While there are critics of neuroscience and its interpretations who worry about the “culture’s obsession with the brain and how we have elevated the vital organ into cultish status, mythologizing its functions and romanticizing the promise of its scientific study,” there is unquestionably a place for neuroscience in the coaching relationship.
In full disclosure I am a coach and organizational development consultant and not a neuroscientist, but I have a passion for social neuroscience. And I’m well informed about the most recent research – so much so, that it has become an integral part of my coaching and consulting practice.
On a purely practical level I’ve found that every coaching experience can benefit from learning and integrating some key principles from the growing field of neuroscience. Perhaps one of the greatest “revelations” for many coaching clients is the understanding that they can shift their thoughts and feelings and change behavior. Continue reading →
We seek self-expression through our work and for many people, work is meaningful and satisfying. But let’s face it – most of us have to work to make money. And while meaningmay be a moot point for the majority of working people – how we think about our work and how we relate to the people we work with – has a great deal to do with how we go about achieving results.
Many clients I work with think 10-12 hours engagement with a job is average. They believe that’s the norm if you factor in the amount of time you are available for work related contact, if not actively doing other types of tasks. No amount of productivity seems enough.
Overlay these long work hours with all of the demands and pressures including constant technological changes and chronic uncertainty about the future of work and you have a formula for intense stress, isolation, and disengagement.
In the process it’s easy to overlook the critical role of human interaction and interpersonal relationships in the workplace. Continue reading →