The newly emerging competency that underpins all others!

Scientific research in the past five years has uncovered an essential generic competency; the ability to use our brain effectively. Ample evidence highlights simple techniques needed to build our brains and additionally points to techniques for developing wisdom in mid-life.

Psychology has been put forward concepts and theories to explain and develop the ‘people’ aspects of competency. The traditional emphasis on ‘personality’ has recently spawned concepts of emotional intelligence, thinking preference and happiness. New brain research forms a physiological and scientifically researched foundation that unites most of these theories. Everything emanates from our brain. We need to know more about it.

The emerging competency of building brighter brains is vital for organisations. Those who adopt ‘brain-building’ will inevitably cut through development time and success rates for competency development in all other areas. Brain building is, more importantly, a competency that is vital for leadership development and personal life skills. The brain can be changed at will when we understand it; understanding a few basic facts about the brain gives us choices for change if we take personal responsibility. Theories are in the realm of intellectual interest and debate; facts are not.

Most work competencies involve three basic elements: the process; the ability to think well within it and in most cases, the skill of dealing with another or other persons to get results. Let’s take problem solving as an example. Competency relies on knowing at least one standard approach to working through the problem within a framework (the process or the method). However, success at achieving results within this process depends upon the individual using effective thinking at each stage (let’s say – rational, logical, creative and integrative and maybe planning skills). Apart from these specific thinking skills, an ability to think quickly, focus and access experience and existing knowledge would also be basic. The ability to think rationally is empty without the ability to control focused thought at will.  

In addition, when problem solving with others, competency must expand to include a social skill.  For example, understanding the physiology of why and how the human brain produces chemicals such as Oxytocin (the ‘trust’ chemical) will impact collective results. Understanding the underlying cause of psychological responses now makes emotional intelligence far more accessible for most people. It also destroys any notion that we are ‘set’ or hard wired for life. Daniel Goleman now writes ‘Old assumptions about the constraints on our mental apparatus must be examined anew……it’s not just that the brain changes its structure throughout life but that we can become active, conscious participants...’

It would be a mistake to write ‘brain’ competency off as just another complication to be added to an already long list. It should simplify the list; it provides the base-line competency we need to be our best as a human being in any other competencies. Once people understand the way in which they can increase their focus, they can apply it to everything; once they understand the basics about how to instantly get other people into the right frame of mind, they can apply it to everything that involves people collaboration. In his book ‘Your Brain at Work’ David Rock claims that ‘It may be that understanding the brain is one of the best ways of improving performance in any setting….’

An additional benefit is that this competency is at the heart of developing personal wisdom through mindfulness (conscious awareness or objectivity) in individuals and especially, leaders. This builds the potential future talent of the organisation. Why do so few people develop wisdom in normal circumstances? It could be because they never really address the issue of their own brain development. After all, that information has only been available for a few years and is not yet well known. It is also no longer a theory – it is a reality which demands action.

The current ageing population demands we look at ways to employ older people in organisations – but wouldn’t wiser employees be better than slower, more rigid and distracted elders? Wouldn’t organisations with wiser employees be more effective? We know that we have a choice now – to build brighter and wiser brains for our future - we need to take it.

Janis is obsessed with creating more wisdom at work and in society. She offers speeches, workshops and advice in the area of building brighter brains and developing corporate wisdom through her company Workplace Wisdom.