The “flip of the bat” in the 7th spoke volumes.

It’s not fair!  We think of children saying this and yet it is a powerful refrain within all of us.  When, as a leader, you can eliminating the source of the whining, you may actually accomplish what you seek in your organization.

Fairness is key to building a thriving community, a profitable business, a productive organization and a happy family.  When the Truth and Reconciliation Commission announced its findings (the final report is just out this week) there was a collective shame and disgust about our actions in the past.  While some sought to dismiss the significance as a way to deflect, the vast majority of Canadians, in my observation, are eager to embrace solutions.  We want fairness.  Our human brain craves it.  We were disgusted to be reminded that indigenous children receive significantly less funding for their education or that there are parts of Canada where people have suffered under a “boil water” advisory for two decades.  We want fairness so there is political and social willingness to support the 94 “Calls-to-Action”.  It all comes down to leadership now.  Real change, growth and innovation starts and ends with influential leadership.

As leaders, understanding the threats and rewards that drive people toward change, growth & innovation is key.  In this final episode in the series on the Leadership in the Brain we examine the final of the five domains of influence–equity or fairness.

In this week’s podcast–Episode #25, I reflect on the instructional elements of game 7 of the  2015 ALDS (American League Divisional Series) between the Toronto Blue Jays and the Texas Rangers.  The Jays beat the Texas Rangers 6-3 in the fifth and final game of the series after being down 3-2 at the mid point of the 7^th inning.  It’s what happened in the 7^th that demonstrates the fifth domain in the brain.

While the example of the ALDS result is trivial when spoken about in the same post as the Truth & Reconciliation Commission, I hope our collective experience in seeking fairness on that one October evening offers insight just the same.

Your brain looks for clues that suggest you and those around you are being treated fairly.  

Fair exchanges are intrinsically rewarding, independent of other factors, so when you perceive something as unfair for your self or others, a threat response is triggered.  Just as in the first four domains we’ve explored in this series, the amygdala is activated. In the case of fairness the insula, which registers feelings of disgust and intense empathetic emotion, is also triggered.  AND it can generate a powerful reaction.

We’ve recently learned about the impact of mirror neurons which basically have two functions; they allow us to understand the actions of others and explain our ability to learn through imitation. Although there is still a lot about empathy that scientists do not understand, theories abound.  Many believe the mirror neuron is key to empathy. These neurons fire both when performing an action and watching someone else perform the same action. If the theory holds true, mirror neurons could be said to be responsible for connecting us to each other.

Why should this matter to you as a leader?  Fairness, or even the perception of fairness, just like the four previous triggers we’ve discussed, will impact your ability to lead. If you are not aware when you negatively activate the amygdala and the insula, you will be poorly prepared to deal with the consequences.  AND when you figure out how to activate the reward sensors related to fairness you will reap the benefits

This is part six of the series and you can find the previous podcast posts here.  Each episode has a corresponding Blog Post where there is more detail and often additional examples to help illustrate the point.

This series has revolved around what happens when the amygdala (a part of our primitive brain) is hijacked.  I’ll recap again here very briefly.  When the amygdala is triggered in your Direct Reports, they will:

1. Be poor problem solvers;
2. Suffer from fuzzy thinking;
3. Be reactionary;
4. See things that don’t exist; and,
5. Panic.

The key, this episode, to avoid hijacking the amygdala, is to be aware and sensitive to the perception of fairness.

Your brain looks for clues that suggest you and those around you are being treated fairly.  It’s not necessarily a measured fairness–it could simply relate to the perception of fairness.  AND interestingly it is about the collective.

Now before going back to the ALDS a short personal story.

The players on the Rangers felt empathy or at least their amygdala had been triggered enough by the experience in the top of the 7^th that they displayed an emotional reaction themselves.

In the mid 1990’s a consulting client of mine suddenly offered me a really lucrative and delightful opportunity and after a few months of thought I transitioned my other clients and accepted the exclusive contract that eventually became formal employment.  Just two months into accepting the employment contract I arrived at the main office one morning to find many of the employees outside the front doors of the building crying and hugging.  I was well known in the organization because of my role so when they saw me arriving many ran over to me to tell me about the sudden lay offs and their personal loss.  I listened to their pain and commiserated with them, all the while realizing that I was likely about to join them since my position had so recently been added.  I will admit that while I listened to their pain I was regrouping in the back of my mind and considering what I needed to do to get my consulting practice going again.  About 30 minutes later I was informed the HR & Site Director wanted to see me in the Conference Room on the Third Floor.  I joined them, thankful I was prepared for what was about to happen.  They surprised me with a different kind of letter.  While the woman who had created my position and encouraged me to accept the offer just two months earlier was no longer employed I was offered a bigger role and a significant raise.  I had trouble hiding my disgust.  Of course I was pleased by the opportunity and the raise was lovely.  Why had they done it this way?  The problem was the timing and connection they made between causing so much pain and shame for others I cared about and my own good fortune.  I never really regained respect for these two leaders, although I realize they may just have been the messengers.  The unfairness of it still disgusts me today as I recall the experience.

So….how does this relate to GAME #5 of the ALDS?  You’ll recall during the top of the 7^th inning in game five of the ALDS between the Rangers and the Jays, Odur (from the Rangers) was at third base with 2 out in a 2-2 tie. I recount this in Episode #25 of the ImpactBank: the Kickass Koach podcast so you can here more detail on there.  You may even benefit from taking an hour and watching the 7th inning yourself but here’s a video recap that is less than 6 minutes.

The players and fans of the Blue Jays felt they had been “wronged” by the “call” in the top of the 7th that allowed Odur to score the go ahead run.  Interestingly, it appears, the players on the Rangers felt empathy or at least their insula or amygdala had been triggered enough by the experience in the top of the 7^th that they displayed an emotional reaction themselves. Was it mirror neurons as they observed the reaction from their opponents or the fans? An otherwise very defensively capable team dropped the ball on basic plays not once, not twice but three times, allowing the Jays 6 outs in the bottom half of the inning making room for the classic home run by José Bautista and the big come back.  Oh,  look for the missed play, not technically an error, by Odur specfically in the bottom of the 7th that brought in the tying run. By the way, research has shown that these sorts of reactions can be triggered by the perception of being treated fairly AND equally if others are not treated fairly in your presence.  Here’s a link to a full replay of the bottom of the 7th.

Now for the bat flip! José Bautista is known for his reaction when he hits a home run so those of us who have watched him weren’t surprised.  WE WERE DELIGHTED THOUGH.  Many debated about how professional it was BUT every one who considers the circumstances understands the human reaction and why the fans loved the flip. José reflected back the disgust the fans and his teammates felt with that one bat flip.  Have a look again.  (In case you want to know more about him, here’s an intriguing article about José.)

You’ll recall in Episode #20 when I triggered Ted’s amygdala during the practical joke.  Well,  I discovered afterward, in addition to activating his amygdala, when he shared his story with others, it triggered theirs too because of how unfair I had been.  Think about that the next time you wonder about the ripple effect of your actions as a leader.

This is the same way a person may feel if they are:

1. given a raise on the same day others are laid off;
2. punished for speaking their birth language in an effort to force integration or assimilation;
3. singled out and given more opportunities while others are ignored;
4. always excluded from recognition;
5. part of an organization who talks about engagement or transparency or openness but upholds practices or continues with policies that systemically interfere with it in practice.

In Episode 19 when I tell the story about how I built a leadership team focus you may recall when the Sales Director took me aside and told me that Sales was always given preferential treatment.  He was correct.  I had noticed that almost instantly when I started with the company.  This preferential treatment created a lot of challenges both for the Sales Department and for the organization as a whole. Only when all departments recognized their inter-dependence and need to cooperate did we exceed budgets and expectations as a team.

It will feel like you are giving up control and yet you will find your influence on the final outcomes will increase.

Do you value all voices and departmental perspectives?  It may be that for some decisions you give more weight to certain perspectives and yet, when you are seen to value the contribution of all parts of the whole,  you will see the performance of all improve.  If you do have a particular bias, and we all do, it may be worth identifying it/them so you are able to mitigate the impact.

Unfortunately as a newly promoted leader you will be scrutinized and your team will watch for every sign of unfairness.

A few ways you can apply this learning as a leader:

1. Avoid the “flavor of the month” or such practices that tend to be a breeding ground for unfairness.
2. Establish clear expectations that are broad in nature and adjustable in practice to fit the differing needs of individuals while serving the whole.
3. In keeping with #2, develop systems to allow for all to have a voice.  Remember, the perception of fairness, or lack thereof, is often observed in the way you assign projects or responsibilities, or in your manner of  facilitating a meeting.  Be observant and ensure everyone has a chance to take risks, voice their perspective and offer an opinion.  What they do with their opportunity is up to them.
4. Allow the team, when possible to establish their own rules, expectations or objectives.  At first it will feel like you are giving up control and I suppose you are, and yet you will find your influence on the outcomes will increase.
5. Remove the elements of  traditional performance management systems when possible or, at the very least, work to mitigate their impact.  Almost every element is a feeding ground for triggering the amygdala so be very thoughtful about how to limit the impact on your team or department.

Some of the benefits you will likely experience:

1. Significantly less errors—if you haven’t watched the bottom of Inning 7 yet, trust me it’s instructional.
2. Increased productivity. Employees will spend less time sharing their stories of unfairness, at your expense.
3. Reduced sabotage from employees who are acting out against the unfairness with bad behaviour much like the Jays fans in the 7^th inning.
4. Less missed work days—meta analysis has shown perceptions of unfairness negatively affects your employee’s physical and mental health.
5. Reduced employee turn over.  A culture of fairness or justice may be the single most important ingredient in keeping your best employees.

As a new leader, when the members of your team feel it is a fair and safe environment, they will respect your leadership and respond with greater responsibility, welcoming accountability. Imagine what you could accomplish once you create that environment.

Stop triggering the amygdala and be a leader of influence.

Join my mailing list TODAY….In early January ImpactBank is launching a Leadership Reflection Paper. Don’t miss out.

NEXT TIME:   the first in a 2 part mini series.  The connection between the refugees, the beginning of a new year & on-boarding a new leader