A study published in May in the journal Cognitive Processing found that 20 top-level managers scored higher on three measures — the Brain Integration Scale, Gibbs’s Socio-moral Reasoning questionnaire, and an inventory of peak experiences — compared to 20 low-level managers that served as matched controls. This is the fourth study in which researchers have been able to correlate the brain’s activity with top performance and peak experiences, having previously studied world-class athletes and professional classical musicians.
“What we have found,” says Fred Travis, director of the Center for Brain, Consciousness, and Cognition at Maharishi University of Management in Fairfield, Iowa, “is an astonishing integration of brain functioning in high performers compared to average-performing controls. We are the first in the world to show that there is a brain measure of effective leadership.”
“Everyone wants excellence,” says Harald Harung of the Oslo and Akershus University College of Applied Sciences in Norway. “Yet, current understanding of high performance is fragmented. What we have done in our research, is to use quantitative and neurophysiological research methods on topics that so far have been dominated by psychology.”
Dr. Travis, Dr. Harung, and colleagues have carried out a total of four empirical studies comparing world-class performers to average performers. This recent study and two others have examined top performers in management, sports, and classical music. In addition, a number of years ago Dr. Harung and colleagues published a fourth study on a variety of professions, such as public administration, management, sports, arts and education.
Measured Brain Activity
The studies carried out by the researchers include measurements of the performers’ brains by using electroencephalography, EEG. Hospitals use this equipment and method to determine possible brain injuries after traffic accidents. EEG, however, can also be used to look at the extent of integration and development of several brain processes.
The researchers looked at three different measurements that all reflect how well the brain works as a whole: 1) Coherence, which shows how well the various parts of the brain cooperate, 2) Amount of alpha waves, which reflect restful alertness, and 3) How economically or effectively the brain works.
The three measurements are then put together in an expression of brain refinement, the Brain Integration Scale.
World-class performance has so far been mostly regarded from a psychological point of view, especially speaking of management. Researchers often explain management skills as a result of special personal or psychological characteristics that some have, and others don’t.
“Our research in brain activity and brain integration is done from more of a natural science angle. By such means, we hope we are closer to an effective and comprehensive understanding of why some succeed better than others,” says Harung.
In all the groups of top performers, measurements were checked by using control groups. The controls were average performers, such as low-level managers or amateur musicians. The data gave one surprising result: Among the musicians, both the professionals and the amateurs turned out to have a high level of brain integration. In the two other studies, this measurement showed major differences between the persons with top-level performance and the control groups.
“We believe that for musicians, the explanation might be that classical music in itself contributes to such integration, regardless of your performance level,” says Dr. Harung.
The researchers found it’s not just that their brains function differently; the world-class performers also had particular subjective experiences that were associated with their top performances.
Called peak experiences, these experiences are characterized by happiness, inner calm, maximum wakefulness, effortlessness and ease of functioning, absence of fear, transcendence of ordinary time and space, and a sense of perfection and even invincibility.
The first study was done on world-class athletes selected by the National Olympic Training Center in Norway and the Norwegian School of Sport Sciences. Besides screening athletes’ brains using EEG, each athlete was interviewed about their experiences while performing at their very best. The result was a wide range of peak experiences.
Former cross-country skier Thomas Alsgaard, who won 11 gold medals in Olympic Games and World Championships, said:
“The senses are so open that you have the ability to receive signals that are almost scary: In a way it is a ‘high.’ I receive an unbelievable amount of information. Much, much more—10-20 times more information—than what I manage to take in if I sit down and concentrate and try to perceive things. But I am so relaxed. And the more relaxed I am, the more information I register.”
Another athlete who participated in the research is the Norwegian handball keeper, Heidi Tjugum, who was part of the Norwegian national team that won one World Championship, one European Championship, two European Cups and a number of silver and bronze medals. She says:
“Sometimes I have felt that I am an observer—I just watch what happens. This is a good feeling. It is a very beautiful feeling; it is not that I feel I don’t have control. But it goes by itself–in reality I do not have to initiate anything at all. Extremely here and now—nothing else matters.”
These statements are similar to those the researchers gathered from other top-class performers, both among the musicians and the business leaders. As seen, they found a significant difference amongst the top performers and controls on several quantitative measures.
“Therefore, there must be some common inner attributes and processes that make top performers able to deliver at top level, regardless of profession or activity,” says Travis. “We found this common inner dimension to be what we called higher mind-brain development.”
Higher mind-brain development includes that various aspects and parts of the brain work together in an integrated way. Among world-class performers this integration is especially well developed.
Presenting a New Theory
The researchers have developed a new theory, a Unified Theory of Performance, which suggests that higher levels of mind-brain development form a platform for higher performance, regardless of profession or activity.
“It seems like these mind-brain variables represent a fundamental potential for being good, really good, in the particular activity one has decided to carry out,” says Harung.
For all three recent studies the researchers also found that top-level performers outscored the control groups in a test of moral development. Higher moral development implies an expanded awareness where one is able to satisfy the interests of other people and not just their own needs. Harung finds it remarkable that high levels of performance, in a wide spectrum of activities, are connected to high moral standards.
“This should give an extra push to act morally, in addition to a better self-image, fewer sleepless nights and a good reputation,” Dr. Harung says. “The key to top-level performance, therefore, seems to be that we make more use of our inherent capabilities. The development of brain integration, moral reasoning, and the frequency of peak experiences usually end at about the age of 20.”
Implications of the Research
The discovery that the brains of world-class performers have similar characteristics raises some important questions, such as: 1) Is there a way one can develop one’s brain to have more of these characteristics and thereby perform at a higher level? And 2) Can measuring a person’s brain predict the potential for someone to be a world-class performer?
These and other researchers have actively explored whether meditation techniques, for example, can help to actively cultivate one’s brain. Research by Dr. Travis and others has found that Transcendental Meditation practitioners do have greater EEG coherence, greater presence of alpha waves, and, in some advanced practitioners, a very efficiently functioning brain. A coherent brain is a high-performing brain.
In addition, researchers have been exploring possible applications to predict performance ability in general and leadership ability in particular. For example, if a corporation has preliminarily selected five candidates for its CEO position, the above measures could be administered to aid in the final decision. Or these measures can be used to assess the effectiveness of training or education in increasing an individual’s performance capacity.