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.