leading using the whole brain
TRANSCRIPT
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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
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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
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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.
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Leading Using the Whole Brain
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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
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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
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Striving Styles in the 4 Quadrants
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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
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Developing Leadership Capabilities by Understanding
How the Brain Develops
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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
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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
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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
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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
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Activators of the SP System
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
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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
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Activators of the SP System
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
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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
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Leadership systems that create powerful companiesLeadership systems that create powerful companies
Your Striving Style Squad & Leadership
Functions
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Four Functions in Leadership
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Leadership Team Distribution
Need to be in Control
Need to be Perceptive
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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
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Left Rational Brain
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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
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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
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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
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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
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Right Rational Brain
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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
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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
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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
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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
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Left Emotional Brain
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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
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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
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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
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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
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Right Emotional Brain
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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
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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
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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
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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
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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®
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Leadership systems that create powerful companiesLeadership systems that create powerful companies
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