There are different types of managers and leaders. However, among them, the rebel manager has a very specific way of thinking. What is going on in the heads of these team leaders?
These managers take a deviant route and start hearing people deny it. “It will never work.” “Don’t shake the boat.” “It’s impossible,” they are told. Of course, once their idea is proven to be working, many of the denialists begin to claim with a pathos that they have been convinced of it from the beginning.
Complaining at the table is not easy for many. Most people come into this world with the predisposition to be conformists. It takes a certain attitude to cross borders.
“Most people’s brains are simply not designed to stand up to what everyone else is doing,” explains Gregory Burns, author of Iconoclast and a neurologist at Emory University in Atlanta. He has gone the wrong route, exploring the roots of motivation and the system of rewarding people like ultramarathoners, sushi cooks and other enthusiasts. In his view, innovation is born in minds that adapt to creative attitudes and overcome personal fears.
The thinking of an iconoclast by Burns’ definition is to do something that others say cannot be done. It requires brain functions other than the standard model in the following fields: perception, fear response, and social intelligence. The latter is necessary to convince others of the validity of their non-standard vision.
Everything we perceive at any moment is seen through the prism of habits and layered beliefs in our environment. It is determined by the opinion of others. Millions of years of evolution have made us the most social beings. We cannot survive without our tribe. It is a complex stigma in our brains to be part of the community. So we similarly take things. Does this mean that innovators are crazy?
When we look at problems, we perceive them in well-established models that we know and have gained from the past. As we have used in the past. So it turns out that the first requirement to have an innovator before us is to be a person who has overcome some dogmas, according to Burns. All this – against the backdrop of an environment where most people work in the same place the same thing every day. They are used to a certain environment.
But our biochemistry longs for something new. The very expectation of a new event stimulates the release of dopamine, which in turn drives our brain’s learning and reward system. To get out of the deadlock of perception, Burns recommends traveling, breaking our schedule and doing things we haven’t done before. Getting rid of our relationships with people who keep us in one place also helps. The idea is to get rid of the autopilot.
Do managers feel fear?
New experiences provoke fear. The key to formulating the right attitude to be innovative is to resist fear once we have realized it. There are two types of responses to human fear. Uncertainty and imagining the worst-case scenario. Or a desire to fight and to win, to win. Burns gives an example of a bad reaction to a situation where, because of his poor financial situation, the boss’s first reaction is “I’m losing money. I have to fire someone. ” Or fine anyone. Or apply another type of damage to human potential. Instead of looking at the other side of the equation and thinking about how revenue and production can increase.
Besides, innovators must face another fear: public ridicule. Their brains must be adapted to a high degree of ambiguity. He must be prepared to accept the arrows of general disapproval.
The path of the manager is stressful
Following your path can be very stressful. Burns cites an experiment in which the test participants gave the correct answer to a question 86% of the time, but when put in a group gave the wrong answer to the same question because they changed their mind to the others. Thus, they answered correctly in the 59% group.
To deal with social exclusion when you are thinking of a rebellious project, try talking to innovators who have already been where you are headed, he advises. They can help you acquire social intelligence to sell your idea to a doubting world. To do this, you must have the courage to see the process of its completion to the very end. Ideas are intangible. They are only the beginning that sows action. The pace between the two is crucial. Leaders are different. We need to respect all of them. Read next: Why introverts can be exceptional leaders