Rajkumari Report Rajkumari Neogy

Is there a world in which power dynamics are non-existent? In the final episode of this series, Sarah and I dive explore this question and its implications, analyzing internal power imbalances, how our brains handle empathy and morality, and external power imbalances, like how U.S. society enforces a conscious, continuous power disparity. Together, we identify how we can get on the right track and course correct when imbalance occurs.
 
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Blame and denial allow us to hover over the acceptance of reality. In companies and organized systems, blame stops leaders from seeing what’s really happening around them and from seeing a system as a whole. In today’s conversation, Sarah and I discuss how blame manifests inside each of us, when blame comes from leaders in the workplace and if narcissists can be changed. Humans have a tendency towards narcissism as soon as we hold power over others. Successful leaders must let go of blame, hold a deep humility and have a willingness to receive feedback.
 
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Can you identify when you are feeling “alarmed aloneness” or a sense of addiction at work? In this episode, Sarah and I resurface our conversation about alarmed aloneness and discuss different addictions and how to overcome them with feelings of belonging, connectedness and, yes, good food. A high-functioning team requires full bellies and a balance of warmth, humor and power. Throughout the discussion, we spotlight how to address alarmed aloneness and addiction in the workplace.
 
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In the ninth episode of our ongoing conversation, Sarah and I dive into the neurobiology behind why some people say things such as, “I don’t miss people.” Processing emotion as an adult is based on the households we grow up in, wired by how we were raised. Many people feel sorrow and joy less deeply than others, cruising with stable cortisol levels and less self-awareness, because their brain has insulated itself to protect against their own feelings. These people often become our workhorses: dependable co-workers, functional leaders and political appointees, but not our creative thinkers and imaginative brains. Sarah and I explore how corporations can move away from the robotic functions brought by these types of individuals, and discuss the grief and self-soothing in response to detached actions such as layoffs.
 
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In today’s episode, Sarah and I talk about leadership and how self-awareness enables managers to better guide and support their teams. The brain functions differently when operating in a leadership role, making accountability and responsibility more imperative as leaders learn to vacillate between the two hemispheres of the brain. We dive into this subject and the fascinating science of thermal receptors and human socialization that can help managers understand their employees and ultimately lead from a more authentic place.
 
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In today’s conversation, I explore with Sarah the inner voice in all our heads, also known as the default mode network (DMN) of the brain. It’s the constant subtext of our lives—an incredible tool for positive creation, or adversely a system deeply affected by trauma that can lead to negative performance patterns. We discuss how the DMN impacts people in positions of power and how individuals can learn to relate to diverse teams, lead with accountability and reset a fragmented mind to create a balanced, fully integrated brain.
 
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