The new key skill for leaders: understanding their own thought processes

by Tristan de Terves – Strategic Partner Nova Talenta

For a long time, leadership was associated with resilience to stress and a high work capacity, combining intelligence and vision. However, neuroscience and positive psychology now tell a different story.

A leader who is tired, mentally overloaded or governed by their emotional reflexes often makes poorer decisions, communicates less effectively and unintentionally passes on their tension to their teams.

Conversely, leaders capable of developing their inner balance, emotional clarity and mental fitness become clearer-thinking, more inspiring… and often perform better in the long term. In a climate where companies are seeking to attract and retain the best talent, this human dimension is becoming a strategic priority.

1. Under pressure, the brain’s leadership capabilities diminish

Under chronic stress, the brain gradually switches to ‘survival’ mode.

The areas of the brain associated with creativity, active listening and the ability to take a step back become less accessible. The leader may then:

• micro-manage more,

• become more reactive,

• lose some of their ability to listen,

• or make decisions based on fear rather than vision.

The paradox? These behaviours are sometimes perceived as ‘strong’ leadership, when in fact they mainly reflect a nervous system under strain.

2. Saboteurs influence more decisions than we realise

In coaching, we often observe invisible mechanisms that hold leaders back, despite their intelligence or experience. The Positive Intelligence method refers to these as ‘saboteurs’: automatic mental reflexes developed to protect us. Among the most common ones among leaders are:

• the Controller,

• the Perfectionist,

• the High-Performer,

• and the Vigilant, who is constantly anticipating risks.

These mechanisms have often contributed to their success.

But when they become dominant, they lead to fatigue, relationship tensions and a loss of judgement.

The good news? Thanks to neuroplasticity, the brain can learn new emotional and relational responses.

3. Today’s talent also seeks well-balanced leaders

The younger generations are no longer looking solely for a good salary or a prestigious title.

They are looking for:

• meaning,

• strong interpersonal skills,

• consistency,

• and psychologically safe environments.

A leader capable of recognising their own biases, regulating their emotions more effectively and listening attentively naturally fosters greater engagement amongst those around them. This has a direct impact on:

• talent retention,

• the quality of recruitment,

• collaboration,

• and innovation.

Human performance and business performance are no longer at odds: they reinforce one another.

4. Personal balance becomes a strategic tool

Getting enough sleep. Creating opportunities for mental recovery. Developing the ability to take a step back.

Working on one’s internal patterns. None of this is trivial. Research in positive psychology shows that a more regulated brain improves:

• resilience,

• the quality of decision-making,

• creativity,

• and collective performance.

In executive coaching, the most powerful transformations often stem less from a new strategy than from a new way of interacting with oneself and with others. The best leaders are not perfect. But they act with full awareness.

The leadership of tomorrow will be based less on control and more on awareness:

• awareness of one’s impact,

• awareness of one’s internal mechanisms,

• awareness of the energy conveyed to a team.

And in a professional world where uncertainty is becoming the norm, this inner stability could well become one of the greatest competitive advantages.

Tristan de Terves is an executive and entrepreneur coach based in New York.

He supports leaders and teams in the areas of leadership, applied neuroscience, Positive Intelligence® and sustainable performance.