Forbes.Com
A Brain Scientist Explains Leadership10.07.10, 1:30 PM ET
Forbes.Com
A Brain Scientist Explains LeadershipSaj-nicole Joni, 10.07.10, 1:30 PM ET
EXCERPTS:
Basically, your personality consists of your character, which includes traits acquired through your experiences, and your temperament, which is traits arising from your biology. I think we have evolved four primary types of biological temperament, each associated with a range of traits. The personality type that I call the [1] "Explorer" is primarily expressive of dopamine; what I call the [2] "Director" is expressive of testosterone, [3] the "Builder" is expressive of serotonin, and [4] the "Negotiator" is expressive of estrogen and oxytocin. All these temperament types are found in both men and women and in every culture and race. I suspect that the leaders at the highest risk of making really dumb mistakes have a strong mix of Director and Explorer traits.
Director-Explorers tend to be daring, direct, decisive, analytical, strategic, independent, tough-minded, focused and assertive--characteristics that make them candidates to become chief executive officers. They are more demanding and often less empathetic than others. This is an expression of their testosterone and dopamine temperaments.
When people win--in the office, in sports or, for example, at chess--testosterone is released. With repeated wins, the additional testosterone often triggers the dopamine system, which characterizes Explorers. This increases creativity and energy, but it also heightens risk-taking and novelty-seeking.
...you'll begin to think you're infallible.To make matters worse, a new force steps in: habit. As you get used to breaking the rules, you become desensitized to your own inappropriate behavior. Some CEOs even seem shocked when they're caught, because their behavior has become so habitual.
I think executives should always work with someone like Shakespeare's wise fool: a truly informed, neutral referee whose judgment they respect and who has both the courage and the permission to tell it like it is.
What suggestions would you have for leaders who want to do likewise?
First, prepare yourself before your bad habits separate you from reality, by learning about your own natural assets, temperament and vulnerabilities. Second, seek to balance your achievements with a look at your failures. Third, always have a plan to develop new range in your work. Fourth, ask your employees to send you anonymous comments about your behavior. And finally, ground yourself regularly, with exercise and meditation, or with direct service, like spending time each month quietly serving in a soup kitchen. Be clear that you are doing the latter not for the sake of a photo op but for the sake of your brain and your capacity to lead.
Saj-nicole Joni, chief executive of Cambridge International Group, is a confidential advisor to CEOs and top executives worldwide. Her most recent book is The Right Fight, co-authored with Damon Beyer (HarperCollins, 2010). Read more from Saj-nicole Joni here.
Access Content Source: http://www.forbes.com/2010/10/07/brain-science-neurobiology-leadership-managing-hormones_print.html
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http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
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