The art and neurobiology of connection: the leader's challenge

When we feel connected and safe, the cerebral cortex of our brain responds by becoming involved, which leads to peak performance. When we work in a culture of constant fear, the deeper levels of our brain are activated to respond to the fear and our cerebral cortex is disabled. ultures that are negative and focus on people's weaknesses create "learned helplessness" lead to high rates of depression among the workforce, and cannot achieve the results of optimistic workplaces. The profession loses far too many excellent nurses every year because of the inability of managers and leaders to seriously connect with the front line. What we do as leaders creates a physiological reaction and a basis for effective or ineffective work units.