Have you ever been on the receiving end of a leadership decision that lacked empathy or compassion? Have you as a leader ever made such a decision?
This article explores why leaders must guard against making decisions solely from their analytical neuro-network, neglecting their emotional intelligence.
Leaders should use their analytical network AN (task-positive) and emphatic network EN (default-mode) equally to make clear, objective and practical decisions - yes they need to be analytical, but they also need to relate to other’s feelings and emotional states. Decision makers should have a clear perspective and be open to what others hear, see and feel.
Unfortunately, our analytical and emphatic networks actually suppress each other, when one is activated the other is deactivated. Decision makers therefore have to constantly switch from one network to the other. We can however, improve this ability through deliberate practice.
The process starts with the self-awareness of what your preferred mode of operating is. Then you have to practice the less preferred mode until you are competent in that particular neuro-network. Finally, take measures to improve the ability of switching between networks until this occurs seamlessly.
Link to full Harvard Business Review article: The Best Managers Balance Analytical and Emotional Intelligence