Facilitate the “Organizational Ecosystem” from our Brain Capabilities
Facilitating change processes involves defining strategies that allow us to anticipate and accompany different transitions successfully, but how up-to-date are we in detecting, for example, the needs of our collaborators and being more effective when promoting a new project?
Our brain is a social organ, therefore, alone we will never be effective. We require the “synchrony” that favors the development of Transformational Leadership styles and to do so we must relate effectively. Measuring these capabilities is essential.
Today, from Neuroscience we have the possibility of defining more accurate and, above all, favorable actions so that people can maintain a feeling of harmony and well-being, despite uncertainty, and achieve the organizational objectives that we foresee.
It is the leaders who, from their most emotional face, have the possibility of promoting changes, of generating identification and positive innovative impulse accompanied by a Master Plan that is available to the different needs of their teams... but this requires basically knowing how we human beings, our brains and our emotions function.
Traditional Leadership techniques have been left behind...promoting “well-being,” for example, requires knowing scientifically proven neuro routines and habits that favor the creation of new neural circuits.
Observing the brains of some Leaders, outstanding ones, by the way, we will see that contrary to what was thought years ago, there is greater activity in the emotional areas than in those where logical thinking takes precedence.
We also know that 75% of people, faced with a feeling of uncertainty, will make wrong decisions, considering that, if they do not have a resonant Leader, they will act out of fear and anxiety.
From our vision, and based on multiple studies and evidence, every Executive who leads people should consider special preparation in Neuroleadership, in order to know their profile and design their development strategy for their team and also their own.
Social equity and cooperative behaviors within the workplace must also be taken into account. Results at work can be greatly influenced by satisfactory relationships with colleagues.
Receiving fair treatment activates the same reward areas in the brain as when receiving financial incentives. This is largely due to the fact that the work space necessarily has a social dimension.
Dissonant work climates and unconstructive work relationships activate the same areas in the brain as physical pain. This area is also responsible for monitoring conflicts and detecting errors, sending warning signals to the pre-frontal cortex, in charge of conflict resolution.
A leader must be prepared and truly aware of what leading entails in this era... it is not about changing the personality of executives, it is about acquiring new habits, based on brain neuroplasticity. That is, we can always learn, we can develop synchronized teams and leaders based on the new contributions of Neuroscience.
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