“Most of us know we would rather work with a leader that engages us, values us and treats us with respect. Yet some scholars still question whether or not emotional and social intelligence matters in leadership effectiveness. Over the past 10 years, numerous studies have been published and even more are continuing to emerge showing just this effect. EI and SI do matter a great deal in producing leadership effectiveness.
Let's switch from amoral business to values-led business The Guardian What tends to prevent us as individuals from falling prey to these temptations are the values that we hold dear, which are developed and nurtured through our relationships,...
"The human brain is a sophisticated instrument. At its core, however, it’s nothing but the organ of an animal, prone to instinctive responses. This instinctual brain operates according to what I call the “X Framework,” a concept that emerges from studies on animal and human behavior, particularly those linking behavior to brain functioning.
"Like our primate relatives, humans are governed by two neural pathways that you can envision crossing in an X formation. The first takes us from a state of high physiological arousal, often manifest as anger, fear, and anxiety, and governed by the chemical cortisol, down to a place of comfort, typically produced by the calming hormone serotonin. The second moves us from a state of low physiological arousal — what we think of as boredom or apathy — toward excitement, thanks to the naturally occurring stimulant dopamine.
If the brain is experiencing highly physiologically arousing emotions associated with stress, then our first instinct will be to stay away from excitement and seek comfort instead. Studies have shown that primates under stress, for example, will not pursue new territories or mates. Under stress, humans also hang on to the familiar. Once the brain calms, however, it becomes prone to boredom. It will then begin to seek arousal in the form of dopamine, from the excitement pathway. This is when both you and your baboon friend will seek out new territories.
From the perspective of innovation this is critically important to understand, and will help you get the best from yourself, your colleagues, and your boss.
… Corporations worried about losing their edge often try to force their employees to work “better, faster, stronger” by applying more pressure or using threats and ultimatums. They believe that the stick, not the carrot, will be more effective in breeding innovation.
Studies show, however, that stress is a poor motivator…. Of the brain’s two basic neural pathways, the first — from anxiety to calm — does not inspire outside-the-box thinking. Workers are so insecure and stressed that they creep along in terror until they find safety. The goal, then, is to get workers engaging the second pathway — from complacency to excitement — which is much more likely to trigger innovation. That shift is achieved primarily through positive reinforcement: encouragement, respect, and enhanced responsibility.
...Democratizing where innovation can come from, encouraging grass-roots ideas, and utilizing social recognition are powerful methods for encouraging innovation. But the most inspiring method is, as Gandhi affirmed, to “be the change.” A manager who takes time to feed her own creative side well is the one who knows how to elicit the creativity of others best.
...The secret to success is to determine which neural pathway the target audience favors. Those focused on traveling between stress and calm will be less likely to embrace new ideas; they’re clinging to the familiar. Those riding the boredom-excitement highway will relish a new opportunity.
It’s not hard to figure out who favors which pathway; people habitually tend toward one or the other. Type I personalities, as I call them, don’t veer from the groove between stress and comfort. They’re terrified of making mistakes. By contrast, Type II personalities are those who tend to move between boredom and excitement. They typically fear missing out on new experiences and see mistakes not as debilitating but as exciting. They reframe failure as opportunity, and see challenges as something fun.
This piece is adapted from five essays on innovation in the workplace by Baba Shiv, the Sanwa Bank, Limited, Professor of Marketing, Stanford GSB, and the R. Michael Shanahan Faculty Fellow for 2013-14."
We are emotional beings, this is what we are. Everything that happens in our life makes us feel some sort of emotion. Whether it’s the satisfaction from eating our morning breakfast, the anger from our daily commute to work, the challenge from working out at the gym, the joy from spending time with loved ones, the calmness from relaxing in a quiet place alone, or the sadness from dealing with some sort of loss, we feel emotion in everything we do and we will continue to do so for the rest of our life. Therefore if we are bound to feel emotions for the remainder of our life, why should we be stuck feeling negative emotions?
Part 1 on Simplifying work for the future introduced the observation from The Economist of two divergent views of reducing complexity—defining new models of organizations versus scaling down into core principles and flexible groups — that I think are really one an the same.
Happiness is so interesting, because we all have different ideas about what it is and how to get it. So naturally we are obsessed with it.. I would love to be happier, as I’m sure most people would, so I thought it would be interesting to find some ways to become a happier person that are actually backed up by science. Here are ten of the best ones I found
The notion that organizations increasingly will have to pursue transient strategic advantage rather than sustained advantage intensifies the challenge for leaders, says Professor Jim Heskett. What do YOU think?
We are a society that puts a huge emphasis on rewards, and a school of psychology is based on it. In behavioral psychology, an American invention, there are two ways to stimulate a response from someone, either reward them or punish them. This two-way mechanism works with lower animals - dog and horse trainers, for example, use food treats to reinforce the behavior they want - so it should work with humans, or so the logic goes. If you want a certain behavior out of prisoners, for example, behaviorists advise giving privileges as a reward for obeying the rules and punishment for disobeying them.