Here is an excerpt from an article written by Srini Pillay for Harvard Business Review and the HBR Blog Network. To read the complete article, check out the wealth of free resources, obtain subscription information, and receive HBR email alerts, please click here.
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The ability to focus is an important driver of excellence.
Focused techniques such as to-do lists, timetables, and calendar reminders all help people to stay on task. Few would argue with that, and even if they did, there is evidence to support the idea that resisting distraction and staying present have benefits: practicing mindfulness for 10 minutes a day, for example, can enhance leadership effectiveness by helping you become more able to regulate your emotions and make sense of past experiences. Yet as helpful as focus can be, there’s also a downside to focus as it is commonly viewed.
The problem is that excessive focus exhausts the focus circuits in your brain. It can drain your energy and make you lose self-control. This energy drain can also make you more impulsive and less helpful. As a result, decisions are poorly thought-out, and you become less collaborative.
So what do we do then? Focus or unfocus?
In keeping with recent research, both focus and unfocus are vital. The brain operates optimally when it toggles between focus and unfocus, allowing you to develop resilience, enhance creativity, and make better decisions too.
When you unfocus, you engage a brain circuit called the “default mode network.” Abbreviated as the DMN, we used to think of this circuit as the Do Mostly Nothing circuit because it only came on when you stopped focusing effortfully. Yet, when “at rest”, this circuit uses 20% of the body’s energy (compared to the comparatively small 5% that any effort will require).
The DMN needs this energy because it is doing anything but resting. Under the brain’s conscious radar, it activates old memories, goes back and forth between the past, present, and future, and recombines different ideas. Using this new and previously inaccessible data, you develop enhanced self-awareness and a sense of personal relevance. And you can imagine creative solutions or predict the future, thereby leading to better decision-making too. The DMN also helps you tune into other people’s thinking, thereby improving team understanding and cohesion.
There are many simple and effective ways to activate this circuit in the course of a day.
Using positive constructive daydreaming (PCD): PCD is a type of mind-wandering different from slipping into a daydream or guiltily rehashing worries. When you build it into your day deliberately, it can boost your creativity, strengthen your leadership ability, and also-re-energize the brain. To start PCD, you choose a low-key activity such as knitting, gardening or casual reading, then wander into the recesses of your mind. But unlike slipping into a daydream or guilty-dysphoric daydreaming, you might first imagine something playful and wishful—like running through the woods, or lying on a yacht. Then you swivel your attention from the external world to the internal space of your mind with this image in mind while still doing the low-key activity.
Studied for decades by Jerome Singer, PCD activates the DMN and metaphorically changes the silverware that your brain uses to find information. While focused attention is like a fork—picking up obvious conscious thoughts that you have, PCD commissions a different set of silverware—a spoon for scooping up the delicious mélange of flavors of your identity (the scent of your grandmother, the feeling of satisfaction with the first bite of apple-pie on a crisp fall day), chopsticks for connecting ideas across your brain (to enhance innovation), and a marrow spoon for getting into the nooks and crannies of your brain to pick up long-lost memories that are a vital part of your identity. In this state, your sense of “self” is enhanced—which, according to Warren Bennis, is the essence of leadership. I call this the psychological center of gravity, a grounding mechanism (part of your mental “six-pack”) that helps you enhance your agility and manage change more effectively too.
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Here is a direct link to the complete article.
Srini Pillay, M.D. is an executive coach and CEO of NeuroBusiness Group. He is also a technology innovator and entrepreneur in the health and leadership development sectors, and an award-winning author. His latest book is Tinker, Dabble, Doodle, Try: Unlock the Power of the Unfocused Mind. He is also a part-time Assistant Professor at Harvard Medical School and teaches in the Executive Education Programs at Harvard Business School and Duke Corporate Education, and is on internationally recognized think tanks.