Leading Using the Whole Brain

Leadership systems that create powerful companiesLeadership systems that create powerful companies

Leading Using the Whole Brain

A Brain-based Approach to Leadership &

Leadership Team Development

Facilitated by Heather HilliardBehavioral Change Expert

About the Speaker

Leadership & behavioural change expert with over 20 years’ experience working with individuals, couples, teams, leaders and organizations to eliminate dysfunction and maximize potential

Principal, Caliber Leadership Systems offering an holistic, systems-based approach to leadership & organizational development and behavioural change

Creator, Striving Styles® Personality System, a neuro-psychological framework for development & behavioural change

Author, Who Are You Meant To Be? A Groundbreaking, Step-by-Step Approach to Discovering and Fulfilling Your True Potential

Meeting Objectives

Review Striving Styles (functions of the brain) Using all four quadrants of the brain in leadership

& performance development Understand the Self-Protective and Self-

Actualizing System Behavioral competencies from each quadrant of

the brain (SP & SA behaviors) Discuss examples of where SP behaviors are

creating barriers, etc.

Review of the SSPS

We have four functions in four quadrants of the brain

Each function has two aspects, inner and outer We prefer one area of our brain over the 3 others It is an inborn preference, not a developed

strength Dominance impairs development

of an integrated brain

Review of the SSPS

Each function has a psychological need that must be met

Failure to meet the need results in emotional distress

Revert to emotional behavior to get need met

Development is delayed

Striving Styles in the 4 Quadrants

Integrating the 4 Quadrants

Need to understand how the functions produce specific leadership behaviors

You can decide what functions to use in different situations

Are not limited to functioning from one quadrant, even though it is easier to do so

Developing Leadership Capabilities by Understanding

How the Brain Develops

How Our Brain Develops

We have three brains; don’t all develop at the same time

To ensure our survival, our brains develop from the brainstem up

the brainstem (instinctual brain) is almost fully functional at birth

the emotional brain is slower to develop and mature

the rational brain develops last

Self-Protective System

Wired to protect us from real or perceived threats to our survival

Activated by fear and other associated emotions (anxiety, disappointment, prolonged stress)

Threats may be external or internal, real or imagined

React first, think later Goal is to survive whatever is

happening, without thinking of the consequences

Self-Actualizing System

Regulates impulses from the instinctual brain Future oriented; allows us to:

sets goals, visions, delay gratification, makes decisions based on plans

Manage our behavior, urges, emotions, and thoughts

Lets us respond to situations instead of reacting to them, trying to solve problems rather than focusing on our emotions

Activators of the SP System

Our SP System is always running in the background, ready to react

Can be activated by anything frightening or that is perceived as a threat

Communication in the brain bypasses the rational brain and goes directly to automatic reactions

Easily frightened, startled or on the defensive


For each Style there are certain activators that trigger self-protective behaviors

These are based on: the predominant need the function of the brain

quadrant they reside in Tactics used are designed

to meet the need

Living in our SP System

Self protective behaviors are more emotionally charged, and at times, destructive rather than productive

We tell ourselves stories about what is happening that inflame the situation

Have a “me” orientation rather than a we

Unable to cooperate or negotiate


We downshift and full use of the rational brain is suspended and more control is taken by SP System

We react using emotional reasoning, protecting ourselves from perceived threats

Threat, or perceive

threatRational Brain

Emotional Brain

Instinctual Brain

Leading from the Self-Actualizing System

This requires you to: know the four Striving

Styles on your Squad and their SP and SA behaviors

know which of the Styles to use in various situations

recognize when you have shifted to SP behaviors and shift

develop the Associate Style(s) that is limiting your success as a leader


Your Striving Style Squad & Leadership

Functions

Four Functions in Leadership

Leadership Team Distribution

Need to be in Control

Need to be Perceptive

Function of the Left Rational Brain

Decides the way the world must be and make sure everything conforms

Decides what something (or someone) is, where it belongs, what its usefulness is

Plans, sorts and organizes experiences Forms our self-concept – the idea of who we are “Tells” it the way it is

Left Rational Brain

Self-Actualizing Behaviors -Leader

You know you are in your Self-Actualizing Leader when you:

use a structured, disciplined approach without being rigid allow employees to participate in decisions where possible consider needs and feelings of others; empathize listen to feedback from others; hold yourself accountable

for your development and behavior have difficult performance discussions with key

people hold yourself accountable to following your own systems reflect on how you affect others; adapt your approach delegate, coach and allow employees to develop

Self-Protective Behaviors - Leader

You know you are in your Self-Protective Leader when you:

have to keep moving forward despite issues; impatient dominate and intimidate others make decisions without considering the impact on others don’t accept feedback about own behavior focus on fastest way to goal; ignore systems and

processes dismiss/ignore people that don’t perform to your

expectations don’t engage relationally; express displeasure, not

appreciation are overly critical; do employees work for them

Exercise

Consider the following: Are you using your SA Leader consistently enough

to meet the needs of the business? What situations do you use your SP Leader? Why? What problems are being caused by using your SP

Leader? What Style do you need to use to deal with this

situation?

Discuss with team

Function of the Right Rational Brain

Function of this quadrant is to: innovate, adapt, envision discover meaning and

possibilities imagine, conceptualize

and synthesizes information and experiences

to “know” without “knowing why”

create our “self-image

Right Rational Brain

Self-Actualizing Behaviors -Visionary

You know you are in your Self-Actualizing Visionary when you:

hold your vision despite obstacles or perspectives of others

use a systematic approach to staying connected with others

ask for input and don’t retreat from opposing viewpoints

use a conflict management process

set realistic goals for yourself and others

follow the sequence and steps to get to your vision

“walk the talk” by using the systems you develop

use a paper system for giving direction and instructions

Self-Protective Behaviors - Visionary

You know you are in your Self-Protective Visionary when you:

fail to hold your own vision are not consistent in relationships work, make decisions and plan independently see and identify issues without acting on them set unrealistic goals for yourself and others push to achieve your vision without awareness

of the impact don’t use your own systems believe others understand what you want

without checking

Exercise

Consider the following: Are you using your SA Visionary consistently

enough to meet the needs of the business? What situations do you use your SP Visionary?

Why? What problems are being caused by using your SP

Visionary? What Style do you need to use to deal with this

situation?

Discuss with team

Function of the Left Emotional Brain

Function of this quadrant is to: act, move, do experience physical

sensations repeat experiences to

recreate known sensations repeat and reproduce

activities in specific sequence and order

seek and experience positive or negative emotions

Left Emotional Brain

Self-Actualizing Behaviors - Adventurer

You know you are in your Self-Actualizing Adventurer when you:

use a planning process and adhere to plans consider implications before acting; prioritize activities see the impact that lack of follow-through has on

everyone use a performance management system communicate when unable to reach deadlines are realistic about what can be achieved reflect on mistakes and make corrections to behavior make sure others on board before moving forward

Self-Protective Behaviors - Adventurer

You know you are in your Self-Protective Adventurer when you:

fail to plan or engage employees in a planning process are reactive; don’t distinguish between urgent and

important do what you feel like, despite other priorities or

commitments fail to recognize employee’s need for goals, feedback fail to meet deadlines and cause delays demand positivity from employees refuse to take responsibility and blame others drive your own agenda without concern for big

picture

Exercise

Consider the following: Are you using your SA Adventurer consistently

enough to meet the needs of the business? What situations do you use your SP Adventurer?

Why? What problems are being caused by using your SP

Adventurer? What Style do you need to use to deal with this

situation?

Discuss with team

Function of the Right Emotional Brain

Function of this quadrant is to:

relate and bond to others evaluate experiences maintain harmony produce emotions empathize store and recall negative

emotional memories

Right Emotional Brain

Self-Actualizing Behaviors - Artist

You know you are in your Self-Actualizing Artist when you:

develop a disciplined approach to work; firm but fair don’t tolerate poor performance take responsibility for making decisions and leading express and communicate assertively emerge conflict and issues as they happen appropriately express own opinion; raise

contentious issues set challenging performance plans stay engaged with team despite feeling pressured

Self-Protective Behaviors - Artist

You know you are in your Self-Protective Artist when you:

don’t establish or act from your own authority overlook real deficiencies in employees skills fail to establish objectives and direction for employees put supporting your employees ahead of your own work fear direct conflict and back down when confronted withhold your opinion unless confident of positive

outcome fail to make yourself available to employees create performance plans that require minimal

effort

Exercise

Consider the following: Are you using your SA Artist consistently enough

to meet the needs of the business? What situations do you use your SP Artist? Why? What problems are being caused by using your SP

Artist? What Style do you need to use to deal with this

situation?

Discuss with team

Using the Striving Styles with Employees

Knowing your employee’s Style allows you to identify behaviors associated with their SP System

Are able to help employees: deal with activators of the SP System develop use of other brain function

Allows you to lead the employees performance instead of accommodating it from your own SP System

Our Approach

Striving Styles Personality System is a neuro-psychological framework for development, behavioural change and achieving potential

Can be integrated into any development program Audit existing programs to ensure design & delivery

reflect personality, emotions and how the brain learns Facilitate organizational change, eliminate dysfunction

and disengagement Build expertise of anyone involved in training,

development & behavioural change by becoming a Practitioner

Evolution of Jung’s Psychological Type & the MBTI®


Contact us We offer a range of services – organizational, leadership &

team development, succession, performance & rewards, cultural change & coaching

We offer a Practitioner Program for anyone interested in using the SSPS in their L&D programs.

www.CaliberLeadership.com416.406.3939

[email protected]

Leading Using the Whole Brain

Leadership & Management

Transcript of Leading Using the Whole Brain