Manage the Social Brain and Resilience

Recently, neuroscience researchers have said there is evidence that the brain has a separate social intelligence system comprising several connected brain regions.

This includes generating positive emotions required for achieving personal goals and coping with the immediate situation.

Assuming this system works better in some brains than others, this may help explain variations in individual levels of resilience. This suggests that organisations which support managers and employees in developing these capacities will build resilience too.

This ‘social knowledge network’ involves how people think, feel and socialise, including being aware of oneself and expressing oneself, functioning interpersonally, managing and controlling emotions, making decisions and solving problems of a personal and interpersonal nature.

To find out about our courses in dynamic resilience and positive psychology contact us.

Star Wars Was Right

“Focus. Obi-Wan Kenobi. Your focus determines your reality,” said  Star Wars Jedi knight Qui-Gon Jinn.

Turns out the Jedi knights were right.

Neuroscience is now establishing that change happens from paying attention.  And these findings are helping leaders make change happen.

The question for leaders is how can I focus myself and my people on what is important and positive rather than other ‘noise’?

When you start to focus on something, your brain goes into synchrony, harnessing neurons across multiple regions working together as a unit. If you change what you pay attention to, it changes the brain.

Alterations in the brain circuitry can be seen within weeks on a brain scan. But if your brain is ‘noisy’, it affects the synchrony and so interferes with developmental change.

One of the sources of noise is a sense of threat. People who are in a resilient, psychologically safe work environment are able to focus more effectively.

Here are some easy things to do today to make that difference:

  • Take the time to use stories to help you communicate your point, not pure data
  • Actively look for the positives and opportunities
  • Celebrate strengths not weakness – write down your own on a regular basis and praise others today
  • Deal with that negative performance issues honestly and positively

Taken from “Positive Leadership. Peak Performance,” a new leadership course run by Kinetic Future.

If you’re interested in advanced business communications coaching using skills from positive psychology and theatre please contact us. We run group and one to one courses around the world.

Positivity Quadruples Leadership Performance

Dr Kim Cameron, University of Michigan Business School, has investigated the positive energy of leaders in various businesses and found that if a leader is the hub of a positive energy network, their performance is four times higher than if they are at the centre of an influence network or an information network.

Essentially it means when you communicate with people do they leave energised or depleted?

He prescribes hiring for positive energy, which means finding leaders who are trustworthy, who pay attention, who build and foster confidence in teams, who are unselfish and who can solve problems.

Cameron has a book which we would recommend reading: Practicing Positive Leadership.

To find out more about our courses in dynamic resilience and positive psychology contact us.