Latest / Neuro-Performance / Was tun, wenn du nur noch funktionierst, aber nicht mehr führst?
Transcript
- Nina: What can you if you only function, but don't lead As a leadership, you how to determine. You all day. Meetings, mails, escalation, team messages, you name it. You just through it. And end of day, you that you really lead. Hi. I am Nina and today we will at why exactly this happens. And we will also at what you can to again effectively. To finally get this damn hamster bike. Let's a at the problem. So, many leadership powers do nothing. What exactly do by that? They constantly reacting. And it's an observation, not a assessment. And know it from myself in my leading role. And back or even today, we just from meeting to meeting. Solve problems that then suddenly pop up and start topics that are sometimes not ours, that actually in the team. Well, and the same time, the following The pressure that from above, we on. Conscious or unconscious. For example, the appeal comes hey, we have to more efficient. then we it on and below comes even more, even faster, further, better, and so on. And the team often with retreat, with uncertainty, with even more vote instead of decision. And the result is then that things are escalated namely exactly where you sit on your desk and you actually a more work than before. because you are responsible for this shop together. Question? Do you Not really. It's more a management of the pressure and the additional pressure that from this behavior. Let's take look at why this neurobiological. First all, what I really painfully, Leadership does not always have a time problem. We all have 24 hours a day. We can decide what we want to Often the problem is, if we only function, if we are only driven, if we don't feel anymore, but only react, that our nervous system is in a state that is not exactly the best prerequisite for high performance. If too many topics at same then the following happens Our brain can no longer predict what will happen our brain, our system loses predictability. And predictability is the basis for control. And if this control is not there, if we can't predict what will happen next, then our nervous system into reaction mode. And it's something we don't think about, that we this way. But it's a natural reaction. It means, the amygdala, your alarm center, is permanently active Like a little red light that shines in your head. And it scans all the time and asks all the time, what's rush? It's not about what's important, but about what's urgent. And on the other side, what's really exciting, is the prefrontal cortex, the part in the brain responsible for the guidance, it switches down in those moments where the amygdala takes And we need this but our prefrontal cortex, so that we prioritize, that we can make so that we can think But when our system is stressed, then this area is what is being driven And our alarm center has free travel. That means in our behavior, yes, we are getting faster, we are simply a lot more or trying lot more. But we are not automatically clearer. We in the tunnel. The typical tunnel view, this black-and-white thinking. We don't what's in between. We don't the possibility to these different perspectives anymore because the prefrontal cortex is by the amygdala. And that's exactly what makes us only function but not to anymore. We react and that happens a lot in the daily business. That's so many leaders don't lead but control daily business. Operatively. I brought a little exercise for you again. The Leadership Reset, which can help you you like you're too much. and you too much in the alarm. So if you want to to your guided training, back to the control and if you this message then should definitely this two-minute exercise for you. And can also it several times to just to your alarm system in your so that not everything is urgent. How does this exercise I'll it briefly and then we'll see why it your biology. So, three steps. Step one, if you feel in those moments when you're in the middle of routine and you're in a meeting and you're that you shouldn't discuss, actually to your team, then consciously Or if you're multitasking you do three things at the time, then stop consciously. Break Just because you three things at time, it doesn't that you're done So stop. Step two. You write down three things. First, you down what is really relevant It requires you to back to the meta perspective. where you really have to think about what is really relevant What really to be I always say, where do we in open heart? Where does the train stop? Where does a decision to The second question you answered is What doesn't to me? The question is super easy and yet we so many things that not ours. So the second question what doesn't to me? And the third question is what is the one thing that I have to actively lead now? What is the one thing? Of all... probably the one million things on your what is the only thing that is really important These three questions, structuring questions, help you to decide what you can consciously let go of and what you are now specifically conscious of to get back into the lead. The exciting thing the exercise, if we take quick it a more biological way, is that you With this simple structuring, with these simple questions, your brain back into control. So complexity. That's why the questions are so simple. And that relieves your memory, which is your brain no longer to everything at the And that already a lot of brain capacity. In addition, you your peripheral cortex that you these structured questions. And only through this conscious prioritization, the activity in the area for decision-making So the prefrontal cortex goes back on, because the alarm in your brain falls or falls. And third, you give your nervous system back control. You over the situation again. are not driven it, you not a hamster wheel on but you consciously your alarm center in your head, the activity of your amygdala, and leave this alarm mode. You go back into the control, you go into the shape and you into the guidance. You guide again. Actually totally simple. Actually what we guides should every day. In reality, it's not like that. Because we humans spend two thirds of our time plus minus in autopilots. Just like you run into the bathroom in and don't think about that you're toothache. At least We also in our everyday behavior. What do you about And that's it's so important to always be aware in to to change So, leadership means to create even if from above the next crisis is directly led through again, your business management has the wildest ideas again, where you just to the head on the table. You need in these moments to be without the pressure to because As I at the beginning, you keep pushing, you will another circle of devils, another pressure that you have to And that's why it's so important that you keep looking at how you lead yourself to able Just try out and don't just start in crisis moments. but rather to study this new behaviour. Have fun!