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Do You Think in the Face of Fear?

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Studies of emergency events, such as airplane crashes, show that only 15 % of people stay calm in the face of great fear. 75% freeze and do not take appropriate action. Another 10% display completely counterproductive behaviors. It’s no big surprise that in times of great fear, many people do not seem rational.

stick_figure_plane_150_clr_6648Brain studies are now revealing cognitive constraints that limit our ability to process information, particularly when afraid. Our brain needs to go through the steps of 1) perception; 2) comprehension; 3) decision; 4) implementation; and finally, 5) movement. This cycle takes a minimum of 10 seconds, and can take much longer under threat.

It is now clear why simulations of emergency exercises are so important for airlines, fire fighters, and the military. Simulations build pre-structured responses that can be implemented in as little as 100 milliseconds. The same practice can be used to prepare for a difficult conversation at work or at home. Being ready and practiced can help you avoid getting sidetracked when the pressure is on in a difficult conversation.

The individual coaching we do with clients is designed to build a similar set of responses through simulation, to increase the effectiveness of responses to unanticipated events in workplace situations.

Fear for the business and the economy
The implications are significant for leading those in your company who are fearful. How you respond to a question or an issue has far greater impact when people are afraid. To lead like the 15% lead who are calm and unencumbered by fear under pressure:

  • Manage your own fear in a positive way.
  • Find clear and honest answers that give hope and perspective.
  • Be a very good listener when others express fear and frustration.
  • Be open to new ideas and giving the tools and skills that your staff needs to keep perspective.

 

Executive Skills for Children

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4 year-oldNew brain scanning technology allows researchers to see how the brain works in the process of making decisions. The Minneapolis Star Tribune reported on research being conducted with children at the University of Minnesota that provides new insights into executive skills and emotional intelligence.
What can this research reveal about adult executive skills? Interestingly, the ability to make choices based on another person’s point of view emerges around the age of three or four years. While a three-year old will likely make the choice to take one marshmallow now instead of two marshmallows at a later time, the same three-year old will recommend that the adult researcher should wait for the two marshmallows. This shows that they understand delayed gratification even when they do not use their executive skills to make that choice. This behavior is observed by looking at brain scans of the prefrontal cortex as decisions are being made.

By four years old, children can make the delayed gratification choice and also understand that someone elses’ preference may be to take one marshmallow now.

There is strong evidence that people can be taught to be less impulsive and more considerate of the other person’s point of view even at a very young age. The ability to understand the other person’s point of view, think longer term, and control behavioral choices is seen as a way to make better decisions at all ages and even manage ADHD with a lessened need for medication.

This finding does not only apply to children. We see that the understanding of the other person’s point of view (OPPOV™) is a powerful awareness at any age to make better executive decisions.

Getting un-fried at work

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BLOGWant some tips to manage burnout? To become a more effective communicator and leader? You’re in the right place!

Here at Change Masters we hear some hair-raising stories of people being treated badly in the workplace. It can range from being expected to do the jobs of three people, to leaders who never have a conversation with their employees because they’re so stretched. Studies report that 77% of employees currently report being burned out on the job. They’re fried – are you?

After 25 years of coaching executives on their leadership skills, we know this to be true – you often don’t know how you’re coming across to others. Simply put, if you have a greater awareness of how your style impacts your ability to be effective, you’ll be less burned out. Being more aware of nuances and subtle mannerisms you’re projecting can make a big impact on both sides of the relationship.

Our coaching clients at Change Masters tell us repeatedly that increasing their self-awareness lets them “wear a new pair of glasses” so they can see things others can’t!

How do you influence more effectively in this workday drama of communication and interaction? Well, here are three tips we’ve seen work consistently:

1. Have a greater awareness of the other person’s point of view to be more effective in various situations.
2. Be more aware of your body language and what it projects.
3. Managing the inflection and emphasis pattern in your voice differently — say what you mean and mean what you say.

These three simple rules get things done faster and in a more interesting way. When you start observing those around you in a new way and communicate accordingly, they’ll react to you differently, and it’s like starting the game over.
But let me ask you two questions….what drains your energy most at work? What gives you the greatest energy boost? For free tips or more information to increase your executive presence under pressure, go to www.changemastersacademy.com.