En el siguiente artículo original del Dr. Srini Pillay, publicado en Harvard Business Review, el especialista aborda tres elementos fundamentales para que un líder conecte con su equipo o audiencia: presencia, integridad y resonancia.
“Research shows that in leaderless groups, leaders emerge by quickly synchronizing their brain waves with followers through high quality conversations. Simply put, synchrony is a neural process where the frequency and scale of brain waves of people become in sync. Verbal communication plays a large role in synchronization, especially between leaders and followers. Synchrony between leaders and followers leads to mutual understanding, cooperation, coordinated execution of tasks, and collective creativity.
On the surface, brain synchrony seems easy to understand. It simply implies that people are literally on the same wavelength. Yet, at a deeper level, interpersonal synchrony involves much more. Dr. Daniel Siegel explains that “presence”, “wholeness”, and “resonance” are at the core of the ability to develop synchrony. Recent advances in brain science can help leaders learn to synchronize with followers on these deeper levels:
Motivation to synchronize matters (Presence): Communicators who synchronize easily are motivated to do so. When they do, people who benefit from this motivation recognize the synchrony and feel more connected. Multiple brain regions are activated in them. Regions involved in social understanding activate, helping them feel understood. And regions involved in the expansion of one’s sense of self to include the other are also activated, thereby enhancing the connection.
Being “present” starts with consciously deciding to synchronize. You then take the time to understand what other people are feeling, and you walk in their shoes to understand their points of view. You do this mindfully, simply observing the feelings in yourself and the other without being judgmental. When you do this, your brain is more likely to synchronize with theirs.
Deep self-connection enhances synchrony (“Wholeness”): Warren Bennis wrote, “Becoming a leader is synonymous with becoming yourself. It’s precisely that simple, and it’s also that difficult.” On the surface, this definition seems to ignore the “other”. Some may even think of it as selfish. Yet, we can activate the best in others when we activate the best in ourselves.
One way to increase interpersonal synchrony is through a technique called “reverie”. With this technique, leaders set aside time for rambling self-reflection in the presence of followers—not well sculpted thoughts, ideas and strategies, but more sincere, emergent ideas. Counter-intuitively, this increases the interpersonal connection. Called intersubjectivity, leaders and followers become more connected and synchronous. This happens because a brain region called the mirror neuron system (MNS) activates—indicating automatic resonance with the other person. Also, the default mode network (DMN) activates, causing the mental state of the other to be represented in the leader. Think of these as the “feeling for” and “feeling like” networks of empathy. Intersubjectivity integrates both.
Leaders can also achieve this sense of “wholeness” in a subtly different state called mind wandering. In contrast to mindfulness, when leaders set aside time to engage in relaxing tasks not central to the main mission of the organization, their brain’s DMN is also activated. Group walks, card games or knitting are examples of such activities. When the DMN is activated, memories from the past integrate with the present to construct a vision of the future. This makes leaders feel more “whole”. In addition, leaders will be better able to walk in the follower’s shoes.
The body-mind connection (“Resonance”): Actual physical synchrony to music makes people like each other more, remember each other better, and also trust each other more. In fact, even as early as 14 months of age, children who are bounced in synchrony with an adult are more altruistic-they pick up objects that adults have dropped and give them back. One way that organizations can take advantage of this principle is to organize workshops with musical experiences where people move to the music together.
Thus the motivation to synchronize mindfully, coupled with feeling what followers feel, walking in their shoes, conversing in reverie states, mind-wandering, and actual physical synchronization, all enhance the synchrony between leaders and followers. When designing an offsite meeting, these activities can be creatively included and practiced with a view to finding a context for them in day-to-day work.”
Artículo del Dr. Srini Pillay publicado en Harvard Business Review 31 marzo 2016