07 Feb Live Tweeting: The Neuroscience of Leadership
Recently, Tekara hosted a leadership event for the IABC/BC. The session was on the Neuroscience of Leadership, and was led by Dr. Bruce Hiebert, the Chair of Undergraduate Programs at University Canada West and an adjunct professor at the Vancouver School of Theology.
Dr. Hiebert’s session was fast-paced, and, as he explicitly stated, only scratched the surface of the blossoming field of neuroscience and leadership. Despite the rapid speed in which we flew through brain science and its implications on organizations, I was live tweeting during the event. I captured as many insights as possible. For those that were not in attendance and did not follow along in real time, here is a summary via Twitter.
As you’ll see, he provoked those in attendance with several challenges to common beliefs about leadership. Share your thoughts or responses in the comment section below.
Just getting ready for our first sponsored @IABCBC event in the 2014 Leadership Series: The Neuroscience of Leadership. #iabcleaders
— Tekara Inc. (@TekaraInc) January 22, 2014
We'll be live tweeting through Dr. Bruce Hiebert's presentation. #iabcleaders #leadership
— Tekara Inc. (@TekaraInc) January 22, 2014
The brain can be trained to make you a better leader. An issue is that it's extraordinarily complex and we've just scratched the surface.
— Tekara Inc. (@TekaraInc) January 22, 2014
All decisions are rooted in emotion. Every time you think a thought its buried inside an emotion b/c of how we process info in brain.
— Tekara Inc. (@TekaraInc) January 22, 2014
Study: Most managers make decisions based off emotion and memory not factual data. Implications on #leadership? #iabcleaders
— Tekara Inc. (@TekaraInc) January 22, 2014
Our brains are wired to automatically mimic things. It constantly analyzes behaviours of others. Always focused on this. #iabcleaders
— Tekara Inc. (@TekaraInc) January 22, 2014
It's far easier to conform than stand out. Brain wants to fit in – conforming is it's default. #iabcleaders
— Tekara Inc. (@TekaraInc) January 22, 2014
What does that do to groups trying to achieve something?
— Tekara Inc. (@TekaraInc) January 22, 2014
Groups typically use sloppy intuition – we don't think hard about our outcome. We go with feeling and easy instead of thinking and hard.
— Tekara Inc. (@TekaraInc) January 22, 2014
Non-cognitive, lazy decision making processes are common in groups. This is scary.
— Tekara Inc. (@TekaraInc) January 22, 2014
Our brains say it's more important to feel good about each other as a group than make the 'right' decision. #iabcleaders
— Tekara Inc. (@TekaraInc) January 22, 2014
Leaders emerge because of these processes. They help the group achieve goals and get some place. Add direction and competence. #iabcleaders
— Tekara Inc. (@TekaraInc) January 22, 2014
Under many circumstances groups get only so far with intuition. That's where leaders emerge to drive them to their goal.
— Tekara Inc. (@TekaraInc) January 22, 2014
Our social brains create the need for #leadership. #iabcleaders
— Tekara Inc. (@TekaraInc) January 22, 2014
Great leaders are strongly directive. In presence of strong leaders your personal moral sense shuts down. Groups ability to innovate…
— Tekara Inc. (@TekaraInc) January 22, 2014
…and adapt outside of the direction of the leader shrinks.
— Tekara Inc. (@TekaraInc) January 22, 2014
Another problem w/strong leaders: good people don't want to be leaders. They want to fit into the group. obey rules. #iabcleaders
— Tekara Inc. (@TekaraInc) January 22, 2014
A leader has to stand out; has to be able to change the rules, and determine what is good and right for the group. Leaders challenge "good".
— Tekara Inc. (@TekaraInc) January 22, 2014
Solution 1: trust the group. Groups are fundamental human unit. Group-think can be powerful.
— Tekara Inc. (@TekaraInc) January 22, 2014
Groups push us to a balance b/w feeling good and making decisions. They can create formal processes that allow it to move forward.
— Tekara Inc. (@TekaraInc) January 22, 2014
Under most conditions groups don't need leaders. We think we do because our brains fixate on them and they're lazy.#iabcleaders
— Tekara Inc. (@TekaraInc) January 22, 2014
Falling back to leaders isn't necessarily the solution.
— Tekara Inc. (@TekaraInc) January 22, 2014
Solution 2: create accountable groups. Change our default group setting – don't unconsciously acquiesce to a leader. #iabcleaders
— Tekara Inc. (@TekaraInc) January 22, 2014
Provocative thought: gossip can be an incredible tool to hold a leader accountable. If it is focused on the leader it can effect behaviour.
— Tekara Inc. (@TekaraInc) January 22, 2014
Be cautious about leaders because of how your brain functions in their presence. Understand you brain's inherent drives. #iabcleaders
— Tekara Inc. (@TekaraInc) January 22, 2014
Our brains are sloppy. We glide over things and assess them at rapid speed w/emotion always involved. Brain is set to be lazy and intuitive.
— Tekara Inc. (@TekaraInc) January 22, 2014
Secret: know when leadership works in your favour, and then challenge yourself to lead. This can be done just by standing up. #iabcleaders
— Tekara Inc. (@TekaraInc) January 22, 2014
#power emerges from a group. Groups permit and enable power. The group must concede to the behaviour.
— Tekara Inc. (@TekaraInc) January 22, 2014
Bullies can't act alone. The group allows it to be. The group dynamic sets the stage. We enable power to manifest itself.
— Tekara Inc. (@TekaraInc) January 22, 2014
The behaviours of a group are cultural. Brain is wired to conform to the cultural pattern it has been a part of. #leadership
— Tekara Inc. (@TekaraInc) January 22, 2014
You must adapt to the culture you find yourself in. You can push a group as long as you operate in proximity to its boundaries.
— Tekara Inc. (@TekaraInc) January 22, 2014
How do we recognize that anyone can lead and shape ourselves to foster that model? How do we create a "jazz band" organization? #leadership
— Tekara Inc. (@TekaraInc) January 22, 2014
Image credit: Kushi Institute
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