Exploring Fashion Psychology and Neuroscience with Jen Thornton
By Jennifer Heinen | Fashion Psychologist
Have you ever wondered how the clothes you wear can actually shape the way you lead and influence others? In our latest podcast episode, we explore the fascinating connection between fashion psychology, leadership, and neuroscience.
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In this episode, we delve into the fascinating intersection of leadership, neuroscience, and fashion psychology with our guest, Jen Thornton. With over two decades of experience in corporate roles and a focus on building innovative talent strategies, Jen’s insights offer a fresh perspective on how leaders can foster psychological safety, encourage creativity, and remain adaptable in today’s dynamic work environment.
Introduction to Jen Thornton's Leadership Approach
Jen Thornton brings a unique lens to leadership by incorporating neuroscience into her development strategies. Her approach emphasises the importance of reducing fear to unlock the best qualities in individuals and teams. This resonates with the principles of psychological safety, a concept highlighted in studies by Amy Edmondson (1999), which suggest that creating an environment where team members feel safe to voice ideas without fear of negative consequences leads to higher performance and creativity.
Thornton's experience underlines the need for leaders to move beyond traditional paradigms and adapt to the rapid changes in the modern business landscape, particularly in the wake of remote work and digital transformation. She challenges leaders to be introspective and open to learning, essential qualities for fostering a culture of psychological safety.
The Role of Neuroscience in Leadership
Jen Thornton began our discussion by explaining how neuroscience plays a crucial role in leadership development. "Leadership truly is a mental game," she remarked. Thornton emphasized that to get the best out of oneself and others, it's essential to "reduce fear so that the part of our brains that are actually innovative and excited can function at their best."
This notion aligns with research in neuroscience, which has found that when people experience psychological safety at work, they are more likely to be creative and engaged. According to a study by Amy Edmondson, Professor of Leadership at Harvard Business School, psychological safety is key to fostering environments where employees feel comfortable taking risks without fear of judgment (Edmondson, 1999). Thornton's approach to leadership resonates with this, as she encourages leaders to create spaces where team members can voice their opinions freely and explore new ideas.
Fostering Psychological Safety Through Questions
One of the strategies Thornton suggests for building psychological safety in high-pressure environments is to "start asking questions [you] don't know the answer to." She notes, "Most leaders ask questions they know the answer to, or they have assumptions they want you to play out." By genuinely exploring ideas and listening to employees' insights, leaders can create an open dialogue that drives innovation.
Research supports this perspective, showing that leaders who practice open communication and ask exploratory questions enhance their team's creativity and performance (Carmeli et al., 2014). By asking questions like "What recommendation did you throw out and why?" or "Change my mind if you disagree," Thornton argues that leaders can better understand their team's thought processes and build trust.
Self-Authoring as a Tool for Resilience
Thornton also spoke about the importance of self-authoring to manage workplace stress. "The world is going to world," she noted. "But you get to choose every day how you want to think about it, what you want to believe about it, and how you want to respond." This concept, known as self-authoring, encourages leaders to take control of their internal dialogue and reactions to external events.
Research in cognitive-behavioral therapy (CBT) supports this approach. According to CBT principles, our thoughts significantly impact our feelings and behaviors (Beck, 1976). By reframing negative thoughts and reactions, leaders can cultivate a more positive and resilient mindset. Thornton illustrated this with an example: when faced with criticism, instead of reacting emotionally, a leader can choose to "get curious about what work isn't up to standard." This shifts the focus from blame to problem-solving, promoting a healthier work environment.
Adapting Leadership Styles in the Modern World
With the evolution of the workplace - especially in response to the pandemic and the rise of remote work - leaders are confronted with new challenges. We emphasise the shift from valuing input (e.g., hours worked) to valuing output (the quality and impact of work). This change requires a focus on trust and autonomy, which are key elements in the Job Demands-Resources Model (Bakker & Demerouti, 2007), where job resources, like autonomy, can buffer the effects of job demands, leading to increased engagement and productivity.
Thornton also discusses how social change has driven leadership styles throughout history. In today’s context, the growing demand for flexibility and the integration of diverse workforces has led to more emphasis on psychological safety and well-being. She encourages leaders to ask questions they don’t know the answers to, fostering a culture of openness and learning. This aligns with research indicating that curiosity and a willingness to learn are critical traits for adaptive leadership (Kashdan & Steger, 2007).
The Role of Fashion in Leadership Presence
As we ventured into the topic of fashion psychology, Thornton reflected on how appearance can influence leadership. While she acknowledged that, ideally, fashion shouldn't matter, she admitted, "When someone looks at someone they do not know, they start unconsciously making decisions about this person." Research in social psychology shows that first impressions, often based on appearance, can significantly impact perceptions of competence and trustworthiness (Todorov et al., 2008).
Thornton advised that, although dress codes in many workplaces are becoming more relaxed, leaders should still "know the visual expectations" and "make decisions that are best for you." Her approach aligns with findings that suggest attire can affect an individual's confidence and sense of authority, thereby influencing their effectiveness as leaders (Rafaeli & Pratt, 1993). By expressing personal style within the bounds of organizational norms, leaders can maintain authenticity while projecting confidence.
Finding Balance as an Introverted Leader
Thornton also shared her personal experience as an introverted leader, explaining that "knowing what zaps your energy" is essential. For introverts who find social interactions draining, Thornton recommends communicating openly with team members about energy limitations. This approach aligns with the concept of self-care and energy management in positive psychology, which stresses the importance of setting boundaries to maintain well-being and productivity (Seligman & Csikszentmihalyi, 2000).
Navigating Leadership Challenges and the Talent Cliff
A key topic discussed is the "talent cliff," a phenomenon Thornton describes where a business's growth surpasses the skills of its current talent pool. Leaders must proactively plan for talent development, considering both current and future needs. This approach reflects strategic human resource practices, which research indicates are vital for long-term organizational success (Becker & Huselid, 2006).
In navigating leadership challenges, Thornton advises building self-awareness and clarity around personal values. This self-reflection enables leaders to be honest, direct, and innovative in their decision-making, ultimately driving both personal and team growth.
Style My Mind Challenge
Jen’s challenge for our listeners is to be mindful of their purchasing decisions. Consider the ethical implications of the products you buy, especially in the fashion industry. By doing so, you show empathy and contribute positively to the global community, reflecting a leadership style that values people and the environment.
Stay tuned for more episodes where we continue to unravel the secrets of fashion psychology and personal development!
So what can we take away from this conversation?
We need to build better Leaders!
Through our conversation with Jen Thornton, it becomes clear that integrating neuroscience, psychology, and personal authenticity is crucial for modern leadership. By fostering psychological safety, valuing output over input, practicing self-authoring, and understanding the impact of appearance, leaders can create environments where both they and their teams can thrive.
Thank you for reading!
Want to know more about Jen?
Connect with Jen on LinkedIn https://www.linkedin.com/in/jenniferrthornton/
You can also find more at https://304coaching.com/
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