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3 Simple Steps to Manage Lizard Brain & Turn Conflict into Cooperation

Manage Lizard Brain:  How to Quickly & Easily Turn Conflict into Cooperationlizard brain

Remember your last argument? Neither of you remember how it started or what it was about and before you know it it’s off to the races.

Twenty minutes later a great comeback pops into your head … Aha! “Damn, I wish would have said that instead. Why couldn’t I think at the time?”

Because of Lizard Brain and our brain’s hard wiring, did you know we cannot manage our emotions? 

The good news is we can learn to manage our behavior and respond instead of react to our emotions. The bad news is it is harder than we think.   The good news is “practice makes permanent.”

Here’s a little of the “Why” and Three Simple Steps to Stay Cool Under Pressure the next time the lizard tries to threatens to hijack your brain.

A complaining customer, a whiny child, an out of control teen or a grumpy boss, at some point we all lose our cool. People push our buttons and we feel irritated, frustrated, overwhelmed and sometimes we just explode. Or, we hold it in, tell ourselves it’s no big deal, it doesn’t matter what I do, it won’t make a difference what I say, so I’ll say nothing and pretend it’s okay and march on (a recipe for stress-related disease).

Either way, we feel regret, shame, and humiliation at how we’ve just lost our temper again. Here come the “should’ve-s”: I should’ve known better, stayed calm, counted to ten, remembered what happened last time I lost my temper. Lizard Brain makes it impossible to act on the should’ve-s, and here’s why.

What is Lizard Brain?

The part of the brain responsible for survival, our amygdala, an almond-shaped area at the base of our brain way down deep and part of our limbic system, otherwise known as “fight or flight central” still exists, even though we are no longer running from saber toothed tigers. Otherwise knows as “reptilian brain” or “Lizard Brain.”

The good news is our brain has evolved since we were cave dwellers. Today, humans have complex language, use tools to make and fix things, and send people into outer space, due to the evolution of the Pre-Frontal Cortex.  But before the “thinking” part of the brain evolved, our reactions were dictated by Lizard Brain.

Despite the existence of the Pre-Frontal Cortex and our ability to reason, in response to stress (even perceived stress), our limbic system goes into high gear and our fight, flight or freeze response gets activated.  This is an automatic, instinctive reaction and there’s no thinking or deciding involved.

Triggers might be his/her yelling or icy stare and can often include what I call Universal Lizard Brain Words such as (hands on hips, finger wagging eye rolling optional): Why did you …? You always or You never …! You should… No!

Our limbic system has been triggered and Lizard Brain is now in charge. We feel emotionally hijacked and now our “thinking brain” is rendered helpless. These triggers can bring up strong emotions (i.e., pain) from the past right into the present moment, as if it’s happening all over again. The Lizard’s primary responsibility is to protect us from perceived harm. The Lizard has now jumped into the driver’s seat and we are in the back, a passenger hanging on for dear life, yet the road is oddly, comfortably “familiar.”

Congratulations, You Are Humanbrain image creative

How come Lizard Brain happens repeatedly to highly intelligent people? Because it’s not about IQ or an inability to learn from past mistakes. It’s just the default wiring of our very human brain.

The Lizard Brain(LB) switches off the Thinking Brain, or the Pre-Frontal Cortex (PFC), where reasoning, understanding happens and which explains why your aha! moment after an argument comes later in time, probably after a few deep, belly breaths when the reactive

Lizard Brain is no longer driving the bus and your Pre-Frontal Cortex gets the oxygen it needs to regain control. It’s a myth that if we understand “why” we react then we will automatically be able to respond calmly next time our buttons get triggered. The rational PFC can’t always prevent the LB from engaging, it’s out powered and just not that evolved. It is impossible to “not feel” a feeling. Not a weakness, just wiring. So, stop trying.

What’s the Good News?

The good news comes from recent scientific discoveries that our brains aren’t hard and set like concrete at age three, which is what neuroscientists (brain researchers) believed until very recently. Neuroplasticity is the good news. Our brains can and do make new connections and build new neural pathways by the millions every day, most of which we are not even aware of …. Scary.

How? By changing your habits and creating new neural pathways, the process is actually quite simple. Becareful not to confuse the two – I said simple, but not easy.  Change is hard, but not impossible.

Pick one person or situation that triggers your Lizard (the holidays are coming up, it won’t be hard family gives us ample opportunity to practice).

Begin by simply noticing opportunities to recognize Lizard Brain as it creeps up on you or identify situations where Lizard Brain gets triggered.

Next, we’re going to create a new habit or neural pathway.

Three Simple Steps to Stay Cool Under Pressure: Notice, Acknowledge & Renametoolbox_kit_fix_1600_wht (1)

1. Notice the pattern – Simply become an observer of the pattern, as if you are watching from the sidelines. What has to happen to trigger your own, your partner’s or your bosses Lizard Brain? Describe the pattern sequence to yourself or someone else. Do you react to “Lizard Brain Words?” If so, which ones? Do you use them with others? Notice what happens when you replace a judgmental Why did you …? question with a sincere question, for instance How do you see it? When asked with genuine curiosity, words such as What or How land differently than Why and allow you to create more productive pathways in your brain (and his/her brain).

2. Acknowledge the emotion – Use your powers of observation without judgment (ban the should’ve-s). Notice the opportunity to acknowledge the emotion without feeling you “should” change it, stop it, or judge it as “bad” or “wrong.” Instead, see what happens when you respond with an emotion such as curiosity and words such as “Mmm, interesting …” (with your eyebrows up, please!). See if you can get a little distance and prevent an emotional hijack by observing the conversation, as if you were a bystander.

3. Rename the feeling – Label or rename the feeling (not the person, not their motivation, not their intention) as “sad, scared, hurt” instead of ANGRY. Anger is actually not a primary or real emotion, it is a secondary emotion, just a “safer” feeling and often hides primary emotions such as Sad, Scared or Hurt. When we believe someone is angry, our LB gets activated and we can feel defensive. When we can re-label anger as “Sad, Scared or Hurt” or a combination of those feelings, the part of our brain responsible for empathy is engaged, the Lizard can get out of the driver’s seat and our thinking brain can work again.

Conclusion

Practice makes perfect and new neural pathways. Changing our behavior or learning to do something new takes awareness, intention, action and practice. Just like when you learned to ski, ride or play the guitar. There’s no way around it.

By understanding a few simple facts about how our brain works and making small adjustments to the words we use and practice.

Hint: Just the act of imagining yourself taking these steps will create new neural pathways because our brain doesn’t know the difference between what’s imagined and what’s real), you can create new habits and stay cool under pressure, lower your blood pressure and, as crazy as it sounds, begin to see conflict as an opportunity for practice (and have a little fun, too).

 

Christina Haxton, MA LMFT is the Chief Potential Officer & Founder of Sustainable Leadership.  An executive coach, business consultant and speaker, Christina assists busy business owners, high potential managers, executives and CEOs to achieve successful work/life balance and peace of mind to become exceptional leaders who are built to last.  For more information about leadership training or presentations for your team, meeting or conference, contact Christina at christina@sustainable-leaders.com or (970) 387-8935.

 

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Leaders: Your emotions are contagious!

Great Bosses & Horrible Bosses

For just a moment, remember your favorite boss.  You know, the one you said

you would follow anywhere if he or she ever left the company.  The boss for whom you came in early and stayed late for to meet a promised project deadline.  How would you describe his or her overall mood?  How did you feel when you were working for him or her?

Now, remember the boss you would never work for again in a million years.  The boss you worked really hard to avoid being in the same room with for longer than necessary.   The boss you had when hiding under your desk or in your closet was not beneath you.  How would you describe his or her overall mood?  How did you feel when you were around him or her?

Surprised?  Probably not.  Now, here’s the tough question:

If I walked in the front door of your office or showed up at your next team meeting, how would I describe the mood of the people who work for you?

Neural Wi-Fi:  Peas & the Interpersonal Neurobiology of Leadership

Pretend for a moment you are spoon feeding peas to a baby sitting in a high chair.  What do you do?  As you are putting the spoon to her lips, what do you subconsciously do with your mouth (whether you like smooshed peas or not) … You got it, you  OPEN your mouth and make an aaahhhh sound, in a sometimes desperate attempt to get her to do the same.  Why?  It works most of the time.  Instinct. Mirror neurons.

The truth is, recent research in brain science proves that for humans (and I’ll add chimps and horses), emotions are actually contagious because of mirror neurons.  The short explanation is mirror neurons in our brains are responsible for our “catching” the mood of other people without realizing it. Add to that fascinating fact that our brains are prediction machines and constantly are making connections to predict the future based on our past experiences.  Your grumpy boss could be in a good mood on Friday, however your brain won’t realize it and will automatically predict (or believe), he’s his usually grumpy self.

E-motion = Energy in Motion

Why does this matter for leaders, bosses or other people of influence?  If you can believe that your mood is reflected in the mood of your team, you may or may not like what you see in the “mirror.”

What? … So What?… NOW WHAT?

While you may read this and understand or you are reading it for the first time and think Wow!  that makes sense, what’s the “So What?”  Understanding is overrated.  It does not automatically lead to action or doing anything differently tomorrow.  Unless you make a commitment to take action and the more accountable you are publicly the greater the odds you harness the action potential of your Aha! moment and transfer it into action.  Feel free to consider using the ACE approach to change:

1.  Awareness:  Notice your mood.  Notice the mood of others.  Label the feeling (without judgement is the key).

2.  Choice:  How do you like what you see in the mirror?  If it’s what you want, keep going.  If it’s not what you want, what choices do you have in the moment?

3. Execution:  What is one small action you are willing to take in that moment?  You don’t have to effect change on anything, just take action to make it different.

4.  Repeat #1 What information did you gather?  What choice do you want to make now?  What action will you take next?  Just like directions on shampoo, rinse, lather and repeat.

Accountability: What are you willing to do in the next 24 hours to recognize and change the effect you have on the people in your company?  If you have the courage, feel free to post your commitment in the Comment box below.  (If you are not quite that brave, feel free to email me directly.  All responses are strictly confidential!).

“The Human Moment at Work” – Harvard Business Review article

“The Key Ingredients to Build Rapport” – Daniel Goleman, YouTube

 

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(Original post written for LeadChangeGroup Blog by Christina Haxton, MA LMFT)

Leaders: Would your team say you lead, manage, are just in charge (or none of the above)?

You know them: the managers who ignore the fact that human beings don’t (actually can’t) “leave their feelings at the door” when they come to work.

These managers ignore conflict and avoid confrontation, especially when there’s a “pot-stirrer” in the office and everyone is just wishing the boss would step up and put and end to he drama  so we can all just get the job done.

This boss will suffer the consequences: a slow, painful erosion of the trust … or worse.

Read the rest of  my article over here: Leaders: Do you lead, manage or are you just in charge?

 

 

 

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Leaders & Influence: It is within a relationship and in conversation we learn and grow

If you are a leader in your organization (and anyone who makes a difference can be a leader), what if you were to notice opportunities to make a positive difference in another person’s self-image.  What difference could you make today?

Common sense and now recent discoveries in brain science of social intelligence research, proves it:  It is within a conversation in a relationship we learn and grow and our minds are shaped (ideally) to become more of who we are supposed to be.   However, in many conversations we end up feeling criticized, deflated and unmotivated.  Especially   if that conversation happens with the boss or where there is an imbalance of power, as in a leader vs. direct report relationship.

Let’s make this practical and now take it a step further.  We communicate through language (verbal, non-verbal).  Stay with me now … In our conversations we influence and change our minds and subsequently our neural connections.  When new neural networks and connections in our brain are made, due to neuroplasticity,  our self-identity is constantly shaped and re-shaped and in turn we influence the self-identity of others.  Oh, and many of us are in contact with more people and have more conversations with people at work … therefore many opportunities to create positive, constructive neural connections in not only their brain, but our own.

http://www.sciencedaily.com/releases/2010/08/100826182510.htm

ScienceDaily (2010-08-27) — In the first study of its kind, researchers have found compelling evidence that our best and worst experiences in life are likely to involve not individual accomplishments, but interaction with other people and the fulfillment of an urge for social connection.

What if you were to notice opportunities to make a positive difference in someone else’s brain … what difference could you make today?  Go ahead, I dare you.

Why ignoring our emotions is a bad idea

How do you handle emotions in the workplace, either your own or your employees‘ emotions?

You’ve probably heard (or believe) you should:

  • Keep your feelings to yourself, don’t let anyone see you sweat.
  • Avoid talking about the feelings when an employee is obviously upset, because you think it would “get too personal” or turn into a therapy session.
  • Tell yourself “it doesn’t matter” when you get the “here’s some feedback for you” email (cc’d to your boss or other team members).

That’s not only bad advice … recent research in the field of cognitive social neuroscience (in English, how our brain works and why we do what we do) proves it’s impossible “not to feel.”

Stay tuned for what you can do instead … but meanwhile, what are your thoughts on “emotions in the workplace?”