Gain a fresh perspective of leadership through a neuroscientific lens, uncovering the key to effective leadership and personal growth with the aid of science-based training.
CREDIT: This is an edited version of an article that originally appeared on Harvard Business Review
In the dynamic world of leadership, the path to success can be fraught with obstacles. Many, who excel in their roles, find themselves grappling with the transition to leadership positions. This article explores the common hurdles faced by leaders, drawing insights from the Neuroleadership Institute’s research.
Common struggles in leadership
Robin, a consistently high achiever, recently stepped into her first leadership role. However, her initial months in the position have been unexpectedly challenging. Her colleagues no longer share light-hearted banter, and she finds herself pulled in different directions, constantly dealing with crises. The sudden departure of one of her top performers reveals the understaffed nature of her team, adding to the mounting pressure. Monday mornings have turned into a source of dread, prompting Robin to question her suitability as a leader.
Robin’s experience is far from unique, as it’s estimated that 60% of new managers don’t make it past the first two years in their roles. This challenge extends beyond novice managers, affecting 50% to 70% of new executives within their initial 18 months.
The three pillars of successful leadership
Extensive research at the Neuroleadership Institute has pinpointed three key domains that underpin effective leadership: forward-thinking, adeptness in interpersonal relationships, and achieving tangible results. Nevertheless, as we progress into leadership positions, our brains undergo changes that can hinder our mastery of these areas. The analysis of numerous leadership development programs used by large organisations reveals a recurrent shortcoming in providing comprehensive training across these domains.
Focusing on the future
Effective leaders aren’t merely concerned with present tasks but must constantly scan the horizon for what lies ahead, ensuring their teams are well-prepared. Unfortunately, our brains tend to fixate on the immediate and short-term future, which poses a challenge for thinking long-term. This difficulty is exacerbated by our inherent tendency to prioritise immediate concerns over those further into the future. Regrettably, only a scant 16% of executive leadership programs offer dedicated training for future-focused thinking.
Developing future-thinking skills
The good news is that cultivating the ability to anticipate and plan for the future is a teachable skill. Leaders can initiate this by setting aside regular time to envision a future state for their teams, typically three to six months ahead, and then working backward to formulate a plan to achieve that goal.
Your team matters most
Leaders often find themselves juggling contrasting responsibilities. They must deliver a sound business strategy while also fostering meaningful connections and motivating their team members. This juggling act can be particularly challenging since leaders are frequently promoted based on their technical expertise rather than their interpersonal skills.
Balancing goals and people focus
Research shows that leaders who excel in both technical competence and interpersonal skills are quite rare, often referred to as “unicorns.” Less than 1% of leaders score high in both areas. Neuroimaging studies reveal that there is a seesaw effect in the brain, with the centres for goal focus and people focus counteracting each other. As an individual’s authority increases, the brain prioritises goal focus over people focus. However, finding the right balance between these two aspects is crucial for effective leadership.
Realistic results matter
Leaders often experience a shift in perspective as they assume more powerful roles, becoming more optimistic and focused on visionary goals. This can lead to unrealistic expectations and a detachment from the practical details that underpin success. Understanding this neurological tendency enables leaders to maintain a balanced perspective.
Overcoming leadership challenges
Fortunately for Robin, her organisation invested in a well-rounded leadership program that addresses all three vital leadership skills. Over six months, she gained valuable insights that enhanced her understanding of her team, honed her future-oriented thinking, and allowed her to balance various leadership aspects with the day-to-day demands. While leadership might not come naturally to our brains, science-based training and consistent practice empower leaders at all levels to tackle challenging Mondays and beyond.
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