In a world where leadership requires constant adaptability and self-awareness, Coach Nudge has become a trusted partner for executives seeking to create sustainable behavioural change and deeper impact. Their science-driven, human-centred coaching approach supports leaders at all levels in making small, consistent “nudges” that result in meaningful transformation, improving focus, connection, and performance.
In collaboration with Coach Nudge, we convened a small group of CPOs in London to explore the connection between neuroscience, leadership influence, and executive impact. The discussion focused on how today’s C-suite can lead effectively among other leaders—balancing authority with empathy, and strategic vision with self-awareness.
Know Thyself
In today’s complex, rapidly changing environment, self-awareness is a leader's foundation.
It forms the basis of effective leadership. It is essential and not optional.
Research shows that only about 10-15% of people are genuinely self-aware, yet those leaders who are tend to make better decisions, build stronger relationships, and achieve higher team performance.
But how can a leader know themselves? Leaders need to look inward. Consider what serves you well and what trips you up. Things to consider for this could be:
- Seeking 360° feedback: ask colleagues, direct reports, and team members for a consistent theme about how you come across, then compare it with your self-view.
- Keep a “trigger log” for one week: record moments when you felt reactive (irritation, surprise, defensiveness). Identify the emotion, the underlying belief, and what you might do differently next time.
Taking time to pause and observe your own patterns and the surrounding culture creates space for growth. Curiosity about how you present yourself is the first step in shaping your impact as a leader.
Have a Point of View
High-performing executive teams and Boards thrive on diverse perspectives. Leaders who add value don’t simply reflect or facilitate; they bring a perspective grounded in their experience, assumptions, and beliefs.
So, what unique perspective do you offer?
- Before entering a meeting, consider: What unique perspective do I offer? What question can I pose that challenges the status quo or introduces new value?
- Practice “speaking last”: Allow others to present their views first, then share your perspective. This demonstrates confidence, encourages differing opinions, and indicates you have listened.
Leadership is not just about agreement; it's about adding value. Balance provocation with support, and engage in conversations outside your comfort zone. Have the courage to contribute an authentic viewpoint that enhances both individual credibility and team decision-making.
Think Outside-In
Strategic leaders develop an external perspective—identifying emerging trends, connecting with peers beyond their own sector, and bringing those insights back to the organisation to foster innovation and resilience. It’s something that we at ChapmanCG take pride in—those opportunities for breakfast meetings, networking events, and roundtables where we can bring people together to understand the broader picture.
But what does that imply from a leadership perspective?
Ask yourself: Which side of the decimal point am I concentrating on?
Possible areas to consider include:
- Schedule a monthly “outside-in review”: select one competitor, one neighbouring industry, and one non-profit or tech start-up, then ask: What are they doing that we are not? What could that indicate for us?
- Shadow or meet a peer outside your function or even outside your sector and ask: What assumptions in my world would be questioned by you?
- During strategic planning, ask: If we were the customer observing us from the outside, what would we identify as our weakest assumption or blind spot?
Be Comfortable with Discomfort
Growth seldom occurs within the comfort zone.
As custodians of their organisation’s future, leaders must learn to accept uncertainty. Emotions are data, signals that can guide better decisions when recognised rather than ignored. Leadership maturity develops through the ability to stay calm and inquisitive even in times of ambiguity.
True growth also requires resisting the urge to maintain constant harmony. Teams that never experience constructive tension risk stagnation. Inviting respectful disruption—where differing views are encouraged rather than avoided—fuels creativity and sharper decision-making. The goal isn’t conflict for its own sake, but a culture where healthy challenge is safe, expected, and valued.
How to identify those growth areas:
- Identify one conversation you are avoiding (with a peer, direct report or stakeholder). Block it in your diary this week, set the intention to lean into it.
- Use “What if we were wrong?” as a regular question: it invites ambiguity, encourages dialogue, and diminishes overconfidence.
- After completing a project, ask: Where did we feel uncomfortable? What did we learn? What would we do differently next time, not because we failed, but because learning comes from having been uncomfortable.
Shape Your Brand
In leadership, perception and reputation are valuable assets.
What do people say about you when you’re not in the room?
Building a consistent leadership brand involves maintaining visibility, fostering informal networks, and investing in others’ development. The best leaders are recognised not only for their achievements but also for how they empower others to succeed.
Why does this matter?
According to the Center for Creative Leadership (CCL), your leadership brand is “how your personal brand plays out in the social process of leadership.” A clear leadership brand “illustrates not only what you deliver but also how you deliver it and helps people define who you are and assess your anticipated value as a leader.” https://www.ccl.org/articles/leading-effectively-articles/whats-your-leadership-brand/
How do you define your brand?
- Define your leadership brand promise: Ask yourself, “If someone described my leadership in one sentence, what difference would I want to be known for?” Then identify three behaviours that consistently reflect that promise.
- Audit how you’re presenting yourself: Like the CCL article suggests, ask: “Do my actions match who I want to be and what I stand for?”
- Review your digital presence, in-meeting behaviour, and how you respond under stress.
- Remain visible and approachable: Leadership brand isn’t developed in isolation. Frequently engage across different levels, participate in informal networks, and join conversations outside your immediate area. These interactions influence how others perceive you, not just what they hear about you.
- Empower others: Your brand gains strength when people associate you with their growth. Advocate for team members, give them visibility, and tie your success to theirs.
The Neuroscience of Power and Influence
The roundtable also examined the science behind leadership behaviour—why power can both enhance and hinder performance, and how leaders can remain in their “thinking brain” when under pressure.
Power and the Brain: Keeping Your Thinking Brain Online
Our brains associate power with safety and reward. But when stress spikes and control feels lost, the amygdala activates, narrowing focus and shutting down reasoning in the prefrontal cortex.
To self-regulate, leaders can use simple tools—such as longer exhalations or naming emotions—to calm the system and re-engage logic. Supporting others works similarly: applying the SCARF model (Status, Certainty, Autonomy, Relatedness, Fairness) helps reduce perceived threat and restore psychological safety.
The Power Paradox
As individuals advance in seniority, brain regions associated with empathy can become less active, decreasing sensitivity to subtle cues or dissent. Leaders can counter this by speaking last, asking open questions, and actively seeking opposing viewpoints—re-engaging empathy circuits and broadening awareness. For those working with influential leaders, gentle “I notice…” statements can help reveal blind spots without provoking defensiveness.
Influence Through Connection
True influence doesn’t rely solely on logic. It’s about fostering an environment where others feel secure enough to think clearly and contribute. When individuals create their own insights, dopamine and oxytocin are released—making ideas more memorable.
By shifting from telling to asking, holding space, and listening deeply, leaders foster problem-solving and engagement. With high-conflict individuals, the EAR technique—Empathy, Attention, Respect—can de-escalate tension and rebuild trust.
Final Reflections
Leadership among leaders requires emotional intelligence, self-awareness, and disciplined connection.
As the roundtable highlighted, the neuroscience of influence isn’t abstract, it’s practical. By understanding our own wiring and using simple, science-backed nudges, leaders can create clarity, connection, and long-term impact.
