Executive Neuragility

Kevin O'Gorman

October 21, 2020, 10:28:01 PM

In today's world, even a brilliant, analytical mind might not meet the security challenges of the C-suite. Leaders need new neural skills and capacities.

The CEO of a small software company was referred to one of our coaches after he realized he’d been hypnotized to reveal trade secrets. Given his trust in his own intelligence – and the vital role this hypnotist played in his global business transactions -- he had decided to continue meeting with this person while trying to prevent further trance episodes – on his own.


We received this referral from colleagues because of our expertise in state-based learning and neuroscience. This brilliant executive was trying to figure out how anyone could get so deeply past his well-trained analytical mind.


Over several months, we worked with him on how the mind, hypnosisSituation
The CEO of a small software company was referred to one of our coaches. He realized he’d been hypnotized by a vital business associate to reveal trade secrets. Given the vital role this associate played in his global business, the CEO had decided to continue meeting with this person while trying to prevent further trance episodes.

We received this referral from colleagues because of our expertise in state-based learning, therapeutic hypnosis, and neuroscience. This brilliant executive was trying to figure out how anyone could get so deeply past his well-trained analytical mind.

Approach
Over several months, our coach worked with him on how the mind, hypnosis, and other altered states work. He helped him realize the different ways to learn and perceive beyond the conscious, rational, Western model. He updated him on what neuroscience has found about ways to influence perception unconsciously and discussed the ethical implications of its power.

Our coach also met with the associate, observed him in meetings, and helped the CEO develop ways to get out of these trances or avoid them – while, with his permission, doing some conscious and unconscious integration work so he could be aware of different states and counteract them -- or leave.

Result
The CEO limited his time with this associate and started a strategy that allowed for a work-around for future technology partnerships with a competing firm. We continued to coach the C-suite on other leadership and strategy issues. and other states work. We helped him realize the different ways to learn and perceive beyond the conscious, rational, Western model. We updated him as a leader on what neuroscience has found about ways to influence perception and discussed the ethical implications of its power.


We also met with this ‘agent’, observed him in meetings, and helped the CEO develop ways to get out of these trances or avoid them – while, with his permission, doing some conscious and unconscious integration work.

A core area of our expertise is how the mind works in leadership, in business, and in life.