Your Brain and Business: The Neuroscience of Great Leaders (44 page)

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Table of Contents

Chapter 1. Relevance of Neuroscience to the Business Environment

What Is “Brain Science”?

The Development of Brain Science

How Does Brain Science Relate to the Personal, Managerial, and Organizational Problems That Coaches Face?

How Does the Application of Brain Science Help Coaches Deal with Their Clients More Effectively?

More Examples of How Brain Science Concepts Enhance Coaching When Dealing with Problems and Traps That Leaders Face

A Map of Where the Book Is Going and What the Coach Will Take Away from It

Conclusion

References

Chapter 2. How Does Positive Thinking Affect the Business Brain?

The Context

The Impact of Negative Emotions on the Brain

The Concepts

Concept 1

Concept 2

Concept 3

Concept 4

Concept 5

Summary of the Concepts as They Are Relevant to Coaches, Managers, and Leaders

The Impact of Negative Thinking on the Brain

Concept 1

Concept 2

Concept 3

Concept 4

Why Should Leaders Be Optimistic?

The Concepts and Their Applications to Coaches, Managers, and Leaders

Concept 1

Concept 2

Why Positive Emotions Matter

The Psychology of Mindfulness

The Psychology of Compassion

Conclusion

References

Chapter 3. The Neuroscience of Social Intelligence: Guiding Leaders and Managers to Effective Relationships

The Neuroscience of Empathy in Business

Concept 1

Concept 2

Concept 3

Beyond Empathy: The Neuroscience of Perspective-Taking in Business

Concept 1

Concept 2

The Neuroscience of Fairness

Concept 1

Concept 2

Concept 3

Concept 4

Concept 5

The Neuroscience of Trust

Concept 1

Concept 2

Concept 3

Concept 4

Summary of Concepts

The Neuroscience of Vicarious Reward

The Neuroscience of Community and Citizenship

The Neuroscience of Persuasion

Concept 1

Concept 2

The Neuroscience of Attachment

Concept 1

Concept 2

Concept 3

Concept 4

Concept 5

Conclusion

References

Chapter 4. Of Innovation, Intuition, and Impostors: Intangible Vulnerabilities in the Brains of Great Leaders

The Neuroscience of Innovation

The Neuroscience of Intuition

The Neuroscience of Body Language and Its Application to Thought

The Neuroscience of the “Impostor Syndrome”

The Neuroscience of Mirrored Self-Misidentification

The Neuroscience of the Summit Syndrome

The Neuroscience of Resilience

The Neuroscience of Expert Performance

The Neuroscience of Advice-Giving

Conclusion

References

Chapter 5. The Challenge Prior to Change: How Brain Science Can Bring Managers and Leaders from Idea to Action Orientation

Why Is Change Such a Challenge in the Human Brain?

Competing Forces

Biased Choice Value

Conditioning

What Is Happening in the Brain When Conditioning Occurs?

The Entrapment of Context

Motivated Reasoning

The Fundamental Concepts in Change: A Working Model

The Neuroscience of Commitment

Imagery vs. Observation

Action-Oriented Questions

Noise Reduction

Stimulate Short-Term Memory

Address the Emotional Elements Affecting the DLPFC

Conclusion

References

Chapter 6. From Action Orientation to Change: How Brain Science Can Bring Managers and Leaders from Action Orientation to Action

Organizational Context for Change

Model of the Relevance of Brain Science to Understanding Change

Relationship of the Neuron to Brain Change

Evidence that Brain Change Is Possible in Adulthood

Task Switching and the Brain: Relevance to Change

Memory and the Brain: Relevance to Change

Ironic Process Theory

Action and the Brain: Relevance to Change

Emotions and the Brain: Relevance to Change

Conclusion

References

Chapter 7. Coaching Brain Regions

Review of Brain Regions and Their Basic Functions

The Thinking Brain

The Feeling Brain

The Brain’s Reward System

The Brain’s Action System

The Insula

Summary

Regional Brain Interventions: Targeting Mechanisms for Coaches

Thinking Brain

The Feeling Brain

The Reward Brain (Ventral Striatum)

The Action Brain (Motor and Premotor Cortex)

The Insula

Conclusion

References

Chapter 8. Coaching Brain Processes

An Approach to Mirror Neuron Interventions

An Approach to Cognitive Perspective Taking

An Approach to Increasing Innovation

An Approach to Working with the Impostor Syndrome

An Approach to Managing Emotions

DLPFC (Short-Term Memory) Intervention

MPFC (Accountant) Intervention

ACC (Attention Monitor) Intervention: SAFE-Frame

Corpus Callosum (Brain-Bridge) Intervention

Motor (Action) Intervention

Reward (Basal Ganglia) Intervention

Amygdala Intervention

An Approach to Managing Cognitive Flexibility

An Approach to Managing Breach of Trust

ACC Intervention

Amygdala Intervention

Ventral Striatum, VTA, and Septal Nuclei Intervention

vmPFC Intervention

An Approach to Managing Ambiguity

Alternative Brain Probing (ABP): Brain-Based Insights into Alternative Strategies to Use When Encountering Resistance

Conclusion

References

Index