Polyvagal Theory (PVT) for Leaders

In this post I will present the idea that leaders can benefit from Polyvagal Theory in their development and practice of leading.

Leadership is not for the faint of heart. Leading regularly requires leaders take on significant challenges and complex problems with outcomes for which they are held responsible. They must step out of their comfort zones time and again, putting their nervous systems into states of stress and striving. This can create chronic activation of their sympathetic (fight/flight) response, which is meant to mobilize the nervous system but, can become detrimental to health and well-being when chronically activated.

At the same time, leaders are expected to respond with emotional and conversational intelligence, both of which require accessing the ventral vagal system. PVT reveals that we need to have access to this social engagement system in order to thrive and make creative decisions. This part of the vagus nerve is activated when safety (or enough safety) is detected in the environment.

Therefore, leaders can benefit from learning about their autonomic nervous system, which constantly responds to signals of safety and threat in the environment. It is essential for leaders to understand how their own nervous systems are responding in order for them to meet the myriad challenges they face. For example, in order for leaders to think under pressure and lead others they must have the capacity to understand what autonomic state is active in any given moment and have the know how to modify these reactions for greater responsiveness and engagement.

PVT also provides leaders with insight into others who may also be reacting from autonomic states (sympathetic mobilization or dorsal vagal shut down) meant for protection and survival. Take, for example, the task of providing feedback to an employee who is known to become angry and defensive with others in the workplace. It is likely that both the leader and employee’s nervous system will be activated during the conversation. PVT shows that when our protective mobilization or immobilization systems are active we cannot take in new information, nor respond in ways that promote change. Thus, a PVT lens invites leaders to consider ways to access the ventral vagal system – first their own and then the employee’s – so that a constructive and change promoting conversation can occur.

Leaders can benefit greatly from a PVT-informed approach to their development and practices. I will be explore more applications of PVT in future blogs including how the Safe and Sound Protocol can assist leaders to become more effective while tending to their own and others nervous systems. If you are a leader who wants to work on your development from a relational neuroscience lens, including the PVT, please contact me. It would be a privilege to work with you.