LEADERSHIP
references Stanford neural biologist, Robert Sapolsky, author of Why Zebras Don’t Get Ulcers, who observed that while zebras go face-to-face with trauma in the savanna, every moment of stress has a beginning and end point. “Te brain in modern times has no starting and stopping
point,” says Fleming. “So we have to reset the systems.” He says he uses technology that helps him to literally
reoptimise the brain. “If one side or one lobe is functioning too much to compensate for another, we have to reorder that,” he explains. One traditional way of doing that, he says, has been through
neural feedback, where the client is being trained to train their brain to reorganise. “If I have a depressed person in my office, I have an idea of
what a non-depressed protocol of frequency of brainwaves in the right order should be like and I’m going to programme that so when they’re doing a task cognitively, the computer’s going to reward the brain when it gets it right.” Fleming, however, favours a new, quantum physics version
of neural feedback. “It’s like neural feedback on steroids! You remove the error variance that comes from any experiment or error around diagnosis. “With the quantum level tool, I can allow the brain to view
itself molecularly. And when it does, the brain’s going to reor- ganise to its own way. Te brain is like a fingerprint – it has its
own pattern that it knows it needs to reset to. If you can allow the brain to do that more naturally, it’ll reset without any kind of preset norm. “Neural feedback is basically saying, I’m going to train you
Johnny, to train your brain. [With the quantum version] we can skip over Johnny, we’re going to train your brain.” Using the quantum level tool, Fleming says the brain can
reorganise within 10 to 12 sessions over five days, twice a day. “From there you’re having to maximise the neural plastic-
ity potentially you’ve just opened up. All I’ve done is remove the extreme negative variance that accounts for bad decision- making. Now I’ve got to add in, and that’s where the coaching part can really be joyful.” Fleming believes that the ability to change our ways of think-
ing is particularly important at this time. “It’s very challenging to get people to think transformationally at these moments, when it’s all about survival thinking,” he says. “I argue that how you do survival is linked to this vision, because neurons that fire together wire together. If you spend too much time in survival mode and then wake up one day ready to change, you’ll find that your brain doesn’t want to move there. “Tis is arguably the time for Irish leaders to really seek
this next level, because then you’re going to be practising new thinking at a time when it’s contrary to logic. Tat’s good. Tat’s what you need to be doing.”
Organised by the Sustainable Energy Authority of Ireland (SEAI), the Energy Show is the ideal place to see and learn about the latest sustainable energy technologies and practices for industry and business.
This two-day exhibition showcases leading energy suppliers and their innovative products and services.
In addition, seminars will be held to highlight sustainable energy opportunities and best practice case studies.
www.seai.ie/energyshow RDS Dublin • March 30th and 31st
SEAI Owner Manager Half Page 180(w)mm x 133(h)mm cmyk
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