GUEST POST BY Wendy Jenkins OAM, READY RESILIENCE
Ready Resilience helps organisations thrive during times of change and challenge, using practical neuroscience-based resilience tools that have been proven to offer in-the-moment solutions and long-lasting results.
Unleashing the Power of Neuroleadership: Constructive Feedback
At the core of neuroleadership is the understanding of how the brain processes information.
Feedback, whether positive or negative, activates specific neural pathways that can influence a person’s motivation, learning, and behaviour.
Research indicates that receiving constructive feedback activates the brain’s reward system, especially when the feedback is presented in a positive light. This effect is amplified when there is supporting evidence that explains why the feedback is considered positive.
This activation releases dopamine, a neurotransmitter linked to pleasure and motivation, encouraging individuals to repeat the activity which was rewarded, helping them embrace further challenges and strive for improvement.
Conversely, poorly delivered feedback can trigger a defensive response, activating the amygdala – part of the brain’s fear centre.
This reaction can lead to a decrease in performance, as individuals may become preoccupied with self-preservation rather than focusing on growth. Therefore, how feedback is presented is critical.
Neuroleaders know they need to create a safe environment where feedback is perceived as a tool for development rather than a punitive measure.
This approach not only fosters trust but also encourages a growth mindset, where individuals view challenges as opportunities for learning rather than the chance to fail.
Moreover, timing and specificity in feedback delivery are vital.
Neuroscience suggests that immediate feedback is more effective because it allows individuals to make stronger connections between their actions and the outcomes.
Specificity helps the brain to encode the information more effectively, making it easier for individuals to understand what behaviours to change or reinforce.
Taking the time to provide a specific example of why the behaviour is desirable not only clarifies expectations but also enhances the individual’s ability to remember and apply the feedback in the future.
Incorporating the principles of neuroleadership into feedback practices can lead to a more engaged and high-performing workforce. Focus on prioritising regular, constructive feedback with your team and cultivating a culture that values open communication.
By recognising the neurological impacts of feedback, you can tailor your approaches to meet the needs of your team, ultimately driving better results and enhancing employee well-being.
How do you structure the feedback you provide?
ABOUT THE AUTHOR
Wendy Jenkins is the founder of Ready Resilience, Co-Founder of the Lungitude Foundation, certified Neuroplastician, Speaker and Lung Transplant Survivor.
Ready Resilience helps organisations thrive during times of change and challenge, using practical neuroscience-based resilience tools that have been proven to offer in-the-moment solutions and long-lasting results.
Having been told she had two years to live over seventeen years ago, Wendy is driven to help people transform their perspective on challenges in life. To find out more visit www.readyresilience.com or connect with Ready Resilience Founder, Wendy Jenkins on LinkedIn.
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