Consider these two questions:

How comfortable are you in committing to learning and growth?

How comfortable are you in receiving feedback?

You’ll probably find that your answers are diametrically opposed. You’ll probably be similarly placed when the context shifts from yourself to others. We are nearly always wanting to make a difference to the growth of others, yet we have an aversion to giving them feedback. Feedback is the very foundation of learning and growth - without it we stifle and real development.

So what do you need to be good and comfortable at giving (or receiving) feedback?

In our commercial world commodities that are high in demand and low in supply command great value. Internally, we have a resource that is the basis for engagement, learning, respect, felt empathy and even love. This resource is also under huge demand, internally and externally - we are bombarded minute by waking minute with opportunities to spend this resource, often without our conscious awareness. Yet the high-demand and low-supply ‘rule’ does not apply to this resource, for it remains massively undervalued.

Ever wondered why change can be so difficult? Many wonderful change models exist, yet all but a few truly consider the brain and neuroscience. This missing element from change management often explains change success stories, as much as the disasters. If you are a change agent (i.e. a teacher, leader, parent, manager...) ignore the brain at your peril!

Based on contemporary neuroscience, we suggest a model of two mind states: the blue zone – where we are at our best – and the red zone where we operate well below our full capabilities.  In terms of our brain’s resources these two zones or mind states represent having our resources in the most modern parts of the brain, the blue zone, and having them in the more primitive parts, the red zone.