Tolong buatkan ringkasan secara singkat dan jelas The discover-defend axis Ros is one of the most senior leaders in the UK’s state-run healthcare system. She ov
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Tolong buatkan ringkasan secara singkat dan jelas
The discover-defend axis
Ros is one of the most senior leaders in the UK’s state-run healthcare system. She oversees the complex web of relationships between the system’s many payers and providers and ensures that the interactions between the two help rather than hinder improvements in patient care. Budgets are tight and the outcomes of her team’s work are often subject to scrutiny by politicians and the media. So Ros has to help her colleagues stay energized and on their game as they pursue their noble goals, even when the going gets tough. Resilience is key.
The problem is, our brain is constantly looking for threats to fend off or rewards worth pursuing. When we’re more focused on threats than rewards, we’re in defensive mode. Our brain diverts some of its scarce mental energy into launching a ‘fight’, ‘flight,’ or ‘freeze’ response, and as those instinctive responses unfold—looking more like ‘snap, sulk, or skulk’ in the workplace—brain scans show less activity in the parts of the brain known as the prefrontal cortex. To put it another way: some of our more emotionally sophisticated neural machinery has gone offline.
This matters, because it takes surprisingly little to put someone’s brain into defensive mode—anything threatening a person’s self-worth, even the smallest social slight. This can create vicious circles in the workplace when, for example, people feel daunted from the start, triggering an instinctive defensive reaction that makes it harder for them to solve the problem at hand.
But then there’s discovery mode, where people’s brains are focused on the potential rewards in a situation—for instance, a feeling of belonging or social recognition, or the thrill of learning new things. If leaders can foster a rewarding environment even amid the most difficult situations, it’s likely that they can dampen that primal feeling of being under threat just enough to nudge people out of defensive mode and back into top form.
Ros has put this insight at the heart of her leadership style. First, she creates a positive frame for difficult tasks or discussions. “We’ve got a huge project where 95 percent of it is going fine, but three things aren’t going so well,” she says. “We’re getting a lot of questions about those three things, and I can see my team tensing up whenever we talk about them. So now I always begin our meetings by talking about what we’ve done well. And you can see how it calms everyone down and helps people think more clearly.” She’s keen to emphasize that “it’s not about trying to spin or gloss over the problems. But beginning with what’s working well puts everyone in a more open frame of mind, meaning we can look at what’s not working without people getting defensive.”
By focusing on something positive before getting into the tough stuff, leaders can help people stay in high-performance discovery mode. It doesn’t take much. Research found that when volunteers were given a puzzle where they had to navigate a little mouse out of a maze, all it took to lift their performance by 50 percent was seeing a picture of some cheese next to the exit instead of a menacing owl. In a meeting, the metaphorical “cheese” can even be as simple as discussing the ideal outcome everyone’s shooting for, before talking about the steps to get there.
Ros also reinforces her team’s feelings of autonomy and competence—two things that feel highly rewarding for the average brain. Usually, when a colleague has an issue, leaders help by offering advice or direction. But that can backfire, because a well-intentioned “have you tried this/that . . .” can be subconsciously interpreted as a judgment, as in: “why haven’t you tried this/that?” And this mild cognitive threat can be enough to constrain the deliberate system and make people less creative in their own thinking. The alternative: create space for people to do their own best quality thinking. Ros uses the “extreme listening” technique. She asks someone what they want to think through, and lets them talk without interrupting or making suggestions. Sounds simple, but Ros says it’s rare enough to feel a little strange initially.
She describes the first time she used it with her deputy, Alex. “He had an issue he wanted to talk about” and “I actually explicitly told him the ‘rule’ I was following. I nodded, encouraged him, and asked ‘what else?,’ when he flagged. Within five minutes, he’d literally solved the whole thing himself. We both laughed so hard. It absolutely worked.” Alex went on to use the technique with his colleagues, too, and now it’s a team habit. Ros is clear on the lesson for leaders: helping colleagues feel capable of handling matters on their own “is one of the greatest gifts you can give someone,” providing a great boost to their resilience and confidence.
The discover-defend axis
Ros is one of the most senior leaders in the UK’s state-run healthcare system. She oversees the complex web of relationships between the system’s many payers and providers and ensures that the interactions between the two help rather than hinder improvements in patient care. Budgets are tight and the outcomes of her team’s work are often subject to scrutiny by politicians and the media. So Ros has to help her colleagues stay energized and on their game as they pursue their noble goals, even when the going gets tough. Resilience is key.
The problem is, our brain is constantly looking for threats to fend off or rewards worth pursuing. When we’re more focused on threats than rewards, we’re in defensive mode. Our brain diverts some of its scarce mental energy into launching a ‘fight’, ‘flight,’ or ‘freeze’ response, and as those instinctive responses unfold—looking more like ‘snap, sulk, or skulk’ in the workplace—brain scans show less activity in the parts of the brain known as the prefrontal cortex. To put it another way: some of our more emotionally sophisticated neural machinery has gone offline.
This matters, because it takes surprisingly little to put someone’s brain into defensive mode—anything threatening a person’s self-worth, even the smallest social slight. This can create vicious circles in the workplace when, for example, people feel daunted from the start, triggering an instinctive defensive reaction that makes it harder for them to solve the problem at hand.
But then there’s discovery mode, where people’s brains are focused on the potential rewards in a situation—for instance, a feeling of belonging or social recognition, or the thrill of learning new things. If leaders can foster a rewarding environment even amid the most difficult situations, it’s likely that they can dampen that primal feeling of being under threat just enough to nudge people out of defensive mode and back into top form.
Ros has put this insight at the heart of her leadership style. First, she creates a positive frame for difficult tasks or discussions. “We’ve got a huge project where 95 percent of it is going fine, but three things aren’t going so well,” she says. “We’re getting a lot of questions about those three things, and I can see my team tensing up whenever we talk about them. So now I always begin our meetings by talking about what we’ve done well. And you can see how it calms everyone down and helps people think more clearly.” She’s keen to emphasize that “it’s not about trying to spin or gloss over the problems. But beginning with what’s working well puts everyone in a more open frame of mind, meaning we can look at what’s not working without people getting defensive.”
By focusing on something positive before getting into the tough stuff, leaders can help people stay in high-performance discovery mode. It doesn’t take much. Research found that when volunteers were given a puzzle where they had to navigate a little mouse out of a maze, all it took to lift their performance by 50 percent was seeing a picture of some cheese next to the exit instead of a menacing owl. In a meeting, the metaphorical “cheese” can even be as simple as discussing the ideal outcome everyone’s shooting for, before talking about the steps to get there.
Ros also reinforces her team’s feelings of autonomy and competence—two things that feel highly rewarding for the average brain. Usually, when a colleague has an issue, leaders help by offering advice or direction. But that can backfire, because a well-intentioned “have you tried this/that . . .” can be subconsciously interpreted as a judgment, as in: “why haven’t you tried this/that?” And this mild cognitive threat can be enough to constrain the deliberate system and make people less creative in their own thinking. The alternative: create space for people to do their own best quality thinking. Ros uses the “extreme listening” technique. She asks someone what they want to think through, and lets them talk without interrupting or making suggestions. Sounds simple, but Ros says it’s rare enough to feel a little strange initially.
She describes the first time she used it with her deputy, Alex. “He had an issue he wanted to talk about” and “I actually explicitly told him the ‘rule’ I was following. I nodded, encouraged him, and asked ‘what else?,’ when he flagged. Within five minutes, he’d literally solved the whole thing himself. We both laughed so hard. It absolutely worked.” Alex went on to use the technique with his colleagues, too, and now it’s a team habit. Ros is clear on the lesson for leaders: helping colleagues feel capable of handling matters on their own “is one of the greatest gifts you can give someone,” providing a great boost to their resilience and confidence.
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Ros colleagues too solved Alex laughed so hard