonable, actionable solution can I offer?
- Is this the right person to talk to about this issue?
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