Business leaders are in charge. They are in charge of people, of budgets, of production lines. Most leaders also believe that they are in charge of their greatest resource—their own brain. But how true is that? The more we understand about how the brain works, the clearer it becomes that often our brain kicks in before we do. For example, the more expert we become, the less we "think." Our brain can con us into being sure that we’re right—even when we’re wrong. And without consulting us, our brain decides who to trust. The good news is that leaders can use what researchers have learned about the brain to manage their own brains more effectively. That’s the first Brain Advantage. Just as important, leaders can use that knowledge to manage other people more effectively. That’s the second Brain Advantage. This book does for business leaders what few have time to do for themselves. It combines the latest brain research with insights from psychological studies of how people think. It uses powerful stories to convey that information, and presents it in short, readable chapters, each divided into three "What’s the story?" reports in concise, digestible terms the science behind how the brain works. "Interesting, but so what?" discusses how this research is relevant to business leadership today. "What if …" illustrates what leaders might do differently if they were truly to "lead with the brain in mind." The Brain Advantage shows leaders how to become even more effective decision-makers, communicators, and change-agents.
Neuroscience has much to offer executives, since improving your brain function will help you be more effective. You can manage your brain better, and think and act more clearly, logically and wisely. The physical brain is notably malleable; you can change it to work in new ways Often the brain formulates instantaneous decisions before you can make a conscious choice. In such situations, learn to count to 10 before acting. The brain sometimes clings to flawed, illogical or wrong ideas, so try to think objectively about your cognitive processes. Companies stifle innovation by focusing on structured executive functions, not creativity. Trust is crucial in business, but the brain hormone oxytocin can trigger a feeling of trust, even in regard to untrustworthy people. When faced with a “fight, flight or freeze” scenario, shift your attention to a “cognitively demanding” task to regain conscious control over your reactions Future brain research will improve the standard of people’s lives. Don’t believe everything you read about brain research or brain-related remedies.