Dr Phyllis Ndlovu | CEO | Kisima Psychological Services | mail me |
Our brains are complex organs. Leaders who understand how their own brains and others’ brains respond in different scenarios will be better equipped to ensure optimal decision-making, problem-solving and collaboration.
While our brains respond to social threats and rewards with the same intensity as physical threats and rewards, the threat response is stronger than the reward response. In other words, the brain prioritises survival over seeking opportunities.
For example, during a team meeting, the brain is more likely to focus attention and energy on what feels uncomfortable than on pleasant input.
Overcoming default threat responses
Knowing this, how can leaders overcome their brains’ default response to perceived threats? How can they lead their teams more effectively and make decisions that inspire confidence instead of fear? Leadership neuro-tools play a central role in addressing this challenge.
Neuroscience suggests roughly six primary ways can help improve leaders’ decision-making processes. In this discussion, we focus on three critical leadership neuro-tools: sleep, brain dexterity and growth mindset.
Sleep as a leadership enabler
Although good nutrition and exercise are well-known enablers for brain fitness, sleep is often underestimated as a leadership enabler. Too often, leaders feel compelled to sacrifice sleep to meet multiple operational priorities.
The truth is that the brain activates repair and restoration mechanisms during sleep to reset and create balance. Leadership neuro-tools emphasise that sleep is fundamental for decision-making strength.
Research shows that quality of sleep matters as much as quantity. During deep sleep, characterised by slow delta waves, the brain solves some of our most complex problems. Leaders need to recognise that skipping sleep to “sweat it out” compromises their ability to make sound decisions.
Brain dexterity and growth mindset
Another important neuro-tool that successful leaders use is brain dexterity. Most people have a dominant hemisphere – left for logic or right for creativity, holistic thinking and language. Under pressure, people tend to default to their dominant side.
For instance, a left-hemisphere person may become overly mechanical and focus solely on the issue in a clinical way. A right-hemisphere person might struggle to choose between multiple creative ideas.
Leaders are therefore encouraged to strengthen both hemispheres to maximise their cognitive capacity. They can achieve this through neuro-coaching techniques, such as neurolinguistic programming, among others.
Leaders who recognise their limitations and understand their impact on others are humble enough to undertake a brief coaching journey. This helps them develop brain dexterity and use both hemispheres equally. Leadership neuro-tools such as brain dexterity expand leaders’ adaptive capacity.
Thirdly, leaders should cultivate a growth mindset instead of remaining in a fixed mindset. Those with a growth mindset are more likely to identify opportunities during challenging periods. They remain positive and believe their abilities can improve through learning. By contrast, those with a fixed mindset tend to have a self-limiting outlook and avoid even small risks that could generate significant business returns.
In conclusion
When corporate leaders introduce organisational changes, those with a growth mindset navigate challenges more effectively. They persevere in the face of adversity, accept and learn from failure, and focus on the process rather than solely on outcomes.
Ultimately, leaders who understand how their brains work and take time to enhance their decision-making capabilities will help their businesses thrive. They reduce vulnerability to constant crisis management and build sustainable organisational strength.
