Left and Right Brain: Creativity and Logical thinking

One of the things I have learned during my career is the need to develop synergy between both hemispheres of the brain. In order to be truly effective, we need to use the logical and analytical left side of our brain without neglecting the creative and intuitive right side of the brain.

Most analytical, logical, and rational thought takes place in the left hemisphere, where the tasks for well reasoned arguments take place. That may be the reason most people prefer to hold their phones against their right ear. The right ear connects directly to the left side of the brain - the side that processes language and analytical thought.

In today’s work environment, I find the right side of the brain is not used nearly enough. The right hemisphere is where our brains focus on the big picture. It is where we are creative and intuitive. In order to gain a competitive edge, especially in the realm of international business, we need to be able to draw on the resources of our whole brain – creativity and intuition to find the possible solutions and alternatives to a problem and logical and analytical reasoning to implement the solution.

In the world of organizations and business, the logical thinkers who tend to concentrate on data and details often dominate. In my consulting work, I find many teams where not one team-member is right-brain dominant. In part the reason for this is that the detail oriented logical thinkers find it hard to recruit personalities different to their own. The result of such self-selection is quite predictable – the team gets lost in data, details and processes, struggling to see the big picture.

During my career (see my memoir "Driving Straight on Crooked Lines"), I think I was able to develop synergy between both halves of my brain.  My boss, for many years, was a logical thinker who focused on detail. He didn’t spend a lot of energy on feelings – but he always seemed to manage to stay in touch with his intuitive side. He trained us to see the big picture, to seek creative solutions and then focus on process and implementation. Like so many corporate and organizational types, I tended to be a data-focused logical thinker and the organization I was with became quite left-brain dominant. The how of getting things done tended to be more important than the why.  As a result, we tended to focus on a rational approach to life and spirituality with a decided bias towards action. On the positive side, that is one of the reasons we got so much support from powerful business people – we knew how to get things done and we spoke the action oriented language of business.

Our bias toward action was tempered with an intense dedication to prayer – although our prayer life too tended to be structured and regimented. That approach probably worked best for our dominant personality type. A solid prayer life does help one keep in touch with the creative and intuitive side of the brain. I have since learned that optimism is probably the most important emotional asset in business. There’s nothing like a good prayer life to cultivate optimism.

As part of our prayer life, I would have to include the enormously healing, holistic effect of Gregorian chant.  The French doctor Alfred Tomatis pioneered research on the neurophysiologic effects of chant on the minds and bodies of its singers and listeners. According to his theory, there are two kinds of sound: "discharge" sounds (those that tire, fatigue and drain the listener) and "charge" sounds (those that give energy and health). According to Dr. Tomatis, Gregorian chant may be the most potent "charge" sound to promote strength and vitality. Unlike other types of music, the rhythm of the chant is based on the breathing of the participants rather than on a mathematically calculated beat. Just try listening to a small amount of it each day, or better still, chanting some of the traditional melodies, and you will quickly notice how calming it is as you get in touch with your intuitive and creative side.

I am thankful that most of us analytical types got to spend a balanced amount of time on creativity-enhancing exercises. A solid physical exercise regime helped us manage stress; we all spent a lot of time on writing, metaphysics and brainstorming. We listened to well selected classical music and had ample time for silent meditation.  I think the positive result of all of the above, for me, is that I learned to be in touch with both hemispheres of my brain. As I wrote at the beginning, this is not a skill I come across often in the corporate, technically oriented world I live in.  Did I learn anything usefulfor the oft-maligned creative types? Yes. My creatively inclined confreres got in touch with their logical left-brain processes by playing dominoes and chess, studying scholastic philosophy, developing plans and budgets and adhering to the strict schedules that marked our life in community.

Damian Thompson reveals unexpected turmoil, confusion and poor organization behind the scenes in the preparations for Pope Benedict XVI’s keenly awaited visit to Britain. He claims the trip has been hijacked by a Blairite cadre.

Benedict XVI’s visit to Britain was always intended to be on a smaller scale than that of John Paul II in 1982. But the diplomatic, political and logistical problems associated with it are far greater. For various diplomatic reasons, the last Pope came to Britain on a private visit: Benedict XVI is doing so as a head of state. Accordingly, the British government will pay for aspects of his visit that are not specifically Catholic. A draft itinerary of his visit, seen by The Spectator, includes an audience with the Queen at Holyrood House, Edinburgh, and an 8.15 p.m. state banquet in his honour hosted by the Prime Minister at Lancaster House — which, bizarrely, the Pope is not expected to attend, presumably because, at 83, he might find it exhausting.

The Papal visit also coincides with much public indignation at the Church’s role in protecting paedophile priests. The authors Richard Dawkins and Christopher Hitchens would like to see the Pope arrested for his role in covering up the abuse. There has also been resentment over the £7 million of taxpayers’ money that will pay for the visit — but at least that sum has not increased since the non-Catholic parts of the Pope’s itinerary were confirmed earlier this year. It is the part of the visit run by the Church which is running into danger. The question facing the archbishops is how on earth the church got its own sums badly wrong.

 Read the full article here

Turning Adversity to Advantage

I do a fair amount of public speaking so I am always thinking of themes that are discussed in  my book and which relate to leadership and business. Dealing with adversity is one such theme.

When I wrote my memoir, “Driving Straight on Crooked Lines: How an Irishman found his heart and nearly lost his mind” I decided to share my own personal journey and the special circumstances that helped shape who I am today. One of the themes relates to learning to turn adversity into an advantage. I had to learn from my mistakes, getting in touch with my heart and my emotions, and follow the principle that it’s "better to light a candle than to curse the darkness.”

Managers and leaders have to face difficult situations all the time. I learned that it is essential to be able to rely on a series of well articulated principles when faced with adversity. These are principles that I was able to think about and develop which served me in good stead in times of adversity. I think the process is akin to learning to drive an automobile on quiet roads before venturing out into traffic. Learn to drive straight first, then you can adapt to crooked roads.

When you are faced with an adverse situation, you need to know what principles to fall back on. To do this, you need to be able to articulate them and incorporate them into your life and leadership style. Being in touch with your principles will do wonders for your self-confidence which, in turn will make you a much more inspiring and effective leader. Humility and resilience are two qualities you need to cultivate. Knowing your values and principles will help you.

Here are some principles, in no particular order, which I believe in. Readers can think about them and see which ones they share, so that when the time comes they can help you turn adversity to your advantage.
To read about these principles in PDF format click HERE.

Employees rate work-life balance over bonus

Flexible working is the most valued benefit for employees, ahead of material perks such as bonuses, according to a new PricewaterhouseCoopers (PwC) survey.

Managing Tomorrow’s People explores the work aspirations and expectations of 1,167 professionals across the UK. Flexible working arrangements were rated the most important benefit by 47% of those surveyed, above performance related bonuses, which came second (19%).

Flexible working was given fairly equal priority by men and women, with 41% and 54% respectively ranking this benefit the most valuable. Moreover a better work-life balance was seen as more achievable in the long term by 42% respondents than vastly increased responsibility and salary (39%).