Brain seesaw

Matthew Lieberman, in a post published on 27 December this year in the Harvard Business Review Blog, puts the following question: Why our brains are wired to connect, our brains have made it difficult to be both socially and analytically focused at the same time? In other words, why is it that when a Manager cares about the results of an enterprise, seldom worry, simultaneously, with the welfare of workers that ensure the efficient functioning of the enterprise? The answer is given by the author alerting for different parts of the brain that activate those ways of thinking. The regions on the external surface of the brain, the frontal lobe, near the skull, are responsible for analytical thinking and are highly related to IQ. On the other hand, are in the Middle regions of the brain, where touching the two hemispheres, which support the social thought. These regions enable us to gather the thoughts, feelings and goals of the person based on what we see of your actions, words and context. There exists a sort of seesaw who plays cerebral preventing the thoughts of one of the regions allow the simultaneous other reasoning. All of this tends to be exacerbated by the fact that, in the business world, be given highlight those that get results. How much more work the focus on results less work the other side of the seesaw. Urges therefore start to reverse the trends and bet more on authentic leadership. In this model the focus is placed on people and their well-being. IE, empathy and compassion will ultimately contribute to the efficiency, which is never neglected.

One vulnerable leader is like two not vulnerable leaders

People, like the greater appreciation with which they face the negative aspects of life, refer more to distrust than trust, mainly because they feel betrayed or abandoned by others. Trust is like fresh air. Just realize their lack when it disappears. In fact, we need it to be healthy. On essence of trust are the fundamental human relationship values: honesty, integrity and respect for others. Then, on a scale of inference, makes sense the existence of organizational and constitutional values. It is up to leaders of organizations and political leaders implement the fundamental values, because the achievements involve more than written words. But most politicians, bankers and current leaders have failed in practice the fundamental values, creating an environment of mistrust in institutions and in the laws that regulate them. The uncertainty, vulnerability and confidence are related. Collaboration and mutual aid are required to accept the risks that characterized our current way of life. Hence the focus on restoring confidence is the biggest current challenge of people, organisations and societies/civilizations. Trust is a positive feeling, while fear and anger, negative sensations, are the sign of trust betrayed in our relations and contexts. We all need predictability and goodwill for we accept us in our vulnerability vis-à-vis others. The predictability results from the existing equilibrium in the context in which it evolved. The goodwill generates positive relationships. The acceptance of our vulnerability is a regenerating sensation of our ability to trust. In times of uncertainty, leaders have come to focus on data, economic and financial indicators, showing extreme coldness in relation to errors, to the emotions and uncertainty statements. All this because they fear losing control of the situation and also because have not learned to act in caordic contexts. Leaders have to be brave and accept their own vulnerability vis-à-vis others. The acceptance of vulnerability is the way to renew the capacities of innovation, change and creativity, because we do not diminish nor weakens, promotes the recovery of confidence and makes us happier.