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“Blue Zone” Leaders grow others
The brain of a leader is one that accepts today's reality but knows that the future can be better. Key to bringing about this better future is the facilitation of growth in other people. Working from his experience of helping those who have been abused and disadvantaged, Doug Long provides some simple behaviours that leaders can use in order to bring about the future we desire for individuals as well as for society at large.
Neuroscience and leadership
Many of us are increasingly frustrated by the fact that today's problems were often caused by solutions that were provided yesterday – solutions which, with the benefit of hindsight, were patently inappropriate or inadequate. Mostly these are caused by people operating out of less than optimal worldviews coupled with a primarily ‘red zone’ area of brain control. In this article Douglas Long explores the issue of worldviews as developed by Clare Graves and couples this with some basic neuroleadership concepts

Brains, complexity, leaders
Our brain's area of control, our world view, and our ability to deal appropriately with the complexity we face are key factors in entrepreneurial and leadership success. The need to understand about the brain’s areas of control and to develop “blue zone control” becomes increasingly important as the business grows. Successful leaders are comfortable with the levels of complexity they confront and are constantly seeking new tools for dealing with the increased levels of complexity they know are around the corner
It's in the Brain - leadership and social issues
It is now fairly well accepted that the brain has three quite clear areas from which to control our behaviour – the area closest to the brain stem (sometimes called ‘the reptilian brain”), the limbic area (sometimes called “the mammalian brain”), and the cortical area (sometimes called “the human brain”. There is hard data that shows where teachers engage with students, the students become more responsive to learning and they don’t want to “let the teacher down”. In turn this has an impact by reducing antisocial behaviour in the community around the school. There is also hard data that shows where employees are engaged with their work and with their co-workers, there is significant reduction in lateness, absenteeism, sickness, and abuse of trust.
It starts in the Brain
Books such as the iconic “How to Win Friends and Influence People” (1936, Dale Carnegie) or “Think and Grow Rich” (1937, Napoleon Hill) are based on the premise that we need to get our minds right before anything else can happen the way we want it to. Look at the book shelves in any bookstore or library and today you will find a plethora of material providing the same basic message.There is no shortage of material explaining the “what”: there is, however, a shortage of material explaining “how” to enable one to shift the area of control in the brain so that everything else can follow.

Myopic Leaders?
Scanning the overall environment in which you are working to ascertain threats and opportunities. A mindset that is constantly trying to position the organisation in a place where it can deal with any threats and take advantage of any opportunities. A broad vision rather than leadership myopia. The constant need for a leader to be creating and sustaining an environment in which everyone can be successful.
Leadership and Fear
As entrepreneurs, managers, and leaders, how do you learn? Learning by experience is not necessarily bad – sometimes, however, it can be extremely costly. Is it something that you can always afford? People with their brain’s locus of control in the “Blue Zone” are prepared to learn from coaches and mentors as well as from experience.

Giving Feedback: do the old rules apply?
In today's world it is increasingly clear that respect has to be earned: it is not automatically given. In today's world it is increasingly clear that authority can quickly be lost if the person giving feedback makes a mistake - and the almost instant availability of information by phone or internet makes it almost certain that any such errors will be quickly discovered (and if the person giving feedback isn't respected or hasn't engaged with the people involved then the probability of someone actively seeking out errors is high.)

Third Generation Leadership - Developing 3G Leaders (I)
G3 Leadership requires an additional element to earlier generations. It requires the ability to manage down those areas of the brain that are not helpful in leader-follower interactions while simultaneously managing up those areas of the brain that are helpful. I refer to these as "Red Zone" (not helpful) and "Blue Zone" (helpful). Where the leader has his or her brain's locus of control is critical because only G3 Leaders are able to engage everyone with whom they interact: a G2 Leader can engage only some and a G1 Leader can engage only a few. In this article the first step to becoming a G3 Leader is provided.
Third Generation Leadership - Developing 3G Leaders (II)
G3 Leadership requires another element - it requires the ability to manage down those areas of the brain that are not helpful in leader-follower interactions while simultaneously managing up those areas of the brain that are helpful. I refer to these as "Red Zone" (not helpful) and "Blue Zone" (helpful). Where the leader has his or her brain's locus of control is critical because only G3 Leaders are able to engage everyone with whom they interact: a G2Leader can engage only some and a G1 Leader can engage only a few. As I indicated in my last article, the question is, of course, "How do we manage down the red zone and manage up the blue zone?"

Characteristics of Third Generation Leadership & 3G Leaders
This is a world in which people are almost addicted to learning new things – especially if they can help them with social networking. This is a world in which people are very aware of the vast amount of information available and in which they have to make daily decisions as to what information to accept and what to reject. This is a world in which, fundamentalists of any form aside, people are increasingly willing to grapple with complexity and seek new answers to age-old issues. This is a world in which we need 3G Leaders.
Third Generation Leadership and Depression
A recent Scientific American article makes it clear that an early aspect of depression leads to creativity. A person feels “down” or suffers some disquiet about his or her situation and, under the right circumstances, can use this to develop new approaches – the experience is used to harness their creative ability. This is a “blue zone” activity and 3G Leaders are adept at helping people shift their brain’s locus of control into the “blue zone”. Such leadership can help many people avoid the debilitating illness of clinical depression.
Third Generation Leadership = Increased Profit
Improved profitability can be obtained through a very simple – yet very comprehensive 9 step process that is capable of harnessing the energies of everyone in the organisation.
Third Generation Leadership – a different way of listening
Authentic and strong attention on another and for them is the underlying social mechanism that triggers engagement – and engagement with both the work to be done and with the people involved is what Third Generation Leadership is all about.

How to transform performance
Can the performance of any individual or person be transformed? In almost every case: “yes”. But it requires a different type of leadership from that which we normally encounter.
A Battle for the Mind
Almost every person is born with virtually unlimited potential in terms of their ability to develop. Not everyone can be (or wants to be) an elite athlete or a Nobel Prize winner, but almost anyone can mature to be the person that he or she wants to be. The problem is that, in many cases, this maturing is negatively impacted by our self-talk. And much self talk arises out of feedback we experience. Third Generation Leadership operates in a different mind space.
... and start all over again!
For every entrepreneur who eventually attains wealth and power, there are many more who, in the eyes of the world, are either only moderately “successful” or who are considered “losers” because no matter what they do, they seem to only ever be disappointed. Over the years I have spent much time (and money) in working with this second group of people - helping them regain confidence and enable them to “pick yourself up, brush yourself down, and start all over again”

Improving the bottom line
Within 100 days it is possible to achieve outstanding improvements to revenues and profits. Organisations have increased revenues by as much as $27 million in this time and both large and small organisations have proved that the results are sustainable. The key lies in the way that we lead - moving to a leadership approach that is based on engaging people both within and outside of the organisation.

Other blue zone Related Articles

Lesson #5: Stay Focused
“I am a very focused person,” says Combs. “Right now I'm in a real, real strong creative zone. You know, musically I'm in that zone. Fashion, designer-wise, I'm in that zone. I'm in a zone right now. I'm like Jordan in the fourth right now, ladies and gentlemen.” Between all his business ventures, court battles, marathon runs and his family, if it weren’t for Combs’ ability to focus on one important thing at a time, he would have succumbed to the pressure long ago.

The Semantic Web Can Be Your Friend
Alex Iskold, the founder and creator of Adaptive Blue, has a long and helpful post up titled Semantic Web: Difficulties with the Classic Approach. I have a small investment in Adaptive Blue (Union Square Ventures is the lead investor), love what Alex is up to, and relish anything that comes out of his brain.
Your Selling Comfort Zone
You're probably in one now. You might not realise it and you're very unlikely to admit it, but the reality is you're very likely to be in your very own Comfort Zone. How can I say this? Especially when I don't know anything about you - your profession, interests or background. The answer is simple. Nobody stays outside their comfort zone for very long - we leave it for long enough to achieve what we need to achieve then we scuttle back for cover. So, what is a Comfort Zone?

Zoar in Your Zone
us...we too need to find our "zone". All of us have zones of energy, creativity, sleepiness. Does it make sense to work creatively in your sleepiness zone? Of course not...yet we will schedule appointments and take on projects when we are disconnected from our own energy. So take a week and make a note in your calendar of the times you feel E for energized, S for sleepy and C for creativity. Then schedule your appointments around your own zone. When you're working in your zone, you never look at a clock! Read this for tips to zoar in your zone!

Brains, complexity, leaders
Our brain's area of control, our world view, and our ability to deal appropriately with the complexity we face are key factors in entrepreneurial and leadership success. The need to understand about the brain’s areas of control and to develop “blue zone control” becomes increasingly important as the business grows. Successful leaders are comfortable with the levels of complexity they confront and are constantly seeking new tools for dealing with the increased levels of complexity they know are around the corner
Leadership and Fear
As entrepreneurs, managers, and leaders, how do you learn? Learning by experience is not necessarily bad – sometimes, however, it can be extremely costly. Is it something that you can always afford? People with their brain’s locus of control in the “Blue Zone” are prepared to learn from coaches and mentors as well as from experience.

Third Generation Leadership - Developing 3G Leaders (I)
G3 Leadership requires an additional element to earlier generations. It requires the ability to manage down those areas of the brain that are not helpful in leader-follower interactions while simultaneously managing up those areas of the brain that are helpful. I refer to these as "Red Zone" (not helpful) and "Blue Zone" (helpful). Where the leader has his or her brain's locus of control is critical because only G3 Leaders are able to engage everyone with whom they interact: a G2 Leader can engage only some and a G1 Leader can engage only a few. In this article the first step to becoming a G3 Leader is provided.
Third Generation Leadership - Developing 3G Leaders (II)
G3 Leadership requires another element - it requires the ability to manage down those areas of the brain that are not helpful in leader-follower interactions while simultaneously managing up those areas of the brain that are helpful. I refer to these as "Red Zone" (not helpful) and "Blue Zone" (helpful). Where the leader has his or her brain's locus of control is critical because only G3 Leaders are able to engage everyone with whom they interact: a G2Leader can engage only some and a G1 Leader can engage only a few. As I indicated in my last article, the question is, of course, "How do we manage down the red zone and manage up the blue zone?"

Why Would Anyone Want To Step Outside of Their Comfort Zone?
Successful Entrepreneurs understand the importance of continually stepping outside their comfort zone. Why is this important? Let's first take a look at what occurs within the comfort zone.
Third Generation Leadership and Depression
A recent Scientific American article makes it clear that an early aspect of depression leads to creativity. A person feels “down” or suffers some disquiet about his or her situation and, under the right circumstances, can use this to develop new approaches – the experience is used to harness their creative ability. This is a “blue zone” activity and 3G Leaders are adept at helping people shift their brain’s locus of control into the “blue zone”. Such leadership can help many people avoid the debilitating illness of clinical depression.
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