Recent research reported in the Wall Street Journal tells us much of what we think about how executives think is untrue. For example, tight deadlines are usually counter-productive and tend to kill creativity and innovation.
New technology allows scientists to see what parts of our brains are engaged in a variety of situations. This technology now allows scientists to see what part of our brain we use to make decisions, and how effectively it functions. Some surprising statistics:
One is the number of things the brain can rationally deal with at one time. No wonder our smartphones often feel counterproductive.
10% of the workday (on average) is the number of hours we are productive decision makers.
4X – four times as many people think they do their best thinking at work compared to at home.
75% of people in uncertain situations look past the facts and assume the worst “gloom and doom” predictions (that do not come true).
Multiple studies indicate that hard-nosed, fact-based leaders are more effective short-term. The leader who balances emotion and motivation with facts tends to be most effective strategically and longer-term.
I could not help but notice that they are documenting the importance of leadership communications in key areas that we focus on in our coaching. The are also citing the likelihood that leaders’ brains can be trained to use the more productive parts of the brain more often.
To see the Wall Street Journal article go to: The Inner Workings of the Executive Brain