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Taming the lizard brain
I once worked with a young woman who wanted to know, at every turn, what she should do, how she should do it. She was smart, passionate and able – yet she was gripped by fear. Gripped by the fear of not doing it ‘right’. The problem was, and is, that there is no manual – there is no ‘right’ way. As Seth Godin would put it – she was in the grip of her lizard brain, that primitive part of our brain that is either hungry, scared, angry or horny. It’s the reason we are afraid. I heard that she’d recently had a baby. I hope she’s worked out how to tame that lizard brain because I’m pretty sure there’s no manual for raising a child either.
This is the premise of Seth Godin’s latest book, Linchpin. We have a choice to stay stuck, or we can embrace the fear and create some momentum. That’s the good news. The bad news is that our conditioning, and that damn lizard brain, might stop us. We’re conditioned to fit in, not stand out. We’re conditioned to deny our own genius, our art – whatever it is – because we might fail and then the lizard brain can say ‘told you so!’. We fear failure to the point where we don’t even try. Prototyping is all about trying and discarding. Accepting failure. Our lizard brain doesn’t like failure. It once meant we were probably dead, a tasty meal for some predator.
The predators today are no less fearful – it’s just that they are harder to recognise. Security, compensation for our labour, following the rules. These are the things that prevent us from embracing our art and sharing it with the world. Not because we want to get paid, but because there’s nothing else we CAN do, but share our art. Share our passion. We have to accept that it might not work and do it anyway.
Generosity is at the heart of Linchpin, gifting our art to others, not for something in return, not for a later transaction, but for the human to human connection. And for movement. If you’re stuck there’s no movement. It’s hard to be generous if you’re stuck.
There’s no ‘how to’ in this book. It’s a description of what the world needs, and Godin suggests each of us needs to find our own way, create our own map, forge our own future, share our own art, find others who will share the passion and momentum rather than hold us back with the threat of ‘not safe, not secure, not wise’. It’s not a bad description of how to navigate a complex world where even if there was a manual, it would be out of date before you finished reading it.
Discomfort brings engagement and change. Discomfort means you’re doing something that others were unlikely to do, because they’re busy hiding out in the comfortable zone. When your uncomfortable actions lead to success, the organisation rewards you and brings you back for more.
What generosity can you bring to the Show Me The Change conference? What are you doing around behaviour change that is uncomfortable, untried and hard to measure? What do you fear?
Viv
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