My approach to learning and development has materially changed over the last three years. I used to view myself on a gradual decline since the peak of degrees and professional qualification learning in my early 20’s. I accepted the ‘more brain cells die than grow when you’ve hit adulthood’ type of argument. I also used to think of new behaviours/ skills and knowledge as being left-brain learned and retained in memory. That the majority of permanent, hard-wired change had taken place during early development.
Plasticity has changed all that. It is defined by the excellent Franklin Institute resource on The Human Brain as ‘the tendency of the brain to shape itself according to experience… plasticity is the basic mental drive that networks your brain, giving you cognition and memory – fluidity, versatility, and adaptability’. Many neuroscientists now believe that the brain changes at a structural level when you learn new skills or have experiences that are sufficiently new that they need you to store the memory differently. Effectively, the density of the connections and pathways in your brain increases; your brain isn’t slowly dieing if you keep it stimulated.
Can you apply the theory of plasticity to changing behaviours, habits and ways of thinking? So, harness the power of your mind and its plastic properties to be a ‘different you’? I think the answer is yes, as long as the fundamentals of focus, consistency, persistency and action are applied. What do I mean? Read more…
‘Execution is a systematic process of rigorously discussing hows and whats, questioning, tenaciously following through, and ensuring accountability. It includes making assumptions about the business environment, assessing the organization’s capabilities, linking strategy to operations and the people who are going to implement the strategy, synchronizing those people and their various disciplines, and linking rewards to outcomes. It also includes mechanisms for changing assumptions as the environment changes and upgrading the company’s capabilities to meet the challenges of an ambitious strategy’ – Execution, Bossidy, Charan and Burck