Our nervous system can teach us a lot about leadership
It struck a nerve. I’m too nervous. He has a lot of nerve.
We often refer to our “nerves” when speaking in colloquial terms. What does this mean? The human body has two main nerve pathways that control our mental state, feelings and behaviors. These are the sympathetic (fight or flight) pathways and the parasympathetic (rest and digest) pathways. By understanding the nature of these pathways and the inputs that affect them, we can engage our biology to help positively impact our team, businesses, clients and ourselves.
Each pathway benefits human survival. If we get “pushed” or “pulled” into these nerve pathways at the wrong time, however, it can result in detrimental effects to our leadership. Like other parts of the nervous system, the sympathetic and parasympathetic nervous systems operate through interconnected neurons. In response to threatening stimuli, the sympathetic nerve pathway will release adrenaline and its precursors. This causes the fight-or-flight response. This response can lead to pupil dilation, increased sweating, increased heart rate and increased blood pressure. Studies have looked at adrenaline release in relation to fear and found that a greater amount of adrenaline is positively correlated with an arousal state of negative feelings.
Sometimes called the rest-and-digest (or feed-and-breed) system, the parasympathetic system conserves energy as it slows the heart rate, increases intestinal and gland activity, and relaxes sphincter muscles. The parasympathetic nervous system uses acetylcholine (ACh) and oxytocin as some of its neurotransmitters. Acetylcholine is implicated in learning and memory in several ways, and oxytocin is typically remembered for the effect it has on prosocial behaviors, such as its role in facilitating social bonding between individuals.
With just this brief description of these neural pathways, you can identify when you’d like to apply one versus the other. Namely, if you’re facing a threatening individual or animal, you probably don’t want to be getting a dump of oxytocin. Ideally, you are primed to get out of there. The problem arises when we are in a situation that requires trust, prosocial behaviors, learning and memory (such as our business), yet we are put or are putting someone in a fight-or-flight state. When anyone on our team (including ourselves) is in a fight-or-flight state, the likelihood of collaborative cooperation or positive buy-in diminishes. If your team feels threatened while you are trying to create lasting positive change, you’ll likely end up treading water.
How can we foster trust, prosocial behaviors, learning and memory while limiting fear and anxiety in our place of business? It starts with us, the leaders.
1. Take a deep breath.
Teach yourself that there is nothing to fear. The greatest “hack” is the breath. You’ve likely heard the exhortation, “Take a deep breath.” It’s a staple for mitigators hoping to calm someone down. But only recently has the science fully understood why pausing to take a few deep breaths has such a calming effect on the brain.
In 2017, biochemists and neurologists from Stanford University discovered that there are 175 neurons in the brain that link breathing patterns with our emotional state of mind. When those neurons are firing, which happens when breathing is fast and erratic, humans enter a state of anxiousness and even panic. Slow, deep breaths suppress those neurons and shift brain wave patterns to calm behaviors, and actually shut off the parts of the brain that translate into arousal and anger.
2. Care for your body.
We also need to ensure that we are “assaulting” the body less. I recommend engaging in a diet that is primarily made up of whole foods with limited sugar, sleeping seven to nine hours per night and exercising for one hour three to four times per week.
3. Understand the power of your interactions.
Make sure your interactions reflect your highest intent. Researcher Stephen Porges developed a theory known as the Poly Vagal theory, which claims that humans have physical reactions, such as cardiac and digestive changes, associated with facial expressions. In his book, The Body Keeps the Score, psychiatrist Bessel van der Kolk considers this theory beyond the effects of fight or flight as it pertains to our relationships with others:
“The Polyvagal Theory provided us with a more sophisticated understanding of the biology of safety and danger, one based on the subtle interplay between the visceral experiences of our own bodies and the voices and faces of the people around us. It explains why a kind face or a soothing tone of voice can dramatically alter the way we feel. It clarifies why knowing that we are seen and heard by the important people in our lives can make us feel calm and safe, and why being ignored or dismissed can precipitate rage reactions or mental collapse. It helped us understand why attuning with another person can shift us out of disorganized and fearful states.”
Remember that a lot of communication is nonverbal, and our body will reflect the thoughts running through our mind. It’s extremely important to assume the proper mindset and set your intention prior to any interaction, whether it be in the boardroom or one on one. I focus on empowering and uplifting those around me prior to my communications.
4. Create a trustworthy workplace.
Foster growth and encouragement with clear lanes of communication and upfront expectations. We cannot criticize team members publicly or “pull the rug out” from anyone. If this is common or you create guess-work among team members, you will never be able to get the full potential of your workforce due to them being in “survival mode.”
Like Peter Gibbons, from the movie Office Space, says, “My only real motivation is not to be hassled, that and the fear of losing my job. But you know, Bob, that will only make someone work just hard enough not to get fired.” Avoid being lumped in with the Bill Lumberghs of the world by taking responsibility for your biology and being aware of how you may impact the nervous systems of your team members.
Featured in “The Austin Business Journal”
https://www.bizjournals.com/austin/news/2019/11/27/our-nervous-system-can-teach-us-a-lot-about-leadership.html
