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The Impact of Brain Science on Leadership, Beauty and Spa

© SuperSmartHealth® 2014

Daniel Friedland, MD President & CEO SuperSmartHealth

Connecting the Dots

Profit Engaged

Employees

Conscious

Leadership

Client

Experience

What will cause the next crisis?

“Systemic connectivity” is the name of the game

Global Risk Network –

WEF 2013 (INREV –

Lisbon, June 2014)

© 2014Thierry Malleret

VUCA

“The best way to

predict the future

is to invent it”

Qualities of High Performance Leaders

Qualities of Low Performance Leaders

Low Performance

Leadership

High Performance

Leadership

Your Brain and Leadership

Reactivity

Fight & Flight

Creativity Fulfillment

Neuroleadership

Neuroaesthetics

What is Beauty?

Attribution:

Tom Sulcer

Attribution:

José-Manuel Benito Álvarez

Attribution: Steve Lipofsky

Attribution:

Jason Hise

and Wikipedia

The Beauty of Fractals: The Torus

Attribution:

Krzysztof Mizera

vs

$5 $45

The Attraction of Sex and Money

http://phys.org/news205144723.html#jCp Credit: © Sescousse / Dreher

Sescousse G, Redouté J, Dreher JC. The architecture of reward value coding in

the human orbitofrontal cortex. J Neurosci. 2010 Sep 29;30(39):13095-104.

Plassmann H et al. PNAS 2008;105:1050-1054

©2008 by National Academy of Sciences

The Beauty of a “More Expensive” Wine

Shared Brain Activity for Beauty and Good

Tsukiura T, Cabeza R. Shared brain activity for aesthetic and moral judgments: implications

for the Beauty-is-Good stereotype. Soc Cogn Affect Neurosci. 2011Jan;6(1):138-48.

http://en.wikipedia.org/wiki/Orbitofrontal_cortex

The OFC: Some of What We Know

• Beauty and Good

• Decisions (Reward/Pain)

• Depression/Stress

• Emotional Regulation

• Emotional Contagion

http://www.megamonalisa.com/mona-chard/

Artist: Unknown

http://commons.wikimedia.org/

Artist: Leonardo da Vinci

Autonomic Nervous System

http://www.megamonalisa.com/mona-chard/

Artist: Unknown

http://commons.wikimedia.org/

Artist: Leonardo da Vinci

Mirror Neurons

Evolution of Neonatal Imitation. Gross L, PLoS Biology Vol. 4/9/2006, e3

Fight

Flight Trigger

1 2

Fight

Flight Trigger

Give Receive

1 2

Give Receive

Cycle of

Reactivity

Cycle of

Creativity

Emotional Contagion

Low Performance

Leadership

Actively Disengaged

Employees

Cost

Actively Engaged

Employees

Benefit

High Performance

Leadership

Reactivity

Fight & Flight

Creativity Fulfillment

The Importance of Leadership

The Benefit of

Actively Engaged Employees

Employee Engagement. What’s Your Engagement Ratio?

http://www.gallup.com/strategicconsulting/121535/Employee-Engagement-Overview-Brochure.aspx

• Absenteeism 40%

• Turnover 25-50%

• Safety Incidents 49%

• Quality Defects 60%

• Customer Satisfaction 12%

• Productivity 18%

• Profitability 16%

Difference between top and bottom quartile of employee engagement:

State of the American Workplace

http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx

2.6:1 Actively Engaged: Actively Disengaged

2% LOWER EPS than Competition

9.3:1 Actively Engaged: Actively Disengaged

147% HIGHER EPS than Competition

The Cost and Benefit of Actively

Disengaged and Engaged Employees

Low Performance

Leadership

Actively Disengaged

Employees

Cost

Actively Engaged

Employees

Benefit

High Performance

Leadership

Reactivity

Fight & Flight

Creativity Fulfillment

How Do You Shift?

SAFETY

BELONGING

SELF-ESTEEM

SA

Boot Camp for Your Brain

A practice of paying attention with a sense of

openness, curiosity, acceptance, and compassion,

of whatever is arising in the present moment

Recognize and

Take the Edge

Off Reactivity

Reactivity

Fight & Flight

Creativity Fulfillment

1

The 4 in 4 Framework™

The 4 in 4 Framework™

1. Physical Sensations

2. Feelings

3. Thoughts

4. Behaviors

Recognize and

Take the Edge

Off Reactivity

1

The 4 in 4 Framework™

Recognize and

Take the Edge

Off Reactivity

1

Is it doing more harm than good? If so:

1) Pause – 3 breaths and/or exit

2) Assess hunger, thirst and fatigue

3) “Name it to tame it!”

4) Consider best response

Recognize and

Take the Edge

Off Reactivity

Reactivity

Fight & Flight

Creativity Fulfillment

1

The 4 in 4 Framework™

Reappraise the

Triggers of Stress

and Self-Doubt

2

The 4 in 4 Framework™

Reappraise the

Triggers of Stress

and Self-Doubt

2

Appraise Reappraise

1) What happened (just the facts)?

2) What is my belief about what

happened?

3) Is my belief true or what is the

evidence this should be so?

4) How could I view this differently?

Adapted from Albert Ellis et al. Rational Emotive Behavior Therapy. Amer Psychological Assn; 3 edition 2011.

Recognize and

Take the Edge

Off Reactivity

Reactivity

Fight & Flight

Creativity Fulfillment

1

The 4 in 4 Framework™

Reappraise the

Triggers of Stress

and Self-Doubt

2

Cultivate Creativity

By Reflecting on

What’s Truly Important Learning

Connecting

Expressing Potential

Being of Service

Creating Opportunity

Experiencing Significance

Leaving a Legacy

3

The 4 in 4 Framework™

VSIR Process

Implementation

Results

Strategy

Vision

Cultivate Creativity

By Reflecting on

What’s Truly Important

3

The 4 in 4 Framework™

Cultivate Creativity

By Reflecting on

What’s Truly Important

3

Health Relationships Work

Recognize and

Take the Edge

Off Reactivity

Reactivity

Fight & Flight

Creativity Fulfillment

1

The 4 in 4 Framework™

Reappraise the

Triggers of Stress

and Self-Doubt

2

Cultivate Creativity

By Reflecting on

What’s Truly Important Learning

Connecting

Expressing Potential

Being of Service

Creating Opportunity

Experiencing Significance

Leaving a Legacy

3 4

Make the Turn into

What’s Truly Important

The 4 in 4 Framework™

4

Make the Turn into

What’s Truly Important

1

3

Find

Frame

Apply

Evaluate

1

3

2 4

Cultivate Creativity

By Reflecting on

What’s Truly Important

Reappraise the

Triggers of Stress

and Self-Doubt

Recognize and

Take the Edge

Off Reactivity

Reactivity

Fight & Flight

Creativity Fulfillment

Learning

Connecting

Expressing Potential

Being of Service

Creating Opportunity

Experiencing Significance

Leaving a Legacy

Frame

1

2

3

4

Apply

Evaluate

Find

2

3 4 Make the Turn into

What’s Truly Important

1

The 4 in 4 Framework™

Low Performance

Leadership

Actively Disengaged

Employees

- Client Experience

Actively Engaged

Employees

+ Client Experience

High Performance

Leadership

The Brain Science of Leadership and Beauty

Reactivity

Fight & Flight

Creativity Fulfillment

Engaged

Employees

Conscious

Leadershi

p

Client

Experience

Engaged

Employees

Conscious

Leadershi

p

Client

Experience

Engaged

Employees

Conscious

Leadershi

p

Client

Experience

Thank You!

Daniel Friedland, MD daniel@supersmarthealth.com 858.481.2393