Latest / Neuro-Performance / Special: Was ist eigentlich Neuro-Performance?
Transcript
- Nina: This is another kind of episode as you might in previous episodes. Normally, there is a quick exercise for your nervous system. Today we it around and there is a little more content for your brain, for your neocortex, so you understand what is neural performance. And we start with something that I have consciously left out namely a short introduction so you know who this person is is talking to me And what gives you the task to about neuro performance? I am very that you are My name is Nina and I am certified coach for Neurosystemic Integration. A very complicated term. Behind it is the systemic work with the nervous system. Systemic is also my buzzword. I have been as a systemic business coach and to work intensively the topic of neuro-systemic integration After 15 years in field of people development, i.e. development of employees, the development of leadership, I been asked and again why is actually the that performance carriers and performance carriers give more more work and on their own borders. I was also a person who always fell with full throttle and hallelujah, later in my career because I appealing desire in me to it right, it well and to to move on So a of patterns that played in my subconscious, which then also made me that my body could no longer do and I this new-german burn-out thing, which we all talk which we all have some of worries about, for me. However, I on a physical level and not on a cognitive level. My body talked me and said this is it anymore. And it clearly showed that it is time to go back to body and listen to the body which I in a decade. And that's exactly my starting point for the neuro-performance and reason why I appeal to our bodies, to our nervous system, much more strongly about our work. Because, and many don't and I honestly didn't until my body knocked our body is our control device. And even if we the work of as knowledge worker, as a knowledge worker, don't always about our body. For example, 8 hours a day on our laptop, many hyperforms with which I can more and somehow don't any space to move or anything else, then it's just not body-friendly. And our body, it gets what it needs, because Our body is damn smart. It's always looking for we're safe or not It's just like that our body, from the time the toothed-toothed tiger. That's what of thousands of years And we've naturally in and are with things like AI But our brain still very similarly to back then. Today is not the saber-toothed that suddenly out of the bushes, but maybe it an e-mail from a guiding force with which not well treated, in of we have fears, uncertainties, without us maybe being Maybe it is also a conflict with the colleague or a customer who sometimes initiates this feeling of the saber-toothed tiger in And that's exactly what want to speak and look at what is NeuroPerformance. Because when we learn to connect with our nervous system, when we learn to connect with our body, then we more consciously through our everyday through our work life and, and that's exactly what we all want, maximum performance without exhausting What a dream! Why didn't anyone in school? So, let's get into it and see what actually neuro-performance. In my definition, is the ability to under pressure and stably and to constant high-quality decisions. Because, and now it's important, because the nervous system is This we are in a state of alertness, of orientation. We are regulated, we well with us and can therefore high performance. Something that is top athletes or out which have really managed to to mainstream so I very brave and I also out with the claim that we did not make Because my 15 years of work in the development, in the collaboration with leadership and high performers, I repeatedly seen that there a pattern. Namely, have super, super many competent people, especially in leadership positions, otherwise they would have this leadership position I say consciously in most cases. These people have lot of experience, especially when they are in leadership. They often don't out of nowhere to this leadership position. here again, a note, of course, not always the case. There are exceptions. But now I'm at my experience from the last 15 years So we're talking about people who lot of and lot of experience. And that's exciting point. Nevertheless, always Under pressure. And it's totally easy to stand next and say, why is this like I don't it. And I my time and in my job life more often hit the table with because I just couldn't understand how you such a bad decision. Until I sat in the chair and made really bad decisions. And the interesting thing here is that we bad decisions when we not regulated in our nervous system. Because, and now comes the biological explanation, when we unregulated, when we not with us, when we in alarm mode, so in the over-reaction, in the chronic stress zone, a term that becoming more and mainstream or already partly in the creation, then our brain can not think rationally anymore. Our strategic part, which reaching for insight, insight, perspective, flexibility, learning, innovation and all that available, no longer really for its capacity. Instead, alarm signals the amygdala in brain and then an alarm program off head. This alarm program is controlled by past patterns, what we in the past, what in our subconscious. This feels safe, it feels like orientation for our nervous system. And then this program is played out. Plus, what many do not know, in such moments of alarm state, the brain not to long-term decision. It to this situation as because it doesn't a lot of And to it into practice, get a real at what it looks like in your everyday life, I an example or rather a result from over 100 interviews that I in the last six months with leadership forces as well as HR representatives. people who in field people and culture, especially in the personal development, in learning and development. And the results didn't surprise because if your eyes and along, you'll again and a result that clearly came out in the 100 conversations I had. That is, first all, permanent stress has the baseline. I heard especially in the talks with leaders, that the daily business just everything up. Everyone is somehow in survival mode and doesn't even into shape anymore. And often it's just because of one simple reason. System overload. System overload as a structural problem. So not a personal failure because a person cannot organize does not the appropriate outlook. but really because the problem is already in the structure of the organization and therefore lot of is over the individual levels. yes, someone in the personnel development who is responsible this, example, in schools on subject of resilience, is sometimes hopelessly out, because the problem is simple, that the people who so very in this long-term struggle are no longer able to development measures. Cognitively, the brain can relatively little content which is why every effort to develop measure in a stressful state is more likely be deflated than to sustainable. Unless it is accompanied, and this may even be on nervous system, as we will see. So, in summary, of unplanability as the main stressor in our current working world. Many leadership forces, who also told me, they are trying to fight and honestly don't even get their heads free which is because nobody showed And I can that very well. I still the problem very well from my own leadership time, how difficult it is to this transition. and then get a button to these one million thoughts, which course continue their rounds In summary, many companies have a condition problem. This condition problem is not because people worse in their work, least not generally worse, but it is mainly because the system is in a permanent alarm, so a system that is constantly It over-enhanced by external impulses, external stimuli. And I three patterns that are super exciting, where I invite you them for yourself, whether it is something you with yourself or with others. And then these are exactly the three patterns you can work to your work world more nervous and more friendly. Communication. Under pressure our brain to self-protection. As already mentioned, information is not processed This to that information is not really shared Why is that? You could say, well, has a bit of politics with it. In some large organizations, politics is unpronounced. is an important part of the agenda. But what many don't know, sometimes the reason simply in biology. It feels insecure to share especially when the working environment is insecure. In most cases, is not a bad intention, but a completely normal biological behavior. So that, and that is unfortunately also the devil's circle that can arise, information is longer shared, they are longer accessible everyone, somehow everyone their thing, less open talk criticism is no longer publicly expressed, decisions are not made where they should well, time the trust reduced and the effort for the vote and the cooperation is getting higher and higher eventually out of the wheel. And that's a pretty tough topic, pretty tough The that leadership should bear when it is time to it again is quite difficult. number 2 What happens when people are It is the classic black-white thinking. It totally exciting to observe when we under cortisol. So when we are really over-excited, then the... The brain automatically to two options. Yes or no? Black or white? Now or never? This is neurobiological and explains why such situations people in the overreaction make such bad decisions or sometimes make no decision. Neurobiological is the reason that they simply fewer options. or that your brain can't think that far anymore. In practice, see that discussions are round in a phenomenon in management rounds, how often I part of such discussions that are simply exhausting. Third options are then not seen or introduced and decisions are suddenly made for things that feel urgent, but in reality are not. so that outsiders sometimes wonder what they are actually in the management circle. What are they actually all the time? What are they thinking about that is not important Well, creativity and solution-orientedness are now lost if we in the over-excitement and decisions That is the neurobiological reason behind it. And it can... regardless of level of or competence, we all happen. Because we are all human beings with a nervous system. And also system 3, or pattern 3 relevance, has the stress-container. And this is very exciting, because it an explanation, but also a lever, how we what I First, the background. Nerve systems regulate each other without a word. I would to, imagine I like to, then the probability that you like to, is very high. Maybe you already because I mentioned That's what we call co-regulation. If I smile, is very likely that I a smile back. That's we call co-regulation. Bodies speak to each other consciously. Sometimes it conscious sometimes is unconscious. But it also that I, in my role as a guide, example, a lot of attitude, my state outwardly and then also my surroundings. Through my tone, my attitude, my reaction time, all of is unconsciously. Sometimes even consciously, in most cases unconsciously. And of course, accordingly. Each level then the alarm to the next level, to the next team. And that's how things in a cap reaction that you might not want to but which neurobiological way. So, please attention to in the next meeting in which you sit. As soon as a person enters the room, In the overreaction, it very exciting to observe whether she everyone else into her band and suddenly everyone becomes hectic or whether the room that was previously regulated can now co-regulate Very exciting, powerful tool, you can a lot with it to the other person in one direction. What does this now, these three patterns? Communication, black and white thinking, as well as stress management? Well, the most important insight is a regulated team. A regulated management team gives to entire organization. A regulated leadership team regulates because a nervous system condition is But Attention, as learned today, both directions, a guiding force dysregulated, for example in an alert state, and expresses this in everyday life, for example through micromanagement, controlletti, which we all know and hate. Then exactly that can be into the employees in their nervous system reaction, which then of course not only motivation, but also security and, frankly, orientation in their work. And that's why the call to all leadership out there to regularly, in their own way, only behave on cognitive level, but also a biological level, specifically on a nervous system level, to question and question this process. to the but also the team maximum performance. And how this works, there are already a lot of episodes here and there will be more episodes coming. Today, was a ride through the background, through the framework and to better understand what is neural performance and what power is behind it. Because We need a healthier working world. The working world, as I it parts, makes people in the true sense of word. And working is allowed healthy and it is allowed to be and thus simply much better results. That's I wish you a nervous system, friendly work.