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Here’s how neuroscience can make you a more mindful leader

Mindful Leading With Neuroscience

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As businesses get more competitive and complex, with companies being under unprecedented pressure, there is a need for leaders to be strategic, instead of just transactional.
Business culture, mindsets and the entire people landscape in a corporate setting can be understood to a good extent using neuroscience.
Executive, or the planning of the work that is to be executed, is only possible if the focus of attention is on the goal, and any habitual response that takes us away from our long-term goals is avoided.

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Change leader, change thyself

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mckinsey.com

Leo Tolstoy, the Russian novelist, famously wrote, "Everyone thinks of changing the world, but no one thinks of changing himself." Tolstoy's dictum is a useful starting point for any executive engaged in organizational change. After years of collaborating in efforts to advance the practice of leadership and cultural transformation, we've become convinced that organizational change is inseparable from individual change.

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“Everyone thinks of changing the world, but no one thinks of changing himself.”

Leo Tolstoy

About change

Organizations don’t change. People change. Many companies move to change systems and structures and create new policies and processes but fail to address the underlying mind-sets and capabilities of the people who will execute it.

A new strategy will fall short of its potential if they fail to address the mental attitude because people on the ground tend to continue to behave as they did before.

Looking both ways

Companies that only look outward in the process of organizational change, and dismiss individual learning and adaptation make two common mistakes:

They focus solely on business outcomes and fail to appreciate that people will have to adapt to implement it.
They focus too much on developing skills.

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This Is How To Make Good Decisions: 4 Secrets Backed By Research - Barking Up The Wrong Tree

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bakadesuyo.com

Life would be a lot easier if we just knew how to make good decisions. Research shows we all make a lot of bad ones. With careers: More than half of teachers quit their jobs within four years. In fact, one study in Philadelphia schools found that a teacher was almost two times more likely to drop out than a student.

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We all make bad decisions

While we may not like to admit this, we all are making a lot of bad decisions, be it our personal lives, careers or in our jobs. Here is what research says about making good decisions:

The right information, not more

If there is too much information, we tend to make the wrong decision, and even if our decision is well-researched and considered right, we end up dissatisfied.

The right information, even if less, provides clarity to make the right decision.

Gut feelings vs logic

A gut feeling, or an instinct, is often the right path, and points towards the right decision.

Ultra-rational, logical and unemotional decision-making does not guarantee that the decision taken will be the right one.

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3 Unmistakable Signs That You Are A Strategic Thinker

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forbes.com

It sounds simple enough: Hire and promote the best among us. Do what you must to entice high performers who are competent in areas of leadership, strategy, strategic thinking, etc.

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Being More Reflective

Strategic thinkers understand and dig deeper when analyzing processes, developing and applying performance metrics, collecting data and producing analytics for better decision-making. They c...

Being better leaders

Strategic thinkers advance their careers by being better leaders. Not all great thinkers are great leaders, but the ones who are leadership material are likely better leaders than those who fail to think strategically.

Strategic leaders go beyond the role of having and communicating a vision to fully understanding, planning and executing the necessary strategies to realize it. They make better decisions as they have a more holistic view that includes the organization and the people inside and outside it.

Creating a Domino effect

Strategic thinkers demonstrate organizational value by creating more strategic thinkers. Developing a culture that considers strategy and doesn’t lose sight of the value that needs to be delivered greatly increases the capabilities of a company. Strategic thinkers are the ones in the organization who ponder and prompt questions that are designed to create even more strategic thinkers.

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