As sugar is the enemy of the American diet…

As sugar is the enemy of the American diet (and I believe it is at least one of the top 3), talking just might be the biggest enemy of insight.

How much time on your calendar today was blocked for ‘thinking’?  Thinking about a project, a problem, an opportunity, or nothing.  On the other hand, much time on your calendar today was blocked for talking with someone or many someones?  And, during that conversation or on that coveted conference call how much silence was there at any given point?  My guess is precious little… we are simply not committed to allowing silence be a planned part of our day.  Our level of activity and over-scheduled calendars is epidemic.  It is rare that you find someone who is religious about quiet time during the work day.

Consider your totally booked day and then stop for one minute and think… how many brand-new ideas were generated today, by you or others, as you talked?  I mean genuinely new, innovative thoughts?  How many “aha moments” did you have?

Insights require reflection, silence, breaks from the talking, and often even breaks from direct and active (aka hard) thinking.  I recently challenged a group of managers to spend a few hours at a coffee shop of their choice this weekend to simply ‘think about their direct reports’… consider each person, individually; make notes about what they knew about the person — strengths, triggers, learning style preferences… just think about their people.  (I even bought them gift cards to encourage the activity.)

I don’t know how many of those managers took me up on the idea.  Will you?  Try it — block time just to think.  You’ll be amazed at how much you actually ‘accomplish’!

The curse and blessing of great hard-wiring

The brain has tons and tons of space for hard-wired knowledge, routines, and experiences.  Relatively speaking, the brain does not have much space for working memory or active problem-solving.  According to David Rock your working memory (pre-frontal cortex) is the size of a square foot cube, then your brain’s capacity for hard-wiring is the size of the milky-way.

It would stand to reason that the more experiences you have, the more hard-wiring you have.  The more practice you have applying what you know in real situations, the more hard-wired responses you have.  This is great, right?  It creates the ‘automaticity of expertise’.  The more experiences we have, the more we have to draw on when we encounter the same or similar situations without even thinking about it.  And, if you don’t have to think about how to respond, there is more space left in the working memory to solve a new problem.

Therein lies the blessing of a great capacity for hard-wiring.  Without it we would never be able to function.

But there is a dark-side.  (Of course there is.)

Once you have a situation hard-wired, it is very easy to recall that routine and respond as you always have.  Therein lies the curse of a great capacity for hard-wiring.  It is much more difficult, if not impossible, to ‘un-hard-wire’ something in the brain.  It is even difficult to force your brain to think about that hard-wired situation in any way other than the way that is hard-wired.

It takes a conscious effort to see something in a brand new way.  I have heard of Vuja De… the opposite of Deja Vu… Deja Vu is experiencing something and having the feeling you have already been there.  Vuja De is just the opposite – it is having already been somewhere and being able to experience it as if you have never been there before  (George Carlin via William Taylor).

That requires some serious, conscious effort.  How can we get a leader to experience Vuja De rather than lean solely on the old hard-wired experiences?

Questions are the answer.  Use questions that ask about their thinking.  Use questions that challenge assumptions and that can lead to new wiring.  A simple question like ‘are there other things that might explain this?’ can lead a leader down a new path.

Clearly we can’t live without hard-wiring.  The same could be said about new-wiring – who wants to live without it?

Personal pity party? Call it done!

If you think about getting the brain in a place where positive change is possible, then you know you have to get the brain in a forward-leaning posture, rather than a threat-response.

It is interesting to think about the science of the brain in the context of a coaching conversation.  No matter who you are talking with and no matter what the challenge to overcome or the goal to achieve, the brain has to move into that forward-learning space in order to make progress.  That means you have to STOP thinking about the problem and focus on the solution.

Makes sense, right?  Only challenge is… that means that many times you have to interrupt a personal pity party.  Whether blaming someone else, lamenting about your misfortune, or just being frustrated by a lack of progress,  if you spend too much time thinking about the problem that is where you will stay!  Instead, once you know just enough about the cause of the problem, move on to solution focus!

Get the mind focused on what need to happen to move onward and upward.  Get a visual of the end-state.  And, get the emotions focused on what it is going to look like and feel like on the ‘other side’ of the challenge!

Step by step, move forward in the plan and the process.

I need some new networks… in my brain, that is.

There is definitely something brewing in my brain; I can sense networks that are not related yet being activated and trying to find the connections.  And, I can almost identify new networks that I need to build in order to make those connections happen.

Let me explain.  I have an educational background that is steeped in psychology,  counseling and learning.  I have learned hundreds of theories, models, and techniques for working with people.  I am so energized by the path my education and work has taken me.

In June I got on a new path toward becoming a certified coach.  The program I chose for my initial certification is based on the work by David Rock of the NeuroLeadership Group.  I am learning more about the brain and how to facilitate a ‘quality conversation’ (see David’s book Quiet Leadership).  I am learning models and tools for helping people move themselves from their defined Point A to Point B.

There are several new concepts or areas that have been coming up over and over for me since began this journey and this is where things are brewing in my brain.  Before 2-years ago I had never heard about the fields or concepts of  ”Positive Psychology”, “Appreciative Inquiry”, and “Mindfulness”.  In the past two years these fields and concepts keep coming up over and over.  I think I have found my next path of study for the ‘middle’ part of life!

 

 

To be simple is complex

I know more, therefore I say more.  I wrote 100 pages about a topic, which shows my mastery of that topic.  I have many slides with many details about my topic, so I must know much about that topic.

I remember the first time I had a hint that these statements might not be true.  My Advisor in graduate school shed the light for me.  I had just handed in what I thought was a brilliant first draft of my research paper.  I had read a ton.  I really got it.  I made many connections for myself and I thought I had synthesized the research very well.  I was proud of that first draft, sure that it was going to come back with little feedback and a note that said ‘move on, fabulous start’.  Not quite.

My Advisor met with me and told me it was a good start.  (What?  A good start?) What he explained to me has stuck with me for 20-years.  He explained the difference between a good summary of what I had read and a valuable summary that the average person could read and understand.  He explained to me that this very smart-sounding summary was the easy part.  He wanted me to take the next and more difficult step – to summarize, synthesize, AND to make the prose something that my mother could read and enjoy.  (And, by the way, my Mom is a wicked-smart woman.)

I didn’t understand.  I thought I was going after the advanced degree to become an expert in area of interest.  I thought I was going to grad school to join an elite group of people who could write all kinds of things that only others ‘in the group’ would be interested in.  But, as he spoke to me, I started to understand.  It made sense. And, it WAS the more difficult task.  Much more difficult.

Fast-forward 20-years.  I have submitted the first draft of a presentation at work.  There is great information on those slides – all 29 of them!  You guessed it- the same feedback came my way.  Eileen, exactly what is the core message? What are the (maximum) three key points you want the audience to walk away with?  What do you want people to actually remember at the end of your slide presentation? 

Guess what – if our short term memory can hold only a limited number of ideas at once, then not too many of my 29 slides will be remembered.  Every good nugget of information or insight will be competing for brain space such that not one of them will be remembered.  And if I have not facilitated a connection in the brain, nothing will be remembered.

It’s about the brain.  It’s about the brain and how much information it can hold at once (in working memory).  And it’s about the connections that have to made in the brain to increase the likelihood things will be remembered.

So, I have developed a new habit.  I won’t claim to have mastered the habit, but I ‘get it’ now.  Once I have worked through my first draft of anything I am now committed to reworking it one more time.  My first pass is typically from my perspective.  That is, what information and message do I want to convey?  What key points do I want to make?  What is the ‘why’ behind my message?  Notice the ‘I’ and ‘my’ in the description of that first pass.

My second pass MUST be from the perspective of the audience.  From what perspective will the audience hear the message?  How will my message create value for the audience?  To what can I connect this message that will make sense to my audience?  What are the 1-3 key messages I want to convey?

That second pass, from the perspective of the audience, is what makes the message meaningful to the audience rather than simply a way to feed my own ego.

“Any intelligent fool can make things bigger, more complex, and more violent. It takes a touch of genius — and a lot of courage — to move in the opposite direction.”  Albert Einstein

It is a luxury to focus!

Remember when there was 1 TV in the house, the family gathered around watching one show from start to finish?  Remember when there was one phone in the house and it was probably in the kitchen?  Okay, admittedly those might be realities that are too distant for most of you to remember, but it is a fun exercise to name all of the technology developments that have occurred in your life time, no matter when you were born.  The pace of technology advancement is exciting and impressive.  I love being an ‘early majority’ adopter myself.

So, forgive me while I lament one of the biggest problems I see in our techno-capability.  From my living room chair today I can… write this message, post it to my LinkedIn and Twitter, take a picture of myself with my phone, post that picture to my Facebook page and send an MMS to my Mom.  I can do all of this while watching TV, engaging in a text-conversation with my teenager, and playing “Words with Friends” to take a mental break.  Oh yeah, and my husband is talking to me about the last Red Sox game.

I imagine this one is not a difficult scenario for any of you to picture, right?  Some call it multi-tasking.  But, I wonder.  Although many of these very unrelated tasks is not highly taxing on my brain, the question is am I doing any of the tasks with ‘all’ of me?  Clearly not.  When is the last time you focused one thing at a time?  When is the last time you participated on a conference call without your email open and working?  When is the last time you were (slightly) offended by someone you were talking with who proceeded to respond to an incoming text message?

I am as guilty as the rest, but I am on a mission now, starting with myself.  I am currently participating in a 13-week series of conference call-based training sessions; the facilitators asked us prior to session #1 to totally focus on the call — turn off computers, cell phones, free ourselves of all distractions to focus on one thing — the learning experience.  I was not sure I could do it, but decided to try.

Of course, at first, I was panicked about what I might miss during the 90-minute sessions.  I was afraid I would miss that very critical email, urgent text message, or entertaining Facebook post.  But, I had committed.

And now I am clearly seeing the benefits!

Not only am I learning more than I ever would if I was being my typical ‘multi-tasking’ self, but I was surprised to feel the difference.  I cannot believe what a relief it is to have the ‘quiet’ that I need to focus on the learning.  My mind is literally more quiet as I listen. My stress level goes down.  I can feel it.  It is a luxury to focus.  It is a luxury to pay attention to one thing and one thiing only.

I highly recommend it!  I am on a mission to use my technology to the fullest, but at the same time to protect the brain space I need to do all things well, one task at a time.

SCARF? Doesn’t sound interesting, but…

First things first — I promise I will work on my ‘curbside appeal’ for the new blog, but I really want to get started on this!

Ever heard of the SCARF model?  Until a few months ago, I had not heard of it either.  I had an article from the NeuroLeadership Journal (Issue #1, 2008) called “SCARF: A brain-based model for collaborating with and influencing others,” (http://www.your-brain-at-work.com/files/NLJ_SCARFUS.pdf).  I carried this article around for at least one month without reading it… the title just did not appeal to me enough to let it float to the top of the pile.

Two months later and I am printing copies, distributing the article, and recommending it to colleagues.  I might even go as far as saying it has changed the way I am thinking about improving performance — at least it has added a brand new perspective that has changed a few habits already.

I won’t do the model full justice, but I hope to tell you enough to entice you to click on the link!  The premise of David Rock, CEO of NeuroLeadership Group, is based on the science of the brain and how it responds to situations and conditions.  We have all heard about the ‘flight or fight’ response and how our brains are programmed to respond to threats.  There is another part of our brain’s programming that we don’t hear as much about — the ‘toward’ state; that is, when our brains are motivated to respond positively, take action, and make change.

Rock’s SCARF model describes the five different ‘triggers’ in the brain that can be activated to produce EITHER the ‘threat’ or the ‘toward’ reaction.  The direction we head (either in retreat or toward positive action)  is dependent upon our perception of the situation.  Here is a very brief definition of each trigger.

S = Status:  The brain does a quick assessment of where I am in the ‘pecking order’ in a conversation, a relationship, or a group.  Am I top dog (no threat)?  Am I low man on the totem pole (big threat)?  Or, am I on a level-playing field with the others in the room (potential for action)?

C = Certainty:  Is there predictability in the situation, do I know what to expect (toward state)?  Or, do I have absolutely no idea what could happen, which way things could go (retreat or threat)?

A = Autonomy:  Do I get any choices here (toward) or am I simply here to do what I am told (threat)?

R = Relatedness:  Are we together in this or is this a competition?  Friends or Foe?

F = Fairness:  Are there favorites here or does everyone get a fair chance to advance or win?

Interesting, right?  Where the rubber meets the road, though, is what I do with my understanding of the brain at work.  Here is the key insight for me –  in every interaction I have at work or at home, I have the opportunity to impact each of these triggers in other brains.  And, the impact that I have on those triggers will play a direct role in creating either a ‘threat’ response or a ‘toward’ response in other people.

I’ll let that sit for awhile and encourage you to read the whole article!

Follow

Get every new post delivered to your Inbox.

Join 126 other followers

%d bloggers like this: