Home ›› 11 May 2022 ›› Opinion
Marcial Losada and Emily Heaphy, who studied the impact of team conversations, calculate that the ratio of positive versus negative interactions in high-performing teams is 6:1. Their research clearly demonstrates the impact of the type of conversations on team performance, and therefore on results: The first question leaders should ask themselves is: what type of conversations do we have amongst the team? in the hallways? via email and web chats? with superiors and with colleagues? Are these productive conversations or do they stir up emotions that are unproductive, even toxic and destructive?
Resonant leaders attract while dissonant leaders repel. Richard Boyatzis, a professor at Case Western University, has studied the relationship between inspirational leadership and its impact on relationships from a neuroscience perspective. In their book, Primal Leadership: Unleashing the Power of Emotional Intelligence, Boyatzis, Daniel Goleman, and Annie McKee coined the term “resonant leader” to describe a figure who is “attuned to people’s feelings” and “moves them in a positive emotional direction.”
Thanks to advances in magnetic resonance research on the movement of brain neurons, studies have shown that resonant leaders connect and activate one part of the brain, while dissonant leaders, who send out negative emotions, activate another part of the brain. This is produced by the effect of mirror neurons which, as their name indicates, reproduce the reflection of what they perceive. This brain-to-brain transmission takes place primarily below consciousness.
Resonant leaders turn on brain circuitry that makes people become receptive to new ideas and enables them to observe and analyze business and social environments. However, a different circuit is triggered in dissonant leaders. The socializing brain circuit is disabled and the areas of the brain that focus on problem-solving and efficient job performance are activated. When the task-execution circuit is turned on, the circuit that activates receptiveness to new ideas and environmental observation is turned off.
What can leaders do to ensure teams are motivated and with a positive attitude? Use consistently positive language. Construct sentences around what you want to achieve and avoid what you don’t want. For example, instead of saying “we cannot afford the number of incidents to increase,” say “let’s do everything we can to increase service quality and decrease the number of incidents.” Look on the bright side. Try starting meetings with an appreciative warmer by asking, “What is the best thing that has happened to you this week? What has been the best business or customer service interaction?” These simple questions tap into positive emotions and activate the brain’s circuitry of expansion, building, and connection. Ask generative questions that focus on making the best of the situation, and even improving it. For example, when is your customer most satisfied? How can everyone contribute to the success of this project? If you were starting the project from scratch, how would you go about it? What is important to you in this particular project?
Nurture the positive energy. It is important to surround yourself with people with whom you can have productive conversations and a mutual investment in each other’s goals. In addition, building a network of positive relationships – and this requires an investment of time and focus – create a support system for when we are discouraged or confused.
Take responsibility for your self-care. Looking after one’s mental, physical, emotional, and spiritual health is a priority for everyone and particularly so for leaders because they have many others who depend on them. It is important to find the time to recharge, relax, and open up space for reflective thinking. This can be done through regular exercise, healthy eating, mindfulness practice, and spending time with family and friends.
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