asked to do and not offering their own perspectives, skills or initiative, promotes employee disengagement.


By developing our critical reasoning skills, trust is deepened and we come to appreciate the mature characteristics of trusting people. Reasoning around the positive negative states helps us to lean into conversations and relate solutions to problems. We gravitate to people who have similar levels of trust and emotional intelligence (Ei) because they challenge our understanding. Our intuition centres our instincts - our second nature, common sense, and gut feeling - to place minds firmly in the present. An estimated 75 to 90 percent of all doctor visits are for stress-related issues1


.


Relegating our left brain thinking to embrace our right brain feeling instincts and reasoning, requires a positive transformation or change in mindset - from accumulating knowledge to sharing knowledge. We are protective of our ego allowing us to climb, achieve and perform. But this may not serve us well later in life when the ego may mask the development of our wisdom beyond our comfort zone. When we allow ourselves to be in the moment and share our environment, by relaxing our ego, we learn to adapt our more spontaneous, intuitive reasoning skills for decision making. Developing our feeling versus thinking behaviours broadens our right brain capability so we are more socially aware, and not so restrained by logic and judgement. A strong analytical mind will support our transcendent predictive right mind when freed to work.


The trend for businesses to move to self-supporting agile teams to represent employee interests, their likes over dislikes, are how employees can play to their strengths, build confidence and a stronger identity. Inclusive, self-directed teams allow employees to better present arguments, analyse and learn logical decision making. Once self-confident, aspiring managers can then focus their awareness more on opportunity - they no longer need to pass judgements to manage their esteem. Understanding our dislikes releases the limitations and distractions in our minds. Learn to follow your passion and lead with your


heart. Being introspective, dropping your guard, daring to be different, giving yourself permission to be confident and imperfect, while learning to be more sharing, centred, empathetic and instinctive, will allow you to be authentic. Being your unique whole self encourages creative perspectives. Self aware managers understand the need for employees to play to their strengths and will empower employees to do what they were employed for.


Driven by the imperative to adapt to a ‘whiplash’ of climate change, where only grass did well, our ancestors learned to cooperate and innovate to support the hunting and fostering of large grazing animals


Research on passion suggests we need to understand three key things: 1: Passion is something to be explored and developed, not expected; 2: Constantly challenge your passion, as it can wane over time; and 3: Passion may lead us astray, and it is therefore important to recognise its limits. People who understand what their intuition or hearts are telling them are more purpose driven and goal oriented. Your understanding becomes spontaneous and intrinsic. Rather than simply “focusing on what you love” to seek enjoyment and what makes you happy, “focus on what you care about” to align your passion with your values and the impact you want to have. Being too logical and detailed limits your awareness. What supported our leap in intelligence was the ability to adapt and cooperate to collectively achieve strategic outcomes. Rapid physiological change developed our respect for life preservation and our future success as


a species. William H. Calvin argued in A Brain for All Seasons that cycles of cool, crash and burn powered the enormous increase in brain size and complexity in human beings. Driven by the imperative to adapt, within a generation to ‘whiplash’ climate changes where only grass did well, our ancestors learned to cooperate and innovate to support the hunting and fostering of large grazing animals. The planning and cultivation of the environment promoted a vastly different set of characteristics to transform human intelligence. Eventually this increased intelligence has also helped us to survive as evolving capability anticipated and planned for changing climactic conditions. Social purpose, caring and guardianship play a role in extending our leadership awareness and capability. We may have evolved our physiological form, but we are born with a blank canvass. Our potential depends on our environment and willingness to extend ourselves.


Self-aware (Ei) people, recognise the associations between the things they feel and how to behave. Knowing how you react and behave helps you to learn more effectively and be better managers. Being grateful for life’s bounty and diversity helps fuel our awareness. Freeing the mind of complexity helps us to apply our capability automatically - it’s the doing rather than the knowing. Listening to your body and trusting your instincts and capability builds trust in who you are, and you can more easily learn to trust others knowing how they operate. When you understand your environment and know who you are, you are more relaxed, and your instincts become more about trust than protecting your esteem. Understanding your inner voice allows you to better regulate and manage stress to release the noise, distractions, self- doubt and negative self-talk. The positive, centred, present state enables a growth mindset. A growth mindset allows us to go back and challenge our weaknesses or any failed learning stages as represented in the DiSC behavioural framework: 1. Dominance, 2. Compliance, 3. Supporter and 4. Influencer. These stages are mapped to the Myers Brigs behavioural profiles - every behaviour has a purpose for learning.


DECEMBER 2019 | thehrdirector | 17


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