16 MiMfg Magazine July 2020
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High-Leverage Leader Skills
By Ken Woodside, Ph.D. and Murray Sittsamer • The Luminous Group
Andrew Grove, of Intel fame, once observed
that “Bad companies are destroyed by crisis, Good
companies survive them, Great companies are
improved by them.” Have you considered that
accompanied by the right leadership behaviors,
COVID-19 could improve your company?
Effective leadership is complicated and is comprised
of many factors. For an organization to thrive and
innovate post-COVID-19 it must have an engaged
and energized workforce. That only happens in a
culture based on trust. Building trust requires
interpersonal leadership skills that leverage what we
know about brain science. Our return to work with
COVID-19 is potentially a time for great influence.
All eyes, and ears, are on what leaders do and say.
Trust and Brain Science
To help develop those critical trust-building
skills, first understand how humans are wired and
what we need in order to feel trust. Here are selected
facts about the human brain which provide clues to
how leaders can leverage positive change:
• The brain is wired for relationships, because
inclusion in groups improves survival. Exclusion
is sensed as a threat.
• Work performance requires the brain to use the
Prefrontal Cortex (PFC) — its executive function —
located behind the forehead.
• When the brain senses danger or threat it alerts
the Amygdala —part of the Limbic System —
which sends a signal to override the PFC and
alerts other parts of the brain to trigger a fight,
flight or freeze response.
• When a person is not stressed by fear and feels
safe, the brain responds by producing oxytocin.
Oxytocin helps reduce stress and promotes bonding
with others.
• Inclusion, being a valued and trusted team member,
feels good and causes the brain to release dopamine,
the “feel-good” neurotransmitter. This energizes
the PFC, which in turn improves productivity
and memory.
Trust Leverages Engagement
The brain is primarily designed for survival, not
for 21st century business. In order to build trust,
leaders must go beyond old-school leadership thinking.
Our words and actions must send a message that
every worker is trusted, valued and included in our
efforts to create the new work normal. Trust is the
foundation of all great companies.
When employees sense danger or change the
Amygdala takes control and overrides logical
thinking functions. A leader who is not trusted is
actually perceived as a threat by his or her team and
co-workers, triggering a fight, flight or freeze
reaction; noticeable as reduced work performance.
On the other hand, when employees feel a high
level of trust, their fears are reduced. Automatically,
the brain responds by signaling the pituitary gland
to release oxytocin. In a workplace setting, oxytocin
helps employees further reduce stress and promotes
bonding with leaders and peers.
Try it Yourself
If your communication — or lack of communication
— triggers a threat, you’ll lose engagement
and your capacity to leverage improvements. But
when you see your messaging skills in a new light,
you’ll likely find that application of a little basic
brain science will help you engage and energize your
workforce so that working together, you can become
one of those “Great companies.” 6
Murray Sittsamer is President of The Luminous Group.
He may be reached at 248.538.8677 or murray@
luminousgroup.com.
Ken Woodside, Ph.D., is a Senior Consultant at the
Luminous Group. He may be reach at 248.538.8677
or [email protected].
The Luminous Group is an MMA Premium Associate
Member and has been an MMA member company since
December 2017. Visit online: www.luminousgroup.com.