Just imagine for a moment that it’s a late evening and you’ve just landed at the airport.
You’re eager to return home. But, first you have to go to the parking lot to pick up your car. The shuttle bus drops you off at the edge of the parking lot. With your backpack slung across your shoulder, pulling your carry-on suitcase, you head for the spot where you remember parking your car. It’s dark and the only light falling on the lot comes from a few lamps on the periphery of the fence. As you slowly make your way to the space where you believe your car is parked….you see that it’s not there.
What are you feeling in that moment? Not thinking – but feeling?
If you’ve ever had a similar experience you triggered a fight/flight/freeze response – whether alone or with another person – activating your sympathetic nervous system. It’s the system that stimulates the body for action, such as increasing the heart rate, increasing the release of sugar from the liver into the blood, and other responses that serve to fight off or retreat from danger.
Our emotional responses can arise from feelings (physiological responses) in our organs and intestines, as much as any direct cognitive input. What we feel in our “gut” is transmitted via the vagus nerve (responsible for social engagement strategy) to a region of the brain called the anterior insular cortex, which is involved in consciousness and functions usually linked to emotion or the regulation of the body’s homeostasis.
‘ “I am trying to cultivate a life style that does not require my presence.”
I was going through a bunch of old notes last week and came across this formula for “Authentic Presence”. I don’t know where I initially discovered it – so my apologies to its author for the missing attribution.
Increasingly, I find that one of the most important questions I can ask leaders I work with is – how present are you in your communication with others? While listening is critical – staying present in the moment carries the weight of what you are trying to communicate.
Their answers are often surprising. Often there is little understanding of what being fully present means.
Is asking the right questions enough, they ask? Others don’t want to seem overly emotional. Some don’t feel comfortable with the “intimacy.” And yes, there are some that confide that they just don’t care enough – or feel they just want people to do “what they are expected to do”.
The roots of this kind of communication stem from the still-pervasive command and control mindset. I’ve told them what to do. People are paid to do a job. Why should they be coddled?
The idea that employees have needs beyond financial compensation is still new for many leaders. Continue reading →
We know from neuroscience that one of the brain’s primary functions is to see events and conditions in the world as either threat or reward. This neural imperative raises an important question; if the brain is organized around this unifying dynamic, what is its nature?
While reading Buddhist teacher Pema’s Chadron book, Living Beautifully (with Uncertainty and Change) it struck me how powerful the role of impermanence is in shaping our lives and its drive in determining what we perceive as threat or reward. This force is constantly compelling the choices and decisions we make and manifesting as our daily behaviors.
Most of us don’t walk around consciously thinking we live in a universe where things are constantly changing and in flux. Most people don’t wake up each morning and plan their day as if it may be their last. However, when you link this idea with the proposition that under the veneer of our lives is the struggle with our immortality, you see how it can contribute to the forms our lives take. The conflict between living in a world where things are constantly changing – impermanent – and our striving to feel grounded, is reflected in our thoughts, emotional states and actions – our “self-identity.” Continue reading →
Recently, one of our clients, the president and CEO of a mid-size company, sent me an email after participating in a development group with his senior leadership team that was focused on collaboration and emotional intelligence.
His message went something like this, “ A situation came up at work where I had the opportunity to put into practice some of the information we discussed and realized how hard it is to change and break old habits.” He also asked a question that many clients ask – how do I remember to remember these things that we’re talking about?” Essentially the question becomes – how do I become more conscious of my intentions and my behavior?
It got me thinking about how easy it is to become captive to our internal narratives and reflexive in our behavior. The question compelled me to go deeper into what it is I do as a coach to support people to break through habituated, unproductive behavior
Two important influences on behavior are the areas of language and attention – how we describe our experience is indicative of the focus of our attention. As a coach one of my goals is to share my thoughts in a language that help clients focus their attention and makes connections with new ways of thinking that align with their desired outcomes.
Being able to hold on to new information and learning requires attention and consistency. Having a “container” for new information is essential. One of the most promising “tools” for increasing our capacity to strengthen habits of attention and consistency is mindfulness. Insights from neuroscience also have the potential to expand the container, while at the same time, bridging psychological explanations for human behavior with a scientific basis. According to Daniel Goleman, author of Focus: The Hidden Driver of Excellence, “Strengthening attention helps you let go of stressful circumstances because the brain economizes our circuits. Being compelled to pay attention to your emotions is the opposite of being able to choose where you put your attention.” Continue reading →
“If you always do, what you’ve always done, you’ll always get, what you always gotten.”I don’t know who said this, but I heard it for the first time when I was studying NLP (Neuro-Linguistic Programming) . I’d like to change it slightly to, “If you always think, what you’ve always thought, you’ll always get what you’ve always gotten.”
The original statement relates to the law of requisite variety, which states, “a system only has requisite variety if its repertoire of responses is at least as big as the number of different stimuli it may encounter in its environment.” In other words, the less restrictive and more expansive our thinking processes are, the more choices and options we have. Also, the more resilient we are and the more control we have over our lives. Continue reading →