While all of these responses and approaches are useful to a point, any real whole-system change that is both sustainable and wise requires leaders who are authentically connected deeply within Otherwise the response is a call for an increase in leadership itself and a subsequent pursuit of new leadership models that hopefully happen to catch the interest of the organization’s senior managers. The typical organizational response to these and other frequent issues is to call for a ‘step change’ in the forms of ‘innovation’ (in strategy product or service) or ‘transformation’ (business, culture or Brand relevance and having a compelling and authentic brand story.Maintaining market and community relevance.It’s about the leader themselves and their ability to emerge new levels of consciousness and wisdom in their decision-making.ĭespite the abundant variety of leadership models available today, persistent issues still remain common to many organizations such as: This new form is not about a particular leadership style or ‘type’ of leadership. Not a new approach to leadership, but a new form. What is required is a new form of leadership. New strategies developed and executed from conditioned ways of being and thinking predictably end up back in status quo. The complex issues and adaptive challenges facing organizations today require a far more generative response than simply devising innovative strategies and new business models. The Three Brains of Leadership – harnessing the wisdom of the head, heart and gut brains for generative and adaptive leadership A new field of leadership development is emerging, known as mBIT (multiple brain integration techniques) and it provides organizational leaders with practical methods for aligning and integrating their head, heart and gut brains for increased levels of emergent wisdom in their decision-making, and for developing an expanded core identity as an authentic leader. In the increasingly complex and volatile social and business environments that organizations operate in, leaders who are unable to tap into and harness the full intuitive and innate intelligence of their multiple brains (head, heart and gut brains aligned together) are at a distinct disadvantage. Combining these Neuroscience findings with behavioral modeling research conducted by the authors, a number of key insights have been found about the roles of the heart and gut brains for adaptive and generative leadership. Recent Neuroscience findings have uncovered that we have complex and functional neural networks – or ‘brains’- in our heart and gut, giving scientific credence to the growing body of leadership literature showing how the world’s best companies are guided by leaders who can tap into the intelligence of their head, heart and guts.
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