Latest / Neuro-Performance / Was tun, wenn du als Führungskraft nur noch funktionierst?
Transcript
- Nina: What can you if you only function You know that You start the day with your plan and in the everything different. And in you just there and you're done. You all day, but you led. Hi, I'm Nina and today we'll take look at why exactly that The problem is you work incredibly hard. You emails, you problems that come in. You to this, to that. Well, you already what your day-to-day like. And in evening you the feeling that you busy, but you didn't So, example, topics that brought forward or employee situations, they weren't really addressed. Spoiler! That's not a problem of Most the leadership I got with whom I was allowed want to But they just can't to And you what the crazy thing is? The more it in everyday life, the more leadership forces are to all the balls in the air. And I know that myself from myself. And short-term solutions are, for example, that you to you can start to work away the to-do lists and simply even more But the return is getting bigger and It's not getting smaller. You work more and more and more and yet it doesn't any less. But what's is what happens with your team Decisions escalate much more often upwards. Or they stay lying. Maybe you've encountered this. The more you into the business of different places, the more often decisions back to you. Your team, your people ask a back. Instead of prioritizing what is really important, you may even consciously or unconsciously put on your team. Well... This doesn't happen from today to tomorrow. It's more of a slashing process. And what can happen, which is big danger, the good people in your team, the performance leaders, the performance leaders, are often the ones who in this process. First internally and then visually. And again, this doesn't happen from today to tomorrow, but it is this slashing process. The leadership experiences that have very long time and are their business. That's why I a very important sentence here. More pressure doesn't your team faster, more pressure doesn't your team better. The pressure you to your team, unconsciously, makes your team more I would you an example that I this year. with a management team that I accompanied. So a management team, a management circle, owners in the middle class. Really cool people, very smart people, years of experience in what they do. But the level above them has constantly changed the priorities. Constantly changing priorities from above. Today, this decided. the opposite There was no real justification. Protocols were irrelevant. Everything you could have unpacked from the drawer, how decisions were made, completely ignored from the top level, I'll again, owner. And what the management team do? How this management circle handle Of course, tried to everything somehow by working in which they worked The management circle has this pressure. And that for so long, until at point, this feeling of power there Until really no one knew what he or she was actually responsible That was absolutely not matter It was not a problem work either. They all their full attention to their leadership role. But the problem was that the pressure was their system. They couldn't this pressure any because if the pressure continues from above and the priorities are changed, the orientation will be Why is that? We have to briefly into your head, into our heads. So, let's look the neurobiological glasses on the subject. Our brain has an alarm, the amygdala, which I a lot. And the alarm is basically nothing bad. It saved us many years ago from the saber-toothed tiger. Short pressure, alarm, short reaction, then again calm, we survived. That was very briefly. But our everyday life has no more phase. If you look at how everyday has everyday life is no longer the who was two, three, four, five years ago, as he is today. Pressure comes, constantly, unbearably and often from above. And then this alarm it on And doesn't just a short but many, permanently. And the nervous system can no longer decide whether the saber tooth tiger is Or maybe it's just the email from the of directors. For the system, both are dangerous. And the crucial thing is, if the alarm in our heads, if the goes again, then the prefrontal cortex down. So the part we need to be to to be to between important and urgent. The part that prioritizes, that leads. It will be when the alarm is And when this prefrontal cortex goes offline, then we only And that has nothing to do with that we are experienced enough or strong enough, but that is simply the thinking in alarm mode, that there virtually no current. Hallelujah, I have to know that back in my function position. because I course the mistake of choosing If I had known that our nervous system is contagious, that's the other important point I to you, then I would have understood what my own alarm state has to my team's People are smart. They notice consciously or unconsciously when someone else is in the alarm. The state is contagious. Maybe you yourself. You see someone in the conversation who is gazing at Very likely you will now also gannone or you walk over the street and person smiles at you, chances are good that you smile These are systems that communicate other and the same happens also in the state of the alarm. If you in the alarm then you on this your team, consciously or unconsciously. And that's where the devil's circle Because if your team is in alarm, then your team question mark Then it's your team to distinguish between important and urgent, it feels insecure, decisions are not made, etc. And then, some point, escalates. So, the system in over-excitement. Again, this is not a question of strength. It's not a question but it's a question of co-regulation. How well can you a pressure state as a driving force without it directly to your team? The good news is is annoying is also controllable. And we'll closer I've you an exercise for namely the controllable check. Two minutes, can it to three times a day, morning, afternoon. maybe before the evening and it helps you this vicious circle that I have described. So the exercise goes as follows. First step one, stop. Take a specific pressure situation that you right now. I think you will find an example very something that you now. Maybe it's the many priorities that from above again. Maybe it's a certain employee situation. Second step, sort this situation into two areas. So yourself A. What is controllable and B. What is not controllable? In third step, you speak for the non-controllable internally, that it not with you. You can't influence it, it's not with you. You can also out loud. But is important that your brain understands that it is not in your hand. It is not controllable. It is not in your And brain has to hear so that it can let And then in the fourth step, the controllable one. And determine what I can really control now. What is the next action The next one action. So not the to-do list with the hundred tasks, but what is the one thing I do now. That's all you need. don't a big list, as I mentioned, you don't a big analysis. Just this one difference, this one sentence, this one action. I brought another example for you to exercise more clear. So imagine, pressure situation, the board has the priorities again. There is something new again. You can also exchange your leadership. Or someone else has the priorities again. Not controllable for you? That the priorities were skipped is the it Not your Let's go. But controllable is how you it on to your team. You can now as a panicked male or female and to Loris that the priorities have changed again. Or, and that's my clear recommendation, you can simply inform with a clear announcement. What this one priority is now. Your next action would be a message to the team. Hey guys, from now X the rest waiting. Period. Done. Do you the difference? You the pressure away, but you stopped giving it unfiltered. And that's what leadership You take the pressure out. Let's little deeper. why this neurobiological. This simple exercise. And yes, see many people who think, that's way too easy. And that's the solution. It has simple. So why does this little exercise Three things that in the female's or in our head. First, complexity goes down. Sorting reduces the amount If we moments where everything feels same in again, then can the amount of Less stimuli means less alarm signals to the amygdala. That means, in second step, the prefrontal cortex can back. It can start again because we off our amygdala, our alarm system. And naming and sorting is thinking. That's exactly what you your guide brain back into play. You need that right now. That's why the sound is very in the exercise. And thirdly, I the mycdala goes down. And the chosen action, this one chosen action is then the control signal that you need to the situation. And control is the opposite of alarm This results in less complexity Your brain is active again and the alarm goes down. Pretty simple, actually. Unfortunately, not too easy when you're the situation. The reframe, here, you don't with the pressure, you interfere with your state. So you look at your own state in which you are and then to your team and thus your team. You co-regulate. That was a longer deep dive at this point. And here, the quintessence is not in the new tools you learn. So it's not about shuffling your calendar more time-free, more self-management, time management, to more, if there are lot of balls flying and change in a short period It's really about how you your own state, the state of your nervous system and control it in such situations, so as into the alarm. You stay in the controllable space. For purpose, today's familiar controllable check. In two minutes, very easy to You can this proactively by regularly this your which an impulse for to this once or twice You it in the moment if you remember and you can call But as I have said times, the more you do it, the easier these neural networks in your brain can be so that every new alarm state becomes even easier and controllable for you We will at the next question, why your team is everything back and how you this loop. So be to the next episode. In the next week we will about why your team is delegated and what you can But if you want deeper and know how you this knowledge from today's episode, because you realize that too much pressure is by the organization, then please me, guided under pressure. You will the data in the show notes and then we look at a location decision I'm you the next episode. See you then!