1. MPPAW What’s Next for Leadership/Talent Development? Bob Eichinger February 16, 2016 rweichinger@outlook.com 1

2. 50 th year talent management This marks my 50 th year working in the field of talent management University of Minnesota - 3 LWFW (Consultancy) in Texas - 10 PepsiCo PepsiCo in New York - 8 Pillsbury Pillsbury in Minneapolis - 2 Lominger Lominger - 15 KornFerry KornFerry - 3 CCL CCL Adjunct - 5 Semi-retired, still doing talent management since 2009 2

3. Leaders are mostly born Sears/AT&T/CCL/Bass Competencies Derailment Action learning/Simulations 70/20/10/25 9 Box Potential Matrix PDI/DDI/CCL/SHL/Lominger/EgonZender/HayMcber/MercerDelta EQ Global Leadership Learning Agility Engagement Coaching Virtual Teams Leaders are mostly made History Of Talent and Leadership Development 3

4. Current State? requirements We know the requirements competencies We know the competencies derailers We know the derailers assessment/evaluation We know assessment/evaluation feedback/360 We know feedback/360 potential We know potential 4

5. coaching We know coaching certified We have inside/outside certified coaches We have the Successful Manager’s Handbook We have FYI: For Your Improvement We have Chief Learning Officers We know Assignmentology 5

6. So we have identified high potential achievement oriented motivated adults with infinite verified consensus developmental management and leadership needs and nearly infinite advice and counsel and resources on how to work on those needs and we have growing roles for global leadership and aspiring leaders to fill So what have they done with the advice? 6

7. Close to nothing!!! Many are called, but few are chosen We are still very short of outstanding leaders 7

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9. 100% successful What’s standing in the way of full throttle optimized 100% successful manager and leader development? Developing and deploying flawless managers and leaders!! 1.The high potential candidates do not know their needs and do not accept critical feedback 2.The candidates do not follow through on the coaching and developmental advice and counsel 9

10. Einstein insanity Einstein - The height of insanity is doing the same thing over and over again and expecting something different. Dr. Phil Dr. Phil - If you keep doing what you’ve been doing, you’re going to keep getting what you’ve been getting. 10

11. If you don’t change anything, nothing will change 11

12. Next BIG things are: 1.help people have more accurate insights into their own and other’s behavior and 2.to be able to change and grow in line with their developmental needs and lofty leadership goals. 12

13. Neuroscience and Effective Leadership NeuroLeadership 13

14. from the outside inside Until very recently, we have been mostly studying manager and leader success and failure from the outside, observing their behavior and trying to deduce what was going on inside. 14

15. During the last decade, we have begun to see the study of what is really going on inside the brain, in order to figure why executives (and all people) do what they do. Especially what’s happening when they are not doing what we want or think they should be doing or even what “they” want. We are also learning how we can help them change and become more effective. 15

16. useful It’s useful to know how the machine braininside outside (the brain) inside works that runs everything we see on the outside 16

17. What do we know so far that might be helpful for talent and leadership development? 5% 17

18. The Existential Brain Design Questions What’s the purpose of the brain? What’s its function? What is it designed to do? Why? 18

19. brain’s purpose keep you alive replicate your genesEvery moment, your brain decides if anything in the world around you is dangerous or helpful or neutral. Sensing any danger can bring about drastic changes in how you think and what you do. Automatic responses to dangers or rewards are thought of generally as emotions. Your ability to regulate emotions instead of being at the mercy of them is central to being effective. The brain’s purpose is to keep you alive in order to replicate your genes. Every moment, your brain decides if anything in the world around you is dangerous or helpful or neutral. Sensing any danger can bring about drastic changes in how you think and what you do. Automatic responses to dangers or rewards are thought of generally as emotions. Your ability to regulate emotions instead of being at the mercy of them is central to being effective. David Rock, Your Brain at Work, Harper, 2009 19

20. biological replication by the fittest The brain is a neural computer, designed and fitted by natural selection with skills like computational algorithms and reasoning and problem solving skills related to managing our environment of plants, animals, objects, people and artifacts. It is driven by goal states that best served biological replication by the fittest of our ancestors in seeking food, sex, safety, parenthood, friendship, status and knowledge. That same toolbox is capable of doing other things in its down time like ART and MUSIC and being altruistic and other activities that are of dubious adaptive value David Rock, How the Mind Works, Norton 20

21. Design: The Limbic System 21

22. Design Specifications? Detection of and reaction to threat & Efficiency in carrying out that role 22

23. Why would X behavior exist? Why would it have developed? To accomplish what? 23

24. Physiological Air, Food, Water, Sex, Sleep, Shelter, Excretion, Homeostasis Safety and Survival Resources, Defenses, Health Love and Belonging Relationships, Family, Intimacy Self-Esteem Status, Respect Self Actualization Maslow’s Hierarchy of Needs 24

25. Design: The PFC – Pre-Frontal Cortex 25

26. PFC - Frontal lobes are located in front!!!, are the largest of the lobes, the most prone to injury and are responsible for minor things like: PFC - Frontal lobes are located in front!!!, are the largest of the lobes (50% of the volume of the cerebral hemispheres), the most prone to injury and are responsible for minor things like:Consciousness?Planning Problem Solving Executive/Impulse Control OrganizingMemory Decision Making AttentionFocusThinkingPersonalityEmotions Left lobe – speech and language Memories of social encounters Right lobe – concepts, abstractions, vision, creativity Nothing Very Important! 26

27. An Interesting Seesaw Thinking Skills Limbic System Emotions 27

28. An Interesting Seesaw Thinking Skills Limbic System Zone 28

29. Beneath the Surface the limbic system … is the powerhouse of the brain – the generator of the appetites, urges, emotions and needs that drive most of our behaviour. Our conscience thoughts are mere interpreters and moderators of the biologically necessary forces from this unconscious underworld … where our conscious processes pull in an opposite direction to emotions, the latter is designed by the neural circuitry in our brains to exert the stronger force. … the limbic system … is the powerhouse of the brain – the generator of the appetites, urges, emotions and needs that drive most of our behaviour. Our conscience thoughts are mere interpreters and moderators of the biologically necessary forces from this unconscious underworld … where our conscious processes pull in an opposite direction to emotions, the latter is designed by the neural circuitry in our brains to exert the stronger force. Rita Carter, Mapping the Mind, University of California Press, 2010 29

30. Tracks potential threats in thoughts, objects, people and events – real or imagined – from Inside or Outside Tracks potential threats in thoughts, objects, people and events – real or imagined – from Inside or Outside Works on it’s own Works on it’s own, free of awareness on your part,.5 seconds ahead of awareness, very hypervigilant, more wrong than right 30

31. mistakes When the limbic system is activated, it can make connection mistakes, makes links that are not there low resolution system The limbic system is a low resolution system, doesn’t “see” details it accepts too many marginal connections It asks the hippocampus to go into the data warehouse and retrieve things that look and sound the same – it accepts too many marginal connections allostatic (stress) load As your allostatic (stress) load increases, cortisol and norepinephrine increase and lowers your threshold for additional threats = again see more danger where there is none 31

32. The brain is a predictive calculating computer and prefers certainty to uncertainty and ambiguity Uncertainty and ambiguity puts the limbic system on alert Uncertainty and ambiguity puts the limbic system on alert Anything new, innovative or different puts the limbic system on alert and takes more energy Anything new, innovative or different puts the limbic system on alert and takes more energy 32

33. Status Certainty Autonomy Relatedness Fairness TowardsRewards AwayThreats The SCARF® Trigger Model What triggers the limbic reaction? David Rock, Your Brain at Work, Harper, 2009 33

34. Power Stressors (allostatic load) evaluated 1.Being seen and evaluated by others in a work setting evaluated 2.Being seen and evaluated by others in a social setting 3.Rejection 4.Unfairness ambiguity 5.Dealing with ambiguity and uncertainty 6.Having to deliver measurable results under time and resource pressure Chronic Power Stress Reaction Result = Chronic Power Stress Reaction Boyatzis, Smith and Blaise (2006) David Rock (2009) 34

35. Growth Mindset Optimism/Pessimism Threat Desensitization Reframing Use it or lose it Use it and change it! 35

36. 40-80% of what anyone does is automatic and not influenced by new thinking or problem solving Thinking Fast and Slow, Daniel Kahneman, 2011 On Second Thought, Wray Herbert, 2010 Automaticity 36

37. Your brain has an built-in autopilot! And it can program and run itself! 37

38. Habituation Embedded Routines HeuristicsAutomaticity Cruse Control/Auto Pilot 38

39. Heuristics – the Brain on Auto Pilot/Cruise Control/ Embedded Routines The brain faces thousands of issues and decisions everyday If the brain had to stop and apply from scratch white board reasoning and logic and experience and learned skills to each of those, life would stop What the brain does is create shortcuts (heuristics) that execute a set of sequenced stored automatic behaviors to do the task Creates automatic responses to common situations Takes 4-7 repetitions to form a beginning heuristic Examples are driving, swimming and riding a bicycle Everyone has 100’s of heuristics that can block effectiveness To change, you have to form stronger brain circuits to override existing ones and/or create better ones On Second Thought, Wray Herbert, Crown, 2010 39

40. Autopilot – the Basal Ganglia – Embedded Routines The brain is lazy! efficient It has a need to be efficient! Left to it’s own, the brain would like to make everything we do automatic so it doesn’t have to think (PFC) to act. It thinks the PFC is too slow! P300 and P500 About 40 - 80% of what people do each day are embedded habits 40

41. Working Memory 41

42. Working Memory - Design Flaw? 42

43. Your working awareness (memory) Your capacity for holding something in your mind to work on is surprisingly limited The maximum “chunks” or elements of data you can focus your awareness on at any one moment of time is about 7, some argue it’s smaller – most likely 4 – so maybe 4-7 The number of chunks limit coming from memory is higher than the number of new made up chunks – it’s harder for the brain to work on things that are new and different – takes more energy The more chunks you try to focus on, the less accurate the memories will be - Multitasking decreases performance - Think distracted driving WMC – Working Memory Capacity is variable in people WMC is been significantly related to talent and potential 43

44. A Supercomputer Inside An Infinite World Outside Working Memory 4-7 channels Choke Point Noise 44

45. What clogs up working memory? Going Limbic Embedded Routines Allostatic Load (Worries) and King TUT 45

46. King TUT (Task Unrelated Thoughts) King TUT (Task Unrelated Thoughts) The more things on your mind, especially non- essential things and the more you are trying to do at once, the lower your performance will be The more things on your mind, especially non- essential things and the more you are trying to do at once, the lower your performance will be Allostatic load (stress) decreases the effectiveness of thinking – takes up working memeory allostatic load basal ganglia embedded routines Under allostatic load, the brain switches to the basal ganglia which is the auto pilot, the cruise control, the holder of the repetitive embedded routines – less thinking allowed 46

47. So what gets in the way of being intellectually more effective (clean unbiased use of your PFC) and being a better executive manager leader? Brain Design - Limbic System Activation Nonaligned Embedded Routines King TUT and Allostatic Load Motivated Memories Limits of Working Memory Multitasking 47

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49. Myself ME How I seeHow You see 49

50. How I see ME How YOU see ME Well documented GAP 50

51. How I see ME = an idealized overly positive incomplete and inaccurate self view – partial view How YOU see Me = ME + limbic reactions, flawed memories, embedded routines, self delusions – whole brain and whole person 51

52. Awareness Autopilot 52

53. So, what can we do? 53

54. Brain coaching/management goals Clear working memory Resist uncalled for limbic reactions Resist unaligned embedded routines Correct faulty memory and motivated reasoning Gain more control over your reward center Develop the patient pause Help leaders and managers be in the zone 54

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58. Many definitions without judgment more effective choices greater voluntary control calmness clarity … a moment to moment awareness of the totality of one’s experience without judgment leading to more effective choices – a focus on attention and awareness in order to bring mental processes under greater voluntary control and thereby fostering better general mental well being and the development of better specific capacities for coping and adjusting like calmness under pressure, clarity of thought and focused concentration on what’s really important 58

59. 1. Delay of gratification 2. Delay of action or reaction 3. Delay of acting long enough to consider whether the action is the best available at this moment 4. Being totally aware and totally in control of your perceptions, problem solving, actions and reactions 59

60. Mindfulness What are the benefits of Mindfulness? Daphne Davis and Jeffrey Hayes in Monitor on Psychology in Monitor on Psychology July/August 2012; Volume 43, Number 7 60

61. Among the many benefits of mindfulness Self control Objectivity Affect tolerance Enhanced flexibility Equanimity Improved concentration Mental Clarity Emotional Intelligence Relationship improvement Kindness Acceptance Compassion 61

62. Research based findings: Reduced rumination larger working memory more focused attention Reduced rumination leading to a larger working memory with less negative affect and less perseverative cognitive functions resulting in more focused attention and longer concentration powers (The Worry Program) Stress reduction Stress reduction leading to less negative affect, decreased anxiety and greater emotional regulation and selectivity (Allostatic Load) Increased focus Increased focus leading to better attention and the ability to suppress distracting information (TUTs) Less general emotional reactivity (Limbic (emotional) Regulation) More cognitive flexibility and openness More cognitive flexibility and openness leading to the suppression of less useful past learning (embedded routines) Increased relationship satisfaction Increased relationship satisfaction by handling conflict better and being able to share emotional information 62

63. Therapeutic Efficacy Studies Best intervention reported to be CBT (Executive Coaching?) and Mindfulness Why: Patient develops mental discipline and can better carry out (act on) advice and counsel – override the brain 63

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65. The goals of the genes, the goals of the “lower” brain and the goals of the mind are not always tightly aligned 65

66. For most people, your non – PFC brain is not your friend 66

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68. Self Talk (inner voice[s]) NarratorEvaluatorWitness 68

69. BrainTalk Management Tools Labeling/Naming Catch and Release (Don’t Engage) Catch and Release (Don’t Engage) The Big R Worry Management Tools Reject/Suppress Refocusing/Shifting Attention Reappraisal (Normalizing/Verification) Reinterpreting Reordering Repositioning Reframing Recontextualizing Coaching with the Brain in Mind, David Rock, Wily, 2009 69

70. Consider your brain to be a necessary but scheming and tricky partner in your career and life Your brain is part of you but it isn’t you Choose to manage your brain more than it manages you – resist automaticity Learn and practice mindfulness Be the CBO of your brain Learn to better use your supercomputer 70

71. So the next things we need to do is 1. help people have more accurate insights into their own and other’s behavior and 2. to be able to change and grow in line with their developmental needs and lofty leadership goals. 71

72. Coaching and developing with the brain in mind Executive Mindfulness Coaching with the Brain in Mind, David Rock, Wily, 2009 72

73. Primary Starter Reading List Thinking Fast and Slow, Kahneman, Farrar, Stauss & Giroux, 2011 Mapping the Mind, Rita Carter, University of California Press, 2010 Your Brain at Work, David Rock, Harper, 2009 The Brain: The Story of You, David Eagleman, Pantheon, 2015 The Unterthered Soul: a journey beyond yourself, Michael A. Singer, Noetic Books, 2007 73

74. There are over 100 TED and Google lectures on the brain and how the mind works Watch the PBS series – The Brain 74

75. Secondary Reading List Your Brain and Business, Srinivasan S. Pillay, FT Press, 2011 On Second Thought, Wray Herbert, Crown, 2010 How the Mind Works, Steven Pinker, Norton, 2009 Coaching with the Brain in Mind, David Rock and Linda Page, Wiley, 2009 The Power of Habit, Charles Duhigg, Random House, 2012 You are not Your Brain, Schwartz, Avery, 2011 Brain Revolution: Train Your Brain to Freedom, Gordon, 2012 Subliminal: How Your Unconscious Mind Rules Your Brain, Mlodinow, Pantheon, 2012 75

76. Mysteries of the Mind, Richard Restak, National Geographic, 2000 Brain: The Complete Mind – How is Develops, How it Works and How to Keep it Sharp, Michael S. Sweeney, National Geographic, 2009 Graphic Reading List 76

77. NeuroLeadership Institute www.neuroleadership.org www.neuroleadership.org NeuroLeadership Journal, Issues one-four, 2008-2012 77

78. The Worry Management Program Using BrainTalk to Decrease the Degrading Impact of chronic Worrying Worry Box Create a Worry Box to hold all of your worries in check © Copyright, 2016, Robert W. Eichinger, all rights reserved 78

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80. Working Memory is limited to 5-7 channels or streams or pieces or boxes or stage positions of material at a time to work on “Noise” or TUT’s (task unrelated thoughts) take up one or more of the 5-7 limited channels and decreases the quality of information handling and processing and therefore slows you down and leads to lower quality problem solving and decision making 80

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84. Worries or worrying can be good - they can alert us to possibly important stuff we need to pay attention to and solve Chronic worries are not good as it leads to an increase in allostatic load (stress) and takes up a channel or more of working memory Worries become chronic when the same worries surface repeatedly and even though you are likely to know what you need to do to address them, you don’t Chronic worries lead to fussing, fretting, anxiety, catastrophizing, allostatic load and feeling apprehensive and bad 84

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86. Common Chronic Worry Categories 1. Finances 2. Health (own and others) 3. Aging 4. Work and life stress 5. Weight management 6. Relationships (family, partners and friends) 7. Family management 8. The future 9. Ego (self) maintenance and protection 86

87. Time spent worrying 60,000 - 80,000 popups a day (thoughts including worries popping up in your awareness) 14.31 hours per week worrying 744 hours worrying a year 45, 243 hours of worry in a lifetime 1,885 days of worry in a lifetime 5.2 years of worry Around 45% of those studied admitted stress and worry had already negatively affected their health. Most people worry at home (65%), and over half of those who worried at home did so in the bedroom! When asked when their principal worry times were, 55% said between 9pm at night and 3am in the morning – the bewitching hours when your worries have the best opportunity to haunt you while sleep eludes you! 10-15% of chronic worriers develop Generalized Anxiety Disorder 87

88. Chronic prolonged worry adds to your allostatic load, which: turns up your limbic system, turns down your digestive system, turns up your emergency fight or flight system, turns down your prefrontal cortex (thinking) and increases cortisol which taxes your immune response making you more susceptible to infections and illnesses, in addition to robbing you of a good nights sleep and peace of mind 88

89. Top symptoms of chronic worry 1. Sleepless nights/insomnia 2. Lost confidence/self esteem 3. Arguments with others 4. Change in appetite 5. Poorer performance at work 6. Distance from others 7. Avoiding social events 8. Increased alcohol/drug consumption 9. Digestive issues/health issues (decreased immunity) 10. Make lower quality decisions 11. Less use of brain resources (slows you down) 12. Easily distracted 13. Depression 89

90. Lots of worries to choose from: Worried about the area I live in/ crime levels Pet's health If my dress sense is positive and working Meeting work targets or goals Whether I'm a good parent Managing career correctly A broken relationship (boss, partner, child, coworker) Whether I'll find the right partner Whether my current partner is right I need to find a new job I seem to be generally unhappy Paying rent/mortgage/debts Job security Financial/credit card debts My diet Low energy levels Worried about my savings/financial future Getting old in general 90

91. Chronic unhealthy worrying Chronic unhealthy worrying is worrying about the same 9-11 things over a long period of time and not doing anything or much to solve the challenges and problems to make the worries go away 91

92. Astonishing Observation help other people Most people can help other people solve their worries and problems but have trouble addressing their own!! 92

93. Other people Joel Other people (usually trusted friends or professional coaches, mentors or therapists or Opra!, Dr. Phil or Dr. Oz or Joel) can most of the time significantly help another person think through the action steps that would be necessary to decrease or eliminate a worry 93

94. Additional interesting observation is that even people with significant chronic personal worries themselves can help others successfully address their worries! 94

95. How many Brain Parts are there? 54? 3? How many senses? Who is YOU?/Where are you located? What’s awareness? Self talk? Internal voices (Narrator, Evaluator) Who’s listening? (Witness) Mindfulness? What brain parts run the worry program? 95

96. The Worry Management Protocol 1.Name your brain parts!!! Give a name to your worry management partners. 2.Write out your 9-11 recurring worries on 3 by 5 cards and Label your worries. 3.Record any solutions you have come up with on the other side and put them in your worry box or purse 4.Open a dialog between the Witness and your worry manager (mostly the limbic system/amygdala) 5.Make the following bargain with your worry manager 6.“I will review my worries with you periodically at a time and place certain, listen to your concerns, make any updates and edit any solutions and form an action plan and take some actions” 7.“I would appreciate it if you (worry manager) would keep your concerns to yourself at all other times” - be quiet! 96

97. catch and release 8.Practice catch and release if the worry manager surfaces worries at any other time and tell him/her/it to stand down 9.Form a worry mutual help group with 3-5 trusted people 10.Have periodic meetings (lunch/dinner) and each person offer one worry for group discussion and solution creation - record new solutions 11.Goal is to commit to an action plan to address the worry and report back to the group on what you did and how it worked 97

98. The worry group tends to be a time limited need. Most people tend to rapidly learn to manage their worries more effectively. Eventually, there would be no chronic worries to discuss!! 98

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100. BrainTalk Worry and TUT Management Tools Labeling/Naming Catch and Release (Don’t Engage) Catch and Release (Don’t Engage) The Big R Worry Management Tools Reject/Suppress Refocusing/Shifting Attention Reappraisal (Normalizing/Varification) Reinterpreting Reordering Repositioning Reframing Recontextualizing Coaching with the Brain in Mind, David Rock, Wily, 2009 100

101. eliminate Goal is to decrease (even possibly eliminate) the harmful impact of chronic worries causing noise in your working memory and contributing to allostatic load which decreases quality of thinking 101

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103. The longer term goal once you have your current worries managed is to work hard to solve new worries as they inevitably arise for your entire life. First, is it real? Is it important? Is it worth paying attention to? Can you debate it away? If not: What is the worry? What are the possible solutions? Check with your worry support group? Pick a solution. Just do it. Form an action plan. Do something, even small to begin to address the worry. 103

104. Clear your throat! 104