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    The Integrative Leader: How Leaders Use Both Sides Of Their Brain To Build Resilient Companies
    The Integrative Leader: How Leaders Use Both Sides Of Their Brain To Build Resilient Companies
    The Integrative Leader: How Leaders Use Both Sides Of Their Brain To Build Resilient Companies
    Ebook115 pages1 hour

    The Integrative Leader: How Leaders Use Both Sides Of Their Brain To Build Resilient Companies

    By Sonia Jeantet

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    About this ebook

    Leaders today are facing unique and complex business challenges. Those challenges can be turned into unexpected opportunities if you are open to leveraging the full potential of your thinking abilities through cognitive diversity, or whole brain thinking. The Integrative Leader Model shows how to develop these skills and find your optimal performance zone. Filled with real life examples of integrative leaders, this book is sure to inspire you and provide a solid path for building the needed knowledge and experience.
    LanguageEnglish
    PublisherBookBaby
    Release dateJan 23, 2021
    ISBN9781952233388
    The Integrative Leader: How Leaders Use Both Sides Of Their Brain To Build Resilient Companies

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      Book preview

      The Integrative Leader - Sonia Jeantet

      Cited

      PREFACE

      Writing an insightful book that provides actionable intelligence to leaders everywhere has been a goal of mine for the past five years. The dilemma was finding the right topic and the time to dedicate to this important project. The inspiration for the content and coordination of my schedule came together in March 2020. The speed and depth of the changes everyone would experience due to the coronavirus pandemic created new neural pathways for all. Our expectations and plans for what we would get done this year professionally and personally changed practically overnight.

      My time shifted from in-person client meetings to creating a tool for leaders everywhere. I suddenly had a dedicated period of time to apply what I have experienced in helping leaders become whole-brain thinkers. I am pleased to share The Integrative Leader Model that builds resilient organizations.

      I have enjoyed dedicating a large portion of my days to capturing what helped my clients grow in their roles and achieve successful outcomes. Outcomes that reconfigured strategy, structure, processes, people, and technology quickly turned toward value-creating and value-protecting opportunities. This project fulfills more of my purpose to be an effective leadership performance partner. May you discover golden nuggets you can apply to your business, however different your day-to-day business may be from what you knew prior to March 2020.

      Sonia Jeantet

      July 2020

      PART I

      Why Integrative Leadership Matters

      CHAPTER 1

      Why You Need To Use Both Sides Of Your Brain

      When faced with a storm, a tree that doesn’t bend becomes wood.

      —African proverb

      We are living in transformative times for the entire world. There are overt and covert changes taking place to government structures, financial paradigms, social norms, industry composition, and geopolitical relationships. This is the perfect storm for breakdowns of long-established systems.

      No one alive or in leadership has simultaneously experienced what has occurred in the first half of 2020. Events like a global pandemic, worldwide economic shutdown, demonstrations and riots lasting months across most of the cities in America and the world, and new protocols for resuming business are creating a new playbook for leading through a crisis.

      Psychologists would inform us that any one of these circumstances would challenge our ability to cope because we are in deep survival mode. At the base of our head is a special location, the amygdala, from which chemical reactions emanate to deal with these circumstances. When we have an amygdala hijack, we revert to examining our world and actions, and the instinctual question of How can I be safe? dominates our decision-making and behavior.

      Fight, flight, and freeze strategies are at the top of the list in the midst of uncertainty and form the first phase of our response. The quicker we move through this phase, the greater our chances for assessing potential options to create a highly functioning future. The number and depth of the neural connections in the frontal portion of the brain, where you do your best thinking, evaluating, and understanding, will determine your ability to thrive in the unfolding new world.

      This book shows how leaders, when faced with complex business challenges, applied cognitive diversity that delivered optimal financial and organization results. Six of the chapters will highlight a factual story of a leader applying a left-, right-, or whole-brain solution to resolve their circumstances. Chapters three through nine will also refer to a thought leadership source that validates the results achieved by the leader.

      This information will be relevant to two groups of readers: the owners and leadership of an organization, and the emerging leaders who want to avail themselves of all possible tools that will help them thrive regardless of the circumstances they face.

      A surprising statistic from a study conducted by Accenture Strategy: 89 percent of C-Suite executives have degrees in left-brain directed fields such as engineering, finance, and accounting.

      Importantly, there is a difference between left-brain thinking and right-brain thinking. In 1990, Hermann Global, an Inc. 500 firm, pioneered The Whole Brain Thinking Model.¹ The model has four quadrants to define thinking preferences, two for each side of the brain. According to this model, the left brain is analytical, logical, and focused on facts and form, while the right brain is the creative, innovative, emotional, visual-spatial half focused on futures and feelings. The relative level of activity in each quadrant is believed to determine an individual’s cognitive style and personality.

      Individual and team assessments reveal which quadrants an individual may favor. The firm’s data indicates that leaders who have dominance in all four quadrants are least represented in the population. Yet, CEOs and presidents of organizations and divisions are more successful when they maintain a balance in their leadership priorities that take into consideration issues and opportunities in all four thinking styles.

      In general, an executive’s career experience tends to align with their dominant thinking preferences since they will play to, and be rewarded for, their strengths. This pattern is often correlated to the organization’s industry. Industries where engineering and financial acumen are critical value left-brain preferences. Industries where innovation, interpersonal savvy, and curiosity are important complement right-brain thinking. There are connections between the upper mode of left and right, which emphasizes strategic thinking and innovation management. Clinicians and process implementers tend to have brain connections between the lower mode of both right and left brain. However, the knowledge and instincts that favor one side or mode over another do not have the same value today, because of the complexity in the workplace and the pace needed to affect change. An ambidextrous brain provides a significant advantage for leadership success.

      I have been an executive coach for the past twenty years, consulting with such varied Fortune 500 organizations as Raytheon, Disney, and Warner Bros. I am engaged to work with high-potential executives. They are the individuals who have consistently proven themselves over the course of their career; they solve difficult problems and are instrumental in developing and launching new ideas, products, systems, and businesses. Their career path is in an upward trajectory. They are moving into larger leadership roles: running a new line of business, redefining how a product or service is provided, entering new markets, identifying and delivering against new return on investment models, and always growing the scope of the teams they lead.

      Early in my coaching career, it became clear that a high-potential executive who began to practice and take on whole-brain thinking habits had a greater chance to be successful regardless of what

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