Benefiting at work from Brain Based Insights

 Hal Halladay pointed out in his April 10^th blog LeaderNotes.com that the power of one can truly change a nation. “For the past decade has been characterized by government based on corruption, gun-running, training an army of child soldiers and a penchant for chopping off the hands of civilians. After such strife, peace and hope may finally be settling on . The leadership of newly elected Ellen Johnson-Sirleaf is at the center of this change.”

     Hal’s words could spark visionary possibilities in your organization today, if you consider how the brain actually changes itself when we nail down a vision. Ask yourself, for example, “How could a clear vision land new benefits beyond, say … a problem manager who imposes a view that others resent?”

     Your brain holds a key to support Hal’s challenge that if the power of one can change a nation, it can also change stubborn business problems. Daily the human brain rewires itself and we have more say in whether we get great or grizzly outcomes than you may think.

     Observe a visionary who focuses on a great target and you also see a person who creates a sort of mental trajectory path toward that vision. 

     You could say that the brain rewires its neurons to move people there. Or you could picture it as new neuron pathways pounded out along your vision to its lofty end.

     When it comes to leadership, brain based tactics, rewire our brain cells toward a great vision, often missed by those who cause problems or  dwell on their limitations. is showing us how it’s done.  

Rewiring your brain to spot a better situation? Building new neuron pathways toward winning results? All it takes is a brain and a decision to rewire it for a better result.  

     Get a team involved and you up the ante for refreshing changes that may add another competitive edge. Gary Bourgeault reminded us in his April 10^th blog at ManagersRhealm.com that it takes a good team to capture and follow a vision. Simply put,  Gary suggested we hire people who wire more for possibilities than for problems, “The point is that if you see some serious problems in people that could really be difficult for them to perform the job, don't hire them. To believe that you can train it out of them would be a mistake.”

     It’ll be interesting to watch who Ellen Johnson-Sirleaf calls into her visionary team and see what we can learn from watching her motivate them to a new vision. What do you think?