Attention Training: The Fundamental Pillar of Success?

Attention Training: The Fundamental Pillar of Success?

by | 20 Oct 2020 | Biases, Creativity, Critical Thinking, Emotional Intelligence, Leadership, Meditation, Mindfulness, Perception, Psychology

“Understanding and managing attention is now the single most important determinant of business success.”  ~ Tom Davenport, former director of Accenture Institute of Strategic Change

My childhood home had a steep driveway, sloping up to the road. Dad wanted to leave to go on a cycling trip, but it was very icy that day and he couldn’t get traction to move backward up the drive. Thankfully, there was an easy solution: to roll forward into the garage so that he could get up some momentum before hitting the ice. The problem was, he had already attached his bike to the roof of the car so that he could drive to the start point. As soon as he rolled the car forward, it hit the wall above the garage and the bike was ripped from its mountings.

How could we both have failed to see something so obvious? I was standing right next to the car, and could clearly see that the top of the bike was much higher than the garage door, yet still missed it.

This is a great example of the problem called inattention blindness. If you’ve ever seen the popular “invisible gorilla” video, you’ll know what I’m talking about. Originally created as part of an experiment conducted at Harvard University, it is of two teams of basketball players. Viewers are invited to count the number of passes made by one of the teams, unaware that, in the middle of all the activity, a person in a gorilla suit will walk through the group. Despite how obvious the gorilla is to anyone who already knows about it, scientists have discovered that most people miss the gorilla the first time they watch it, and in other, similar experiments this number can be as high as 80 percent.

Interestingly, without the task of counting the passes, pretty much everyone watching the video will see the gorilla, and this gives us the clue to what happened with my Dad’s bike. Focusing on the task of counting passes causes most of us to miss what would otherwise be obvious, and similarly, it was the fact that our attention was overly focused on the problem of the ice that led us to fail to consider the broader consequences of our solution. When focusing on one task, it can be hard to notice much else.

These examples are highly representative of life. There are always multiple objects or streams of thought that we could concentrate on, and if we become locked onto any one of them it will dominate our attention, leading to us becoming unaware of other things around us.

The solution needed, which is core to all such problems, is the ability to manage attention more effectively. Today, this capability is commonly referred to as “mindfulness”. This is a mental state where the contents of the mind are very stable, enabling us to pay attention in a deliberate way, able to choose and maintain our focus, rather than having it pulled around by distractions.

In the examples above, the core problem is driven by the inappropriate focus of attention, which then blocks awareness to such an extent that even critical, and obvious, information outside the area of attention gets completely missed. This article discusses one of the most effective and accessible approaches to developing attention – meditation – describing how it enables us to change the way the brain perceives the world, thus creating a shift in awareness. It also covers some of the other, many benefits that we can gain from this practice.

Read the Article: How Meditation Works in Your Brain – The connection between attention, awareness, and emotion

My Advice

Despite its historical links to religion, there’s nothing mystical or weird about meditation. Whatever form it takes, meditation is brain training, pure and simple. Amongst other things, it enables us to develop the mental skill of being able to focus attention with intention, which is a skill which has many modern-world benefits.

While the article is largely about attention, I want to reinforce the importance of intention in the process. This is because so much of what we do, and experience, is driven by the subconscious mind according to deeply buried rules. Even our perception of ‘out there’ is a construction which gives us the impression that we are able to see a full rich picture of “reality”. However, because the processes by which this happens are so effortless and unconscious, anything we miss will be completely invisible. To change this, we must introduce the power of intention.

An example of how powerful intention can be is observable when people listen to music. Research has shown that if they do so with an intention to feel happier, they actually become happier, whilst if they only seek to relax their happiness levels don’t move. It is the intention to become happier that makes the difference, which is achieved by consciously directing attention towards the desired outcome.

Thus, intention gives us the ability to bring conscious choice to the act of placing attention. As we develop the capacity to interrupt the automatic, unconscious processes, though mindfulness, we can literally change the way we perceive things and reduce problems like inattention blindness. Meditation enables us to develop this mental capacity. It takes time and deliberate effort; however, like going to the gym, if you are willing to put in the work, the benefits can be assured.

When Conversations Get Crucial

When Conversations Get Crucial

by | 20 Oct 2020 | Caring, Emotional Intelligence, Engagement, Leadership, Teamwork

What is a crucial conversation? One description, the one used in this article, is that it is “a discussion between two or more people where stakes are high, opinions vary, and emotions run strong”.

It is this combination of high stakes, differing opinions and strong emotions which makes handling crucial conversations so difficult, because these are all factors likely to cause us to feel threatened, and which can therefore engage our ego:

  • Another very visible trait of the ego is the desire to be right. The more opinions differ, the greater the challenge of ‘winning’ the argument will seem – another ego loss. As a result, just when the best strategy would be to listen more, we are much more likely to listen less, expending our effort instead on an internal dialogue where we try to figure out how to defeat the arguments of (what feel like) the “opposition”.
  • As emotions get cranked up, key brain functions – those linked to our ability to think rationally, behave amenably and connect with others emotionally – start to shut down. Whenever this occurs, egoic behaviours become stronger and our desire to ‘win’ gets ramped up even further.
  • The ego gains a great deal of significance from the things that we have. Therefore, when threatened with the perceived loss of things of importance to us, the ego will be quick to flare up.

This article offers four strategies to help you to improve your ability to handle crucial conversations through a combination of understanding and managing yourself better and learning to deal with others in a more productive manner.

Read the Article: Mastering Crucial Conversations

My Advice

It is a neurological reality, that when the threat centre of our brain is activated it suppresses the ‘executive centre’, which is based in our pre-frontal cortex. This part is responsible for all of the higher capabilities that enable us to function in the modern world, such as our ability to focus attention, to recognise and manage our own emotions, to feel empathy for others, to be creative and to analyse problems and make rational decisions. Since all of these factors described in the bullets above promote fight/flight reactivity, literally narrowing our peripheral vision and triggering the dumb, automatic, part of our brain to take over, it is inevitable that our capacity for powerful dialogue becomes limited just when we need it the most.

To address this problem, one of the easiest things we can do to is to focus on our very natural tendency to plan what to say next while others are still talking. This kind of internal focus will tend to put us in opposition to others, producing a negative impact on them because it threatens their own desire to be right. Even the word “oppose” implicitly introduces the sense that the other person wants to challenge us or to win over us. A simple technique, therefore, which can help in reducing feelings of opposition is to change the focus of your listening:

Instead of listening with the intention of producing a killer reply, focus on listening to understand.

By changing our own intention in this way, we can reduce the feeling of conflict that is at the heart of many breakdowns. The more we focus on understanding how other people’s ideas might add to the collective awareness of the situation, the more they are likely to feel valued and respected. This in turn helps to create feelings of safety for them, turning what was a vicious cycle into a virtuous and supportive one.

The Best Way to Decide: Fast or Slow?

The Best Way to Decide: Fast or Slow?

by | 20 Oct 2020 | Creativity, Critical Thinking, Decision Making, Leadership, Mindset, Uncertainty

There can be few things more important to leaders than their professional judgment. As Jim Collins clearly demonstrated in his best-selling book, Good to Great, leaders have the power to build spectacular success stories or drag their companies into decline. Which way they go is largely determined by the quality of their decisions.

The challenge for leaders at all levels, is that making decisions, whether relating to strategy, operational crises or people, cannot reliably be boiled down to the ‘science’ of pure reasoning in a process that will provide all the answers. In this rapidly changing and highly complex world, judgement calls are often riddled with far too many intangibles, complexities, unknowns and variables to allow every option to be identified, fully analysed and understood.

Because it is unclear to many people how this uncertainty impacts decisions, opinions as to what constitutes the best decision-making approach are often divided into two camps: the first believing that slow decision-making driven by clear, structured processes is most effective, whilst the other preferring to trust in speed and accuracy of their intuition. Essentially, it’s a question of slow vs. fast. Even those that attempt to use a combination of the two approaches rarely know which to apply in a certain set of circumstances, ultimately allowing their intuition to decide!

This article examines this hidden dilemma, exploring how different combinations of confidence and speed of decision-making impact leaders’ ability to make effective choices. The answer might surprise you…

Read the Article: Slow Deciders Make Better Strategists

My Advice

I have written previously about the dangerous overconfidence that arises from the belief that “I know” which is highlighted by the article Leading When Uncertainty is Pervasive. The evidence is clear cut that, once we lose our willingness to consider alternative ideas and perspectives, the quality of our decision making, particularly when facing uncertainty, will be badly affected.

This idea points to another dimension that can be overlayed on the analysis presented in this article, to help you to find a better balance between rational and intuitive approaches. This is the level of complexity, ambiguity and pace of change of the environment.

When complexity is low, there will tend be a relatively clear cause-effect relationship between actions and outcomes. This allows a slow, logical, “problem-solving” type of approach to work well, as long as we guard against falling into the “conventional wisdom” trap, assuming that just because a strategy has worked before, it will continue to do so!

At the other end of the spectrum, where uncertainty and pace of change are high, the many variables and potential outcomes make rational analysis much less effective, with the potential to introduce huge errors. Here, intuition and creativity become much more important, because they provide the means of identifying solutions to unknown and previously unexperienced situations. However, keep in mind that this makes it impossible to “know” what the outcome will be, and to plan accordingly.

Why Balancing the Brain is Vital to Great Leadership

Why Balancing the Brain is Vital to Great Leadership

by | 28 Aug 2020 | Decision Making, Emotional Intelligence, Leadership, Michael Nicholas, Mindset, Psychology

The majority of leaders, in my experience, are already familiar with the notion of ‘Level 5’ leadership, a term coined around 20 years ago by Jim Collins and made famous in his best-selling book, Good to Great. He used it to describe the very best leaders: those possessing the capabilities to enable the transformation of a company from good to great.

Collins’ work was remarkable because it challenged the accepted wisdom of the day – that CEOs should be charismatic, larger-than-life figures. He initiated a major shift in leadership thinking by showing that, far from being high-profile individuals with big personalities and a love of success for their own glory, the most effective leaders avoided the limelight wherever possible. In his words, “They weren’t aggressive, self-promoting or self-congratulatory, but diligent and hardworking, self-effacing, quiet, reserved, even shy.” He discovered that these outstanding leaders were absolutely committed to the success of both the team and the organisation, whilst at the same time being the first to pass credit to others when things went well and to accept the blame when things went badly.

In summarising their qualities, Collins said that such leaders were remarkable because of their ability to:

“Build enduring greatness through a paradoxical combination of personal humility plus professional will.”

Unfortunately, Collins stopped short of providing guidance on how such leaders could be developed; indeed, he even suggested that to propose a method to do so would be “speculation”! The means of developing emotional intelligence to this level are not well understood, so perhaps it is unsurprising that both research and anecdotal evidence suggest that very few leaders have achieved the goal of mastering leadership at Level 5. How few? According to one study, by David Rock, director of the Neuroleadership Institute, where he evaluated the related qualities of goal focus (similar to professional will) and social skills (within which humility is a uniquely powerful resource), scarily few! He discovered that less than 1% of leaders were rated high on both goal focus and social skills.

As this article explains, some of the difficulty involved in developing a balanced capability in both analytical and social leadership skills may be due to fundamental characteristics of how our brains work. When we focus on either of these two types of task, we engage specialised areas of the brain. However, countless neuroimaging studies have shown that, with few exceptions, there is an antagonistic relationship between the two areas, such that the more one of these networks gets activated, the more the other quietens down. This means that once we are engaged in one type of thinking it is much harder to engage the other, or even to recognise that the other type would be beneficial. I call this a neural seesaw.

This article describes the interaction between the two networks in greater detail. It also explains the importance and value of recognising that we all have a “natural”, or preferred, approach in terms of which network we tend to default to, and addresses what you can do to begin to learn how to create an optimal balance between them.

Read the Article: The Best Managers Balance Analytical and Emotional Intelligence

My Advice

Leadership, like most things in life, requires balance. As such, the seesawing nature of mental function described in this article has huge implications for leadership development and performance. We are much less likely to succeed without focusing on our people, and they won’t succeed unless we’re focused on results – neither characteristic on its own will consistently produce great leadership. Furthermore, it is insufficient simply to understand or remember that we need both task and social capabilities, because so many of the decisions about where and how we focus are made unconsciously.

In the modern, high stress working environment (and life more generally), people are often juggling many priorities at once. When this happens, switching from one side of the brain to the other becomes too difficult, resulting in those tasks that are less automatic getting neglected. The solution requires us to overcome the inevitable neurological conflict that makes it difficult to switch between task and social roles. The foundation of that capability is:

To learn to be able to intentionally choose which parts of the brain to use.

… not easy, I know, that’s why it’s the subject of one of my in-depth workshops!

Take the Opportunity for Growth

Take the Opportunity for Growth

by | 28 Aug 2020 | Agility, Leadership, Learning, Michael Nicholas, Mindset, Psychology

You may well be aware by now of the work of psychologist and Stanford University professor, Carol Dweck, who identified the important difference between what she called “fixed” and “growth” mindsets. The fixed mindset belief is that our capabilities are innate capacity – we were either born with them or we weren’t – while individuals who have a growth mindset believe in the capacity for development through effort. Dweck discovered that a growth mindset is a prerequisite for the achievement of excellence, while a fixed mindset is almost guaranteed to result in mediocrity. This is true at a corporate and individual level.

The fixed mindset is so powerful that it will often lead people to turn down opportunities to improve, even when they are obviously necessary and require no initiative or effort to take advantage of them. For example, a study was conducted at the University of Hong Kong, where all classes are conducted in English. This gives some students a considerable advantage because not all of them arrive with equal skills in this area. A group of students with poor English were identified and sorted into fixed- and growth-mindset groupings. They were then asked whether they would like to take a remedial language class (that would not affect their grades).

Amazingly, most of the fixed mindset group refused the offer. In total contrast, the growth mindset group showed a high interest in taking the class. Those with a fixed mindset were prepared to jeopardise their future success rather than risk the possibility of failure in the remedial course.

The differences between these two mindsets are so deep-rooted that they even show up in brain scans. The brains of people with a fixed mindset “light up” to show interest when given feedback on their strengths, but during discussions where there is an opportunity for them to learn, their brains can be seen to switch off. They even fail to show interest in learning how to make corrections when they have made mistakes. As such, neuroscience proves that only those people with a growth mindset are genuinely interested in learning and being stretched.

Clearly, this is a critical issue for businesses, and leaders will always benefit from helping their employees to become more growth oriented. This article discusses some mechanisms by which you may be able to take advantage of crises, such as Covid-19 and is consequences, to help to cultivate this type of mindset more strongly.

Read the Article: 6 Ways a Crisis Can Help You Cultivate a Growth Mindset

My Advice

Research has clearly shown that, contrary to what most of our education, training and experience to date may have led us to believe, it is not innate ability or talent that brings success: the most important fundamental, underlying everything else, is mindset. The good news is that the key to a developing a productive, success-oriented mindset is to focus on learning.

During a crisis, the need to change can be even more evident than normal, so there may be no better time to practice the skills needed to stimulate learning and growth. With this in mind, there are two ideas in this article that I particularly love:

  • The concept of a “learn it all” culture, as opposed to the typical expertise-based culture which is described here as “know it all”.
  • Making a practice of asking people what they’ve learnt.

Whenever we ask a question it changes the thought processes that are taking place in the other person’s mind. It literally hijacks their thinking to focus it on the subject of the question, not only changing what the brain is doing in that instant, but also starting to shift future behaviour. By asking great questions you can align thinking and behaviour with growth, thus orienting your people and your business in that direction.

Maximising Influence: The Secret is in the Preparation

Maximising Influence: The Secret is in the Preparation

by | 9 Jul 2020 | Emotional Intelligence, Leadership, Mindset, Psychology

What is leadership? This simple question has spawned dozens of theories, literally thousands of definitions and hundreds of thousands of books. However, while researchers disagree in many areas, there is one viewpoint on leadership where there is almost unanimous agreement, which is that, at its heart, leadership is about influence. Great leaders are always great persuaders.

So, how might we become more effective at influencing/persuading others?

One of the most influential thinkers on the mechanisms of persuasion is Robert Cialdini, whose classic book, Influence: The Psychology of Persuasion, became a national bestseller and listed on New York Times bestseller list and Fortune Magazine’s 100 best business books of all the time. In it, Cialdini identifies what he called the six universal principles of persuasion: reciprocity, commitment and consistency, social proof, authority, liking, and scarcity. However, this is a book that is probably more useful to marketeers than leaders.

Now, 30 years on from Influence, Cialdini has added to his previous body of work by identifying another aspect of persuasion, this time, of direct relevance and immediate value to leaders. In fact, he believes this to be the most critical of all, because it also empowers the other six: how we prepare recipients to receive a message. He calls it pre-suasion. This article explains the key elements involved.

Read the Article: How to Be a Persuasive Leader (hint: it’s about the ‘moment before’)

My Advice

I’ve worked with many leaders to help them to craft important presentations that will create the impact they desire. Without exception, these high-achieving and committed professionals already have a powerful message and carefully developed plan for delivering their content, before they bring anything to me for discussion. The area that always receives much less attention, is how to maximise the impact of what they say; however, research clearly shows that this area may be more critical than the words themselves. We all know that a poor presenter can kill even the best message.

This principle is also true in any other communication or interaction where you have a goal of influencing another person. I love the example in this article of the degree to which an image, when presented alongside identical information, greatly improved the performance of call centre volunteers. Emotion matters. Attention matters. And both can be greatly enhanced by giving some of your own attention to the softer aspects of your communication, particularly those that impact the state of mind of the people you are speaking to. The principles in this article provide a great starting point.