LEADERSHIP SKILLS PERFORMANCE ENHANCING
A new programme of management performance development aims to use psychology and bio-hacking techniques to drive change at the top of organisations. Fiona Russell Horne went to find out more.
T
here is a myriad of leadership and training programme which tell you that if you do things the way you have always done them then you will get the results you have always got. Small incremental changes can be the way to really effect change, as long as they are the right changes, for the right reasons and they are being implemented by the right people in an organisation.
Fundamental organisation and performance change has to come from the top. It has to be driven by the senior leadership or it won’t last. Not only that, but it has to be something that the senior leadership team believes in wholeheartedly.
That’s where the concept of bio-hacking comes in. Bruneval Consulting is bringing a new range of performance enhancing management and leadership programmes that aim to use bio-hacking techniques to fundamentally re-engineer individuals’ decision making capabilities to effect serious, positive change.
Bio-hacking is when an individual makes 32
small but relevant changes to the decisions that they make, and most importantly, the decisions are in alignment with the organisation’s goals.
Mind matters
Bruneval Partner Tanya Burrows says: “The mind drives every decision we make, in and out of our working environment. What we are doing with this senior leadership programme is combining performance psychology, which looks at how to improve performance, with bio-hacking as a means to get the change happening. We don’t take one big approach to change; in fact, we do the opposite, we filter it down to the individual to look at what they need to alter. We work on one thing and master that before moving to the next thing. We slowly bio-hack that performance.” The idea, she continues, is to ensure that an individual, whether it’s a senior executive or business director, is confident in the decisions they’re making, that they have clarity about those decisions. “Without confidence and clarity, you cannot have full control. When
you look at organisations, all of their executive teams individually require confidence, clarity and control over the decisions they are individually making for the benefit of the organisation. Companies spend a fortune on their values and missions, but that means nothing unless the decisions of the executive team are in a triangular alignment with those corporate values and missions.” Self-awareness is key to the process, Burrows explains. “There are two levels of self- awareness; internal and external self-awareness and both need to be balanced. Internal self- awareness is about how much you know about yourself, and the decisions you make. External self-awareness is how you realise you come across to others based on the decisions you make. If you don’t know how your decisions are impacting other people, it can be counter- productive to what you want to achieve.” She adds that people who have high internal self-awareness and high external self- awareness become clear about who they are, they challenge their own views in an effort to evolve and part of this process involves
www.buildersmerchantsjournal.net June 2023
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