“Stinking thinking” refers to counterproductive habits and mindsets we engage in, often unknowingly, that hinder our performance and well-being. This includes neglecting self-care, succumbing to stress, and failing to leverage our brain’s natural strengths. This matters because research shows we achieve peak mental performance only a fraction of the time we’re at work. By understanding how our brains truly work, we can ditch these habits and unlock our full potential as communicators and leaders.

This podcast is based on a Communitelligence webinar by Liz Guthrich, a brain-friendly coach and consultant. It provides insights on how neuroscience can be used to improve communication and leadership skills. Guthrich explains how our brains are wired to respond to threats and rewards, emphasizing the importance of creating a work environment that minimizes stress and maximizes rewards. She then offers seven practical actions, based on neuroscience research, to help individuals sharpen their thinking and become more influential communicators and leaders. These actions include practicing mindfulness, being positive, labeling emotions, being visual, using metaphors, being concise and concrete, and setting deadlines. The podcast concludes by highlighting the importance of recognizing others, valuing inclusion, and having empathy for colleagues and leaders.

Listen to the Podcast:

Stinking Thinking: Q&A

1. What is “stinking thinking,” and how does it impact me at work?

“Stinking thinking” refers to counterproductive thought patterns and behaviors that arise from a stressed and overwhelmed brain. This can manifest as self-sabotaging behavior, neglecting self-care, or constantly operating from a place of threat.

Impact:

• Reduced Productivity & Health: Research shows only 10% of people report doing their best thinking at work, and peak decision-making happens for a mere 3-4 hours per week. This disconnect between our brain’s needs and workplace demands leads to stress, impacting our well-being and ability to perform.

2. I’ve heard of the “fight or flight” response, but what does it mean in the context of work?

Our brains are wired to prioritize safety. When we perceive a threat—a looming deadline, a difficult boss, a fear of job insecurity—our “fight or flight” response kicks in.

At Work: This can manifest as:

• Fight: Becoming argumentative, overly defensive.
• Flight: Avoiding challenging tasks, procrastination.
• Freeze: Feeling paralyzed, unable to think clearly.

3. What is the SCARF model, and how can it improve my communication at work?

SCARF stands for Status, Certainty, Autonomy, Relatedness, and Fairness. These five domains represent social needs our brains are constantly evaluating.

Using SCARF:

• Status: Acknowledge others’ achievements, avoid public criticism.
• Certainty: Provide clear expectations, timelines, and updates.
• Autonomy: Offer choices, encourage input in decision-making.
• Relatedness: Foster a sense of belonging, build connections.
• Fairness: Ensure transparency, treat people equitably.

4. How can I avoid triggering the “threat response” in others when I communicate?

Our words and actions have a profound impact on others’ brain states.

Tips for Threat Reduction:

• Mindfulness: Be aware of your tone, body language, and word choices.
• Positivity: Frame messages constructively, focus on solutions.
• Clarity: Use specific language, avoid ambiguity or jargon.
• Empathy: Consider the perspective of the recipient.

5. How can understanding neuroscience help me be a more influential leader?

Neuroscience provides insights into how our brains process information, make decisions, and build relationships.

Influential Leadership through Neuroscience:

• Lead with Positivity: Create a work environment where people feel safe, valued, and rewarded.
• Foster Connection: Encourage collaboration, build trust and psychological safety within teams.
• Promote Learning: Frame challenges as opportunities for growth, encourage experimentation.

6. What are some practical tips to improve my thinking and communication skills?

• Know Yourself: Identify your stress triggers and develop healthy coping mechanisms.
• Be Positive: Focus on strengths, express gratitude, reframe challenges optimistically.
• Name It: Label your emotions to reduce their intensity.
• Get Visual: Use imagery, graphics, and metaphors to enhance understanding and memory.
• Be “Cubed”: Communicate with Concise, Concrete, and Compelling language.
• Set Deadlines: Provide clarity and closure for tasks and requests.

7. Multitasking seems unavoidable; is it really that bad?

Our brains aren’t designed to multitask effectively. We’re actually task-switching, which reduces focus and increases errors.

Strategies:

• Prioritize & Batch: Group similar tasks, minimize distractions.
• Schedule Focus Time: Block out uninterrupted periods for deep work.
• Train Your Attention: Practice mindfulness and concentration techniques.

8. What are some resources to learn more about applying neuroscience to work?

Books:

• “Social: Why Our Brains Are Wired to Connect” by Matthew Lieberman
• “Your Brain at Work” by David Rock
• “Quiet Leadership” by David Rock
• “Thinking, Fast and Slow” by Daniel Kahneman

Websites & Videos:

• David Rock’s Google Talk on Neuroscience and Work (search online)
• David Rock’s YouTube video on the SCARF model
• Liz Guthrich website