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How To Get The Best Out Of Your Brain At Work

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By Dr Tara Swart

You might not have guessed it, but neuroscience and the way the brain works has all sorts of implications for business. Most people get paid to use their brains, but few understand how their brain works and how to get the best out of it. Understanding neuroscience means that we can better understand leadership stress and resilience, risk-taking and decision-making; how to harness diversity of thinking in teams; how to create conditions for success in organisations; and how to deal effectively with rapid change.

Our brains are by no means fixed or set in adulthood: neuroplasticity, or the ability of the brain to change itself in response to what it experiences, means that we are all capable of changing the way with think and feel about things. The more we practice new behaviours, the deeper the neural pathways will become, and the easier the new process is.  If we want to make a change, for example, from a fixed to a growth mindset, we have to do it consciously and deliberately with awareness, focus and attention.

Just like athletes train their bodies, professionals should look after their brain’s health in order to enhance their performance at work. Our body is not just a convenient vehicle for moving the brain from meeting to meeting. We receive a lot of information and input from our bodies. In the stomach and gut, you find almost all of the neurotransmitters – such as serotonin and dopamine – that are also active in the brain, and help us make decisions and function in everyday life. Caring for both body and brain with a healthy diet, we can improve our brain’s effectiveness at work. Good hydration is equally important; likewise, cutting back on alcohol and caffeine is ideal.  

The ways in which you can improve your brain’s physical health to boost your performance at work (and outside of it) fall into 5 broad categories: Rest, fuel, hydration, oxygenation and mindfulness, or simplification.

1. Sleep

Make sure you get 7-9 hours of good quality sleep every night. Whilst you sleep, your glymphatic system cleans your brain. Population norm studies have shown that any disruption to this reduces your working IQ by 5-8 points the next day.

2. Fuel

Eating properly boosts your brain’s executive functions such as emotional regulation, complex problem-solving and thinking flexibly. Eating magnesium rich foods, such as beans, nuts or leafy green vegetables and taking a mineral supplement lowers levels of your stress hormone cortisol. If you find it hard, you can simply take supplements in magnesium and omega oils alongside your usual diet.

3. Hydration

Hydration is critical as a 1-3% decrease can negatively affect your memory, concentration and decision-making. Try to drink at least 500ml of water for every 15kg of your body weight a day.

4. Oxygenation

Doing regular exercise can have the same effect on the brain as a low dose of anti-depressants and boosts your productivity by as much as 15%. Physical exercise releases cortisol from your body through sweating and this helps you deal with stress.

5. Mindfulness

Practising mindfulness can reduce cortisol levels in the blood which lowers our stress levels and makes us feel more relaxed.

Studies have shown that just 12 minutes of mindfulness a day or 30 minutes of mindfulness 3 times a week thickens folds in the pre-frontal cortex – the area of the brain associated with higher executive functions such as emotion regulation, problem solving and flexible thinking.

We have a limited amount of quality decisions we can make each day, so avoid focusing too much energy on decision-making in the morning, saving your cognitive resources for throughout the day.

In sum, neuroscience turns out to be far more important for business than we might first imagine. Neuroscience-based coaching, and drawing on the remarkable plasticity of the brain, helps create the ideal environment and mindset in which business leaders can thrive, enjoy their work, and build happier teams too.

Dr Tara Swart is a renowned neuroscientist, leadership coach, medical doctor and award-winning author. 

This article was originally posted by Entrepreneur Magazine.

 

Lessons in Strategy from the Nonprofit World

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by Nicola Tyler 

Nestled in the heart of the Austrian Alps, Tyrol is home to some of the world’s best wines (yes, who knew?), heritage architectural sites and, of course, ski resorts.   Innsbruck, the capital is the only city to be found within the Alps.  Innsbruck is also home to one of the world’s most diverse organisations – SOS Children’s Villages.  This 1.2 billion euro non-profit supports over 1 million parentless and homeless children around the world and lives for its mission that “no child should grow up alone”.   During a recent trip to Innsbruck to work with SOS, I learned a lot about the parallel workings of the for profit and nonprofit worlds.

Serious About Strategy

It was clear to me as co-facilitator that this is a non-profit with a very clear plan.  Childcare isn’t a short-term plan; it requires long-term thinking, particularly when you are working with children from the age of 9 days old to 19.  During the first week of February, more than 100 leaders from around the world gathered in Innsbruck, representing more than 15 countries from all continents. It became a knowledge incubator for sharing best practice, lessons on advocacy and children’s rights.  A veritable feast of case studies was prepared, shared, consumed and cross-referenced.  The goal? To kick off the 2030 Strategy and to ensure that SOS is sustained beyond 2030.

Lesson learned: Strategy, good strategy, not only requires clear planning, but also a serious investment in engaging leadership to take ownership and implement that strategy.  Great strategy involves the people.  Awesome strategy ensures that people own the strategy beyond the leadership team.

Democratic Decision Making

The SOS Children’s Villages operate a federal system.  Long term decisions are made in the Senate, comprising representatives from Member Associates, who are made up of country members that meet a specific set of criteria.  A Quality Assurance model is in place to ensure appropriate governance and practices for child care within a country or region.  Members have a vote in the Senate, and these votes are used to appoint a President, Vice President, and “a Board” for a finite period of time.  The Senate meets every 4 years to decide and plan on the future leadership team, and to sanction a strategy for both fundraising and child care.  National Associates, are also present but do not have a vote.  These aspirant members, participate vigorously in the debates but a vote is only granted once they have met the criteria for inclusion.

Lesson Learned: While democracy often appears to be a slow wheel to turn, there is much to be said for the level of debate that occurs among equals, giving rise to higher levels of engagement and transparency, not often seen in a typical “for profit” environment.  While potentially flawed, the voting system of this working world ensured vigorous and non-adversarial debates.  A welcome sight indeed.

Knowledge Sharing

The world of this NGO, like any typical organisation, is broken down into Regions, with Directors appointed to work and lobby Governments and organisations, NGOs and communities.  When it comes to child rearing, everyone is involved.  For 3 days, Innsbruck became home to a brains trust of skills, experiences and case studies on child care, and everyone had a voice.  A powerhouse of insights was garnered by participants through a carefully planned and well orchestrated event allowing knowledge sharing and debate.

Lesson learned: When you invest that heavily in getting the right people in a room, invest as heavily in having them lead the learning.  This was not about leadership and “at you” presentations, this was about questions, answers, and engagement.  The presentations from leadership were not only brief but encompassed carefully facilitated Q&A sessions that were entirely interactive with the audience.  

Programme Review & Undo

What in business we might call a Strategic Initiative, in the world of NGOs is often called a Programme.  These are specific projects to which specific funds are allocated.  It is an incubator of ideas and opportunities. External organisations sponsor the research programmes, conferences, interventions, development programmes, and more.  What is clear is that these funds are respected, and protected, with careful monitoring and review processes in place from the outset.  Programmes may be funded for short periods of time, or over the longer-term.  Those that are considered successful may then be integrated into the ongoing care programmes.

Lesson learned: we could take a leaf out of this world when it comes to innovation in business.  It would be nice to see more frequent strategy testing programmes, where initiatives are first funded and tested, before being implemented.  A real incubator for strategic initiatives, instead of full steam ahead with ideas that may end up in file 13.  Worth thinking about.  Worth considering.  Worth doing!

Strength in Diversity

The group of thinkers was diverse, with participants from more than over 15 countries. Diversity is often seen as “colour” or race in South Africa, but here we witnessed the true power of diversity.  Diversity of race for sure, but also diversity of expertise, of culture, economic background and age. Diversity of experience (some had been in the organisation for a few weeks and others for two decades), diversity of information, perspectives, and outlook. The mix was electric. It was also respectful and inclusive and brought about new insights, creativity and a considerable drive toward a common purpose (no child should grow up alone). People from all walks of life came come together to achieve a common objective.

Lesson learned: diversity can be difficult, causing discomfort, a lack of trust and communication challenges among other things, but the commitment to a truly diverse team can bring profound value. Diversity works! It encourages the consideration of alternatives, drives creativity and a thirst for innovation. I cannot underemphasize the value of a clear strategic goal that goes beyond the numbers and unites a team. What could be achieved if everyone in your organisation woke up as committed today as they were yesterday, to the goal of your organisation?  I’ve said for years – people don’t get out of bed for a number.  Don’t have a mission, create a movement.  

Nicola Tyler is a highly respected strategic thinker. With over 20 years of experience in Strategy, Consulting, Leadership, Development and Coaching, she is an Associate of the Gordon Institute of Business, a Master Trainer in a full range of de Bono Thinking tools. Working both locally and internationally, she delivers her own “Strategic Conversation” methodology to senior teams committed to innovation and driving sustainable results.

Nicola has shared the stage with world renowned thought leaders such as Tom Peters, Robert Kaplan, Ricardo Semler, Edward de Bono, Dave Ulrich, Martin Seligman, Richard Koch and Martin Lindstrom. 

The ability to think, plan and operate strategically is fast becoming the true competitive advantage. Click HERE to find out more or contact us at info@brg.co.za to book a needs assessment.

5 Top Tips for Revisiting your Strategy

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by Nicola Tyler 

Nicola Tyler, famous for her Strategic Conversations, gives some great tips and tricks for when you next revisit your strategy.

 

 

1. Create a movement beyond your mission

Today, it is important to build on the value and assets that you have.  Don’t reinvent the wheel. The wheel serves a purpose.  Stay true to your mission, and to your cause.  Believe in your purpose.  Service and hone your core capability as it will stand the test of time, and retain customers (donors) that have supported you for years.

2. Let go!

Plan for the future and continuously review your plans and improve on what you have.  Continuous improvement is key to longevity, but in the process, review your initiatives (programmes) and let go of that which is no longer serving your needs.

3. Be clear on your ‘To-Don’t’ list!

Tom Peters has long claimed that a “To-Don’t” list is critically important for personal and organizational success and this underpins a good strategy. He says “I have made more mistakes in my life by saying “yes” to too many things than probably any other thing that I’ve done”.  Be as clear on what you’ll say “NO” to, as you are about what you say “yes” to.

4. Innovate to be on-trend not off-track

Innovate with the curve, not necessarily ahead of it.  Trends, like waves, come and go.  It’s vital that you know what wave to catch, and which to let go.  Don’t innovate for the sake of it, as it may just destroy the value that created your business in the first place.  Innovate because it makes sense to your business model, and keeps you on trend instead of taking you off track.

5. Cross-functional integration is more important than alignment

Research tells us that the effective implementation of strategy is not just about cascading and alignment, it’s about creating a level of fluidity across units.  What is called “cross functional integration”.  Strategies are not implemented by stealth, they are implemented by teams.  If the leader is the bottleneck when it comes to decisions, then the wheel of strategy implementation will always be a slow wheel to turn.  Create teams.  Across the functions, not just within them and see what magic happens.

Nicola Tyler is a highly respected strategic thinker. With over 20 years of experience in Strategy, Consulting, Leadership, Development and Coaching, she is an Associate of the Gordon Institute of Business, a Master Trainer in a full range of de Bono Thinking tools. Working both locally and internationally, she delivers her own “Strategic Conversation” methodology to senior teams committed to innovation and driving sustainable results.

Nicola has shared the stage with world renowned thought leaders such as Dr Tara Swart, Tom Peters, Prof Robert Kaplan, Ricardo Semler, Edward de Bono, Prof Dave Ulrich, Martin Seligman, Richard Koch and Martin Lindstrom. 

The ability to think, plan and operate strategically is fast becoming the true competitive advantage. Click HERE to find out more or contact us at info@brg.co.za to book a needs assessment.

 

Neuroscience tips for improved leadership

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by Dr Tara Swart

Most of us get paid to use our brains, yet there is often a lack of understanding about how our brain works and how we can use it to its full potential. Knowing simple facts about how your brain functions can help you train your mind and improve how you work, both personally and as part a team. It is often presumed that good leadership is inherent, a quality which we are born with. Neuroscience supports the idea that leaders can be born and are then made by developing favourable brain pathways. There has been a lot of work done in the application of neuroscience to business, and I cover the subject in depth in my book Neuroscience for Leadership. The following are a few small science-backed tips that may help you begin to realise your potential for great leadership.

The ability to adapt is crucial to effective longevity in business.
With an ever-changing business environment, as well as ongoing stress and pressure, leaders must be constantly open to re-examining and changing their habits. Encouraging our brain’s neuroplasticity (the ability of the brain to adapt by creating new neural pathways) will teach our brains new behaviours, whilst weakening the old habits we no longer need.

As a leader, it is vital to lead by example – if you are stressed this will affect your whole team.
Cortisol, the “stress” hormone, is contagious so reducing your cortisol levels is crucial to calm not only yourself, but those around you. In the long term, this can be done through practicing mindfulness meditation, which will thicken the folds in the pre-frontal cortex, the part of the brain associated with higher executive functions, such as flexible thinking, impulse control and reasonable decision-making. If you aware of your stress rising, for a quick fix, deep abdominal breathing can reduce cortisol production and increase oxygen flow to the brain.

In contrast oxytocin, the bonding hormone, will help you develop trust and good communication with others. These qualities are crucial to leading an effective team, which will thrive long-term, as well as building new business connections. Developing a trusting work environment will help encourage learning, bonding and creativity. Oxytocin can be released through simple, physical interactions, such as good eye contact and handshaking as well as through successful communication. Productive meetings, a motivational speech or team bonding sessions will all help boost oxytocin between colleagues.

Good leadership is often all about confidence – whether it be your own or instilling confidence in others.
Higher levels of testosterone are linked to an increase in confidence. Testosterone also has a positive effect on risk taking and competitiveness, important when engaging with potential business contacts and staying one step ahead of your competitors. The connection between the mind and the body means that simply standing tall and acting with assurance can boost your testosterone levels and reduce your cortisol levels (stress). In the same way hunching and making yourself small will have the opposite effect. Having positive and open body language will not only come across well, but will make you feel more confident.

Even being able to examine your current habits and implementing small changes like these will help you harness your brain’s full potential for leadership and gain a competitive edge in the work environment.

Dr Tara Swart is a neuroscientist, leadership coach, award-winning author and a medical doctor. She works with leaders all over the world to help them achieve mental resilience and peak brain performance, improving their ability to manage stress, regulate emotions and retain information.

Business Results Group is delighted to once again host Dr Swart who is visiting South Africa to present on Neuroscience for Leadership in Johannesburg on the 25th May 2017. For more information, click HERE 

Tara 2017 Attend the Event

Innovate or Die

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by Nicola Tyler 

“The entrepreneur upsets and disorganizes…his task is ‘creative disruption.” – Peter F. Drucker, Innovation and Entrepreneurship

The age of digital disruption and rapid agile development requires that we think differently.  It’s not a luxury, it’s a necessity.  It’s not an option, it’s a mandate.  So why are organisations still teetering on the brink of innovation, failing to make the leap of faith required to think differently and take action? Fear is a debilitating emotion.    

Innovate or die is a strong statement. Innovation is an option, death is not. Many companies do everything in their power to avoid death. But great companies know that for something new to be born, something has to die. In fact, the best companies know that the right time to destroy value is on the up, never on the down.  Change when you’re winning if you want to get ahead; that’s the role that innovation can play.

Nothing New

This isn’t anything new.  Like many concepts in business, this message has been around for years. Clayton Christensen from Harvard speaks about it in his book The Innovators Dilemma.  Edward de Bono wrote about it in 1968, when he first exposed us to the concept of lateral thinking – suggesting that there was a scientific and mathematical need for creativity. Alvin Toffler, who has made a Harry Potter-esque comeback, wrote about it in Future Shock, way back in 1970. Charles Handy wrote about it in the 1980s in The Age of Unreason.  Jack Matson wrote about it in 1996, in Innovate or Die. How much more evidence do we need? How many more thinkers do we need to ask? We cannot create new value if we are not prepared to destroy some value in the process. Like a phoenix rising from the ashes, something has to die to give birth to something new. It’s the same in relationships, it’s the same in business, it’s the same in life.  

The Sigmoid Curve Says It Best

In the book The Age of Unreason, Charles Handy talks about the Sigmoid Curve.  The premise is that organisations have a life-cycle, moving from Inception through Growth to Maturity and then Decline.  The theory suggests that you need to destroy value to create value, and that you have two primary opportunities to do that.  You can change at Point A (during the Growth phase) or at Point B (in the Decline phase).  Both points represent change and pain.  But it hurts more to change at point B, than it does to change at Point A.  Changing at Point B can also be catastrophic – it requires more energy to change in decline, and sometimes the momentum of the change around you is greater than the energy or the will you have in the business to execute on the change.  Changing at Point B can be too late – ask Kodak, I’m sure they will tell you.

Think Differently | Act Differently

Wherever you are in your organization’s life-cycle, take innovation seriously.  Innovation is not only about thinking but about thinking in action. Innovation is the successful exploitation of a new idea. If you haven’t made the investment yet, make it now. If you haven’t taken that leap of faith, take it now. If you are debilitated by fear, go for therapy. Innovation isn’t an option – in fact, it’s the life force of your organisation.

Nicola Tyler, is a highly respected strategic thinker. With over 20 years of experience in Strategy, Consulting, Leadership, Development and Coaching, she is an Associate of the Gordon Institute of Business, a Master Trainer in a full range of de Bono Thinking tools. Working both locally and internationally, she delivers her own “Strategic Conversation” methodology to senior teams committed to innovation and driving sustainable results.

Nicola has shared the stage with world renowned thought leaders such as Tom Peters, Robert Kaplan, Ricardo Semler, Edward de Bono, Dave Ulrich, Martin Seligman, Richard Koch and Martin Lindstrom. 

 

5 Top Tips for Vacation Communication

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Your next vacation doesn’t have to cause a wave.

We weren’t meant to spend the summer cooped up inside an office. In fact, many companies are now advocating for a balanced lifestyle and are encouraging their staff to take advantage of available vacation days.

But with great vacations comes great responsibility. And just as you would prepare for a meeting, you should also prepare for your absences. Far too often a vacation can interrupt an important project, deal or client relationship and derail the progress of your team. However, this process can also flow smoothly if you take the right steps.  It all depends on how effectively you communicate with your colleagues, your clients and yourself.

 

Heres are our 5 Best Tips for vacation communication:

 Give notice about your vacation well in advance

Whether you’ve booked your vacation a year or a month in advance, your team deserves a fair warning about your travels. Consider the amount of stress and inconvenience you may impose on your colleagues with a last-minute announcement about your two-week trip to Iceland, a week before you board the plane. Everyone needs time to prepare – yourself included. After all, these are the colleagues who will absorb your workload while you’re away.

We recommend giving everyone at least one month notice if possible, especially if you have a larger role within your organization. Set reminders in the weeks and days leading up to your departure so there are no surprises to a forgetful or busy employee. Don’t catch anyone off guard; open dialogue is a must.

Delegate jobs and tasks in your absence

Leave no stone unturned. Over-prepare for every possible situation, task or crisis. Pull colleagues aside and ask them to take over specific responsibilities and be sure to train them thoroughly on the work you are leaving them with.  Is someone stepping into your client meetings? Brief them on specific client needs and details. Will someone take over a special project for you? Give them a detailed list of what needs to be completed.

Prepare a relief document outlining where specific files are located, who to talk to about certain projects or what to do in the event of an emergency. You don’t want to be bombarded with panicked emails while you lay on the beach. It’s better to be safe than sorry and leave your projects in capable hands.

Set up clear out-of-office voicemail greetings and automatic email replies

Your team may know your whereabouts, but your clients or contacts likely will not. We highly recommended reaching out to important contacts and alerting them of your vacation.

Construct a clear and impactful voicemail greeting and include the dates of your vacation and return. Leave an alternate contact that can address your client’s enquires and take care of any pressing matters before you leave. There is nothing more annoying on the client’s side than receiving a vacation notification in the middle of an important project without notice.

More importantly, if you’re providing an alternate contact in your out-of-office messages, be sure to get their permission in advance. This will prevent awkward encounters and ensure your co-worker is well aware that they may be called upon.

If you do email while on vacation, be sure to keep all communication brief and to the point

No one enjoys writing long emails on their smartphone. Similarly, reading run-on emails sent from a mobile device can be a frustrating experience. Despite our best intentions, they’re often full of auto-corrected typos and have than less than ideal formatting.

When responding to an email on vacation (although we advise against it whenever possible), keep all written communication short and concise. Think about your greater message, structure it into a few key points and relay that message back to your team. Point forms are ideal, and always be sure to summarize your argument at the end of the email to reinforce the message. This prevents follow-up questions so you can get back to relaxing.

Don’t skip a beat! Have a plan to slide right back into work

Returning to the office after a vacation can often be a job within itself. You arrive back to a pile of email threads, missed calls, memos, status updates, potential issues, pressing questions and a staff who expect you to jump right back in where you left off.

Plan ahead for all your post-vacation tasks and execute them the moment you walk into the office. We suggest arranging a catch-up meeting with a few members of your team to discuss what occurred. Organize your email inbox and tackle the most pressing issues first. Keep an open and honest dialogue with your team so you can go over all details and progress on projects or tasks that you missed.

The better you communicate the more effective and productive your team becomes!

 

A vacation is meant to help balance your life with the ever-demanding responsibilities of your career. Your health and well-being is important. Don’t be afraid to unplug and wind down – just make sure you use our advice on vacation communication.