The brain relies on three essential processes:

Attention: the ability to focus on relevant stimuli, and block out what is not relevant: "Pay attention!"

Inhibition: the ability to "not do" certain actions that could be distracting, irrelevant, or even destructive:
"Don‘t do that!"

Working Memory: the ability to retain and access relevant information for reasoning, decision making, and taking future actions: "Remember and build on relevant information."


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If leadership is operating in a way that makes any of those brain functions unable to perform, or creates a team or culture in which they cannot work, results will be weakened and the vision damaged.


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As neuroscientists have shown in recent years, the very best leadership skills are rooted in how people think, in how our brains are constructed and how they operate.


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When I started my organization, no one told me that half of my energy would be spent actually building and lead-ing it and the other half, or even more, would be spent protecting and defending it against all of the things other people wanted it to be.

It takes a ferocious amount of spinal fortitude to not end up making a crappy mix of your vision and endless bits and scraps from others who didn‘t have the cojones to start something themselves.


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In the end, as a leader, you are always going to get acombination of two things: what you create and what you allow.


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