Stacey Ashley explores the three brains of leadership in this week’s opinion piece.
While recently leading a Facilitating Change workshop with a team of executive managers, it quickly became apparent to me the team was not particularly convinced that the changes afoot were the best strategy. However, the decision had been made and my group of executives was charged with the implementation of the change.
Despite their resistance to the change, my aim for the session was to assist them with some simple strategies to support themselves during this time – including resilience, mindfulness and their style of leadership.
Thankfully, my introduction about the importance of leadership during periods of change seemed to be well accepted with many of the group asking questions and nodding their heads in agreement. However, 10 minutes into the workshop came the inevitable comment: ‘‘this is not fairyland; this is not the perfect scenario you describe. This is the wrong change and we shouldn’t be doing it.”
“Okay,” I say. “You are all leaders, so what are you going to do?’
Complete silence prevailed!
How many people can really say that they are able to lead in times of conflict or when they don’t agree with the changes taking place? Have you ever really come across the ‘perfect change situation’?
Recent neuroscience findings support the concept that if you want to become a true leader, then you need to use all the intelligence available you – not just the brain inside your head.
In fact, mBraining, which is a new field of human development (Grant Soosalu and Marvin Oka), suggests that leaders need to access the resources in their heads and also in their hearts and guts, too. In doing this, they align their conscious and unconscious intuitive abilities, and are able to harness that priceless wisdom within them.
mBraining research and behavioral modelling has shown that each of these three brains offers a unique intelligence, each with specific areas of competence: