[This Book] Want to Develop Leadership? Make Eye Contact with Others

The Neuroscience of Leadership
Social Skills May Be Innate,
But Can Be Developed Through Learning
Proven by Google’s ‘Project Oxygen’
Manager Social Competency Training Program
Strong Bonds and Collaboration
Enable ‘Brain Syn

Let's start with a simple test. Flick your index finger five times quickly, then draw a capital 'E' on your forehead. When you check the letter, can it be read the right way by someone facing you? If so, you are likely someone who considers other people's perspectives. On the other hand, if the 'E' appears correct to you but reversed to others, you may be self-centered and less interested in how you are perceived by others.

[This Book] Want to Develop Leadership? Make Eye Contact with Others

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People tend to become more self-righteous and disregard others' perspectives when they gain power. As a result, they may lose the achievements they have worked hard to build. The author, who is a professor of neuroscience, psychology, and marketing at the University of Pennsylvania's Perelman School of Medicine and the Wharton School, emphasizes the importance of human relationships. He explains, "Regardless of age, gender, baseline health, or even cause of death, participants who maintained stronger social relationships had a 50% higher chance of survival." He also adds that healthy social relationships lower the risk of hypertension, stroke, and myocardial infarction, and that responsibility lies with the leader.

Is the ability to interact with others innate? Neuroscience research suggests that it is, to some extent. The 'social brain network' is heavily influenced by genetics, and people who struggle with communication, such as those with autism or schizophrenia, have different structures in this network.

However, there is hope. Recent studies show that even innate tendencies can change. Researchers at Oxford University discovered that when monkeys spent time with others, their social brain networks expanded, and the number of connections within those networks increased.

Additionally, Professor Thalia Wheatley at Dartmouth College observed a phenomenon where the brains of two people lying in MRI scanners and having a conversation responded simultaneously. She called this the 'super brain' or 'uber mind.'

The author states, "Leadership is an ability that only a lucky few are born with. A leader is someone who is naturally skilled at building relationships, an outstanding negotiator, an agile strategist, and an explorer who seeks new perspectives, ideas, and opinions. However, those who are not born with leadership should not be discouraged. As Google discovered through Project Oxygen, these abilities can certainly be developed."

Google's 'Project Oxygen' proved this point. In 2008, Google implemented a program to enhance managers' social skills, dividing managerial qualities into eight categories and providing targeted training for each, which yielded significant results.

An organization is a group moving toward a common goal. Achieving that goal is possible when each member fulfills their role based on understanding, empathy, rapport, and cooperation. The book refers to this phenomenon as 'brain synchronization.'

"When people form strong bonds with each other or collaborate for work, their brains become synchronized. In other words, patterns of neural activity are established. ... Synchronization also helps transmit more information and enhances understanding. All these factors have a significant impact on team cohesion."

So, how can this brain synchronization be achieved? One method suggested in the book is 'eye contact.' In an experiment at a high school in New York, when students made eye contact for two minutes before class, their brains synchronized more actively. In 2019, the National Institute for Physiological Sciences in Japan used fMRI to capture this process and confirmed that the cerebellum and mirror neuron system responded simultaneously.

However, there were limitations in video conferences. Due to resolution and lighting changes, it was difficult to read subtle facial expressions and pupil movements, and participants actually felt more fatigued.

The author advises, "A regular phone call is actually better than a video call," adding, "It reduces the mental burden of interpreting distorted visual information."

One of the core roles of a leader is to communicate their thoughts clearly to followers. The message should be simple and unambiguous. At this point, it is more important to focus on 'emotion' rather than statistics or information. The author also notes that using present tense and second-person pronouns, rather than future tense, is more effective.

The book is organized into short, accessible chapters. However, when it claims that Apple users are more loyal than Samsung users and explains, "Apple customers have a consistent experience across various products, applications (apps), stores, marketing messages, and websites," this actually applies to Samsung as well, making the evidence for the loyalty gap appear weak.