April 18, 2025 • 46 mins
Could your brain be lying to you? What if everything you thought about motivation and training is fundamentally flawed? In this eye-opening conversation with Dominika Staniewicz, we dive deep into how neuroscience is revolutionizing corporate training and personal development.
Drawing from her extensive background as an HR director, career coach, and advisor to the Polish president on education standards, Staniewicz reveals how neuroencoding—a practical application of neuroscience—creates lasting behavioral change by rewiring the brain. Unlike traditional visualization techniques that only engage the visual cortex, neuroencoding involves practicing scenarios with full body engagement before they happen, allowing us to default to optimized behaviors when faced with real-world triggers.
Whether you're a training professional looking to enhance your programs, a leader wanting to develop your team more effectively, or someone interested in personal growth, this episode offers practical neuroscience-based strategies that can transform how you approach development. Check out https://yourbraincoachd.com/ to learn more about her work in neuroencoding and brain health.
Meet the Host
Jay Johnson works with people and organizations to empower teams, grow profits, and elevate leadership. He is a Co-Founder of Behavioral Elements®, a two-time TEDx speaker, and a designated Master Trainer by the Association for Talent Development. With a focus on behavioral intelligence, Jay has delivered transformational workshops to accelerate high-performance teams and cultures in more than 30 countries across four continents. For inquiries, contact jay@behavioralelements.com or connect below!
LinkedIn - https://www.linkedin.com/in/jayjohnsonccg/
Instagram - https://www.instagram.com/jayjohnsonccg/
Speaker Website - https://jayjohnsonspeaks.com
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Jay Johnson (00:01):
Welcome to this episode of the Talent Forge,
where we are shaping the futureof training and development.
I am very excited today becausewe have an awesome guest and a
very unique voice andperspective coming in.
,Dominika Staniewicz, I'mpretty close, we're going to
call you Coach D, but welcome tothe show, coach D.
Dominika Staniewicz (00:21):
Hello, thank you so much for having me,
Jay.
I'm super excited because ithasn't been a long time since I
spoke about trainings and thecorporate side, which I'm so
passionate about as well.
Jay Johnson (00:31):
Amazing and let's talk about that passion and get
the audience a little insightinto your background.
How did you get into this spaceand really what got you into
things like neuroencoding, whichwe'll define and really get
into a little bit more, but fireaway, tell us a little bit
about yourself.
Dominika Staniewicz (00:50):
Well, I'll give you the short version
because the podcast is not longenough to give my whole history.
But in Europe I worked as an HRdirector for big companies for
about 20 years in differentcapacities, and I was also a
career coach At the same time.
I was extremely miserable and Iwas going for those goals and
those KPIs and achieving thosenumbers and life was life and it
(01:12):
wasn't exactly how I imaginedit would be.
And at the same time, I was anadvisor to the Polish president,
which we would create newstandards for education.
I was a professor for 15 yearsat one of top Polish
universities, teaching sociology, public speaking and HR, so I
really loved that space.
And then I came to the US withall those experiences, master
(01:35):
degrees, and it turned out thatit's absolutely worth nothing,
despite me being an Americancitizen.
And I would hear you know,dominika, did you guys use
LinkedIn?
Like I was in Europe, not inthe middle of the ocean, but
we're going to leave that foranother conversation.
So my first job was separatinghangers with convicts at a
(01:56):
warehouse, and that was a giftand a curse, because I realized
how much I've strayed away as amanager for all these years from
people who are, let's say, atthe bottom of the structure, how
much they hang on every wordthat we say.
And that was kind of aneye-opening moment for me and I
started growing.
You know developing.
(02:16):
I said I don't want to live mywhole life separating hangers
with all my degrees and thingsthat I want to do in the world,
so I started learning.
Then one day I run intosomething called brain
revolution.
It was prepared by Dr DanielAmen, who isa, double board
certified neuropsychiatrist, andDr Joseph McClendon III, who's
a PhD neuropsychologist.
(02:37):
And those two gentlemen Josephworks with Tony Robbins, dr Amen
really recognizable names whenit comes to brain health.
They created this approachwhere we're actually working
with neuroscience and with yourbrain and we take the approach
that psychology and behavior isthe result of your brain health
(02:59):
and that changes and shiftseverything, because your anger
it's not you, not you is howyour brain is functioning and if
it's an organ and we have toolsto work with the organ, we can
change and make it better.
And those are not reallydifficult things and this is a
very new approach.
It has, I don't know, maybefive, six years, but there are
(03:20):
enough studies that even showthat depression should be a
symptom, not a diagnosis,because brain looks different in
different situations butpresents as a symptom the same
way and the problem can beoveractive or underactive,
different area of your brain.
So with that approach I fell inlove.
And neuron coding brought thepractical aspect outside of
(03:43):
understanding.
You know what's an anteriorcingulate, you know how does I
don't know hitting your headwork and how can that change
your personality triggers.
Neuroencoding takes all thatneuroscience and makes it very
practical so we can rewire thebrain, we can change how our
brain functions, whatconnections and behaviors we
(04:05):
have, based on triggers thatcome from the outside.
And it includes health, bloodwork and other things.
And that is so new because whenwe train with neuroscience
inside companies, guess what?
We're not only giving thecompany tools to lower the costs
and we're going to get intothat later but we also helps
people manage, because the sametool is used in your private
(04:28):
life and in your work life andit brings everything together
where you don't have to separatethat.
And those tools are permanentif you practice them because
they're not dependent on companyculture but they're dependent
on your choice how you want tolive your life, just to make it
very simple.
So neuron coding and brainhealth, brain coaching.
This is what I specialize inand that's how I fell in love
(04:51):
with it, because I saw thatthere are other ways than pills,
than stress.
Even feedback, now based onneuroscience, should look
different to actually lower thecost for a company and be more
effective where people arelooking to find more difficult
challenges on their own and youdon't need to ask them to do it,
because it's exciting for themto find solutions.
(05:14):
And when switching those thingsaround, you see how people.
Motivation is BS.
Okay, motivation doesn't exist.
Motivation is temporary.
It's a hit of, you know,dopamine especially, and
dopamine addiction is actuallyextremely destructive and it's
not helping the company.
Those are those overachieversthat burn and crash and usually
(05:35):
are very emotional, not stable.
So what if you could pace that?
You know that excitement?
What if that excitement wasn'tdependent on the manager but
that person was so excited to dothings for the company and they
would get the satisfactionbecause the satisfaction is
dopamine and serotonin and thatwould just play out in their
(05:55):
real life, in their daily lifeand at work life, where they
would be excited to do things.
No need to motivate everybodywith money.
There are other ways and thatmotivation is not important
anymore because it's an internaldrive that is translated into
grit, that becomes wiring inyour brain, influences the white
matter in the brain and a wholenine yards that I can talk
(06:17):
about forever.
Jay Johnson (06:19):
So I guarantee the audience is now aware why I was
so excited about this.
Because we share that passionfor neuroscience and psychology
and one of the things that yousaid.
And I think this is somethingthat's so important because I
think, whether you're a trainer,whether you're a coach, whether
you're an HR practitioner,motivation is not a 2D object.
(06:41):
It's not this flat thing thatyou can look at and be like I'm
motivated or I'm not.
I love that you brought in thecontext of there's a lot of
different types of motivation orthings that motivate us,
whether it's the dopaminergicdesire circuit or even something
like the oxytocin based bondingcircuit, that I might be very
motivated to do somethingbecause of a connection, not
(07:01):
because I actually want to, infact I don't want to but I still
find motivation to go and helpyou move because you are my
colleague, friend or whateverelse like that.
So motivation can bemulti-contextual.
When you're talking about theconcept of neuroencoding, if you
can help define that a littlebit so I know that we've had
(07:23):
conversation on this show aboutneuroplasticity, the brain's
ability to change, the brain'sability to sort of carve new
neural pathways.
I know that I've said many,many of times neurons that fire
together, wire together.
So, with all that being saidand I know that that's actually
it's sort of true, there's a lotthat goes into that, but if you
(07:44):
can give our audience no, it'snot sort of, it's sort of true,
I, there's a lot that goes intothat, but if you can, give our
audience.
Dominika Staniewicz (07:47):
It's true.
You just need sleep for that tohappen.
That's the only thing.
Jay Johnson (07:52):
Yeah, and and a few other and a few other proteins
that go along with it, as longas you're.
But I like what you said theeating healthy, the making sure
that you're actually taking careof yourself.
That is really the fundamentalsof getting to that neuroplastic
stage.
But let's talk about thisneuroencoding.
What does that mean?
How does that show up?
What does that look like?
Dominika Staniewicz (08:14):
So neuroencoding is basically
practicing scenarios before theyhappen, so you can default to
your best behavior or optimizedbehavior or chosen behavior,
whichever you prefer.
When it happens, you know whenpeople act on stage.
It's not like they walk in andthey know all the lines and they
(08:34):
know which movement to makebased on what situation.
They literally practice thesame thing over and over and
notice that that the first readthroughs if you know anything
about acting are done sittingdown, but the moment you're done
you read that few times.
You start using your body andneuro encoding realizes, as
brain coaching, as an anyneuroscience based training,
(08:58):
that rewiring of the brain andthe practice of your brain is
connected to your body.
There is no way you can feelgreat sitting with your
shoulders down and head downbecause there's oxygen flowing,
there is different width of yourblood vessels, there are so
many biological things, so werecognize that and we hack your
(09:18):
psychology with your biology.
And neuroencoding is practicingfor the moments when you're
creating scotomas, so creatingbreaks in the circuit, so you
can input something else, so thebrain can take attention away
from your crazy thoughts that weall have and put it on
(09:39):
something else that gives you abreathing room so you can kind
of change the direction.
Because the truth is we allhave crazy thoughts.
Our brain runs and createsthose thoughts like insanely,
and most of the time it lies tous.
It lies to us because we'vecreated.
When I talk to my clients, thenI go okay, can you make yourself
(10:00):
feel worse?
They sit there and go well,yeah, I can.
And you probably have a wholelist of things where you messed
up in life, don't you?
That you can immediatelyremember, of course, because
when you remember you reignitethe chemical releases from your
brain that make you feel acertain way.
The question is do you have thesame playathra and set of
(10:23):
events that make you feel good,that you can just go to and go?
Okay, I feel like crap.
Let me take this, this andremember this, because guess
what, when you remember, youagain discharge the chemicals
and you reignite those neuralpathways and you feel again a
certain way.
But the truth is, most of usdon't remember good events
(10:43):
because we don't practice.
Remember.
Bring good events.
Jay Johnson (10:48):
And our brains wired for survival.
So remembering all the thingsthat brought us pain lodges in
our hippocampus and then it allof a sudden puts us in that
place of let's not do that again, let's not take this chance,
let's not try this, let's avoidthis or whatever other barriers
that comes from ourgeneralization pattern in our
brain.
Dominika Staniewicz (11:06):
Our brain deletes the source and
generalizes.
And the most dangerous part ofthat is not the delete, that we
create stories that neverexisted we all do that but the
generalization.
So one event creates a wholestory and sequence.
Now, if you're able to grabthat and say, okay, and in the
same situation or similar tothese great results came about
(11:29):
and on purpose, remember them,on purpose, feel good, on
purpose, then that circuitbecomes stronger and you then
have a choice and even if theold one kicks in, you're able to
say, ah, ah, ah, ah, no, no, no, you go away.
We're going to now focus on thegood things.
And that is being able to do,you know, automatically create a
(11:52):
skitoma, and that is a conceptof breaking the pattern of a
thought.
Have you ever been in a kitchenor you were sitting at a desk
and go, okay, let me go and getsomething from the kitchen and
you want to get a sandwich.
You go to the kitchen like, um,what the heck did?
I come here for nothing?
emotional happen every day soyour brain pattern and your
(12:15):
thought pattern and your brainfunctions in the connection of
your body.
When the body changes theposition and changes the input
of where you are, that memorycan flee and you end up not
knowing what you came for.
But that is also an opportunityto bring another thought that
will serve you and we can usethat natural pattern of the
(12:37):
brain to teach people, toprevent them from winding
themselves up, from gettingdiscouraged.
Curiosity, which is apsychological idea, but
curiosity has a special place inyour brain.
Or using kinesthetic ability ofthe brain to check in with
yourself if the decision you'remaking is agreeing with your
(12:58):
natural values and you're notfalling out of integrity, which
will then lead to self-sabotage.
There are so many things anddifferent parts of your brain
light up like Christmas tree ordecide to disappear.
You know when you reallyconcentrate and you really want
to remember something and you goblank.
That's a brain pattern.
We can rewire that so itdoesn't happen.
(13:18):
And way to do that startwalking when you try to remember
something.
Jay Johnson (13:23):
Yep, I love getting movement in, especially if I'm
doing thinking, trying toremember or anything else like
that.
It just it does.
It's that same concept of likeyou're trying to remember
something and then you startwalking, you start going to the
store and like, oh, it comesback to you and it's just, yeah,
that blood flow.
That sort of interaction I wantto.
I want to jump in on one thing.
(13:44):
So from the beginning, you knowthis sort of visualizing
ourselves in a different, in adifferent sort of mentality, or
a different outcome, orpracticing, mentally, practicing
.
Dominika Staniewicz (13:54):
Visualize practicing.
That's very different, becausevisual is only your visual
cortex.
Jay Johnson (13:59):
Here we're also doing physical movements, saying
things out loud and using allthe senses, and that's really
important so let me ask you this, as we look at something like
visualization, a lot of ourtrainers coaches they may use
visualization exercises, butwhat I'm hearing you say is it's
very different, because you'reactually using not just the
(14:19):
visual cortex but you're gettinga whole body experience into
that, or mechanical experience.
Can you explain that just alittle bit, what those nuances
are?
Dominika Staniewicz (14:27):
Absolutely, and I think that's great that
we're using visualization,because 50% of our brain is a
visual cortex area.
So you know we do need thevisual input.
We process a lot of visualinformation.
The challenge with that is isthat, uh, first of all, we need
to know if our clients or peoplewe work with, people we're
training, actually have theability to visualize, because
(14:50):
about 20 percent of populationis unable to do that and they
experience life through sound,smell, movement and there are no
pictures.
Like I have pictures when Isleep, but when I imagine things
, I imagine things throughfeelings and shapes.
There are no particularpictures.
(15:10):
I am unable to see the oceanper se in my head.
I'm able to smell the ocean,I'm able to feel the ocean, I'm
able to hear the ocean.
So that's the first thing weneed to check.
Second thing we need to makesure that when we're working
with anybody and they're goingto visualize, they need to feel
it.
Feel it to the point where,when we do an exercise, for
(15:32):
example, imagining what you'reeating, that you start
salivating that is effective.
Imagining pictures with noemotions attached and no
physical response is unaffected.
That's why you know I am rich,I am rich, I am rich and your
brain goes look at your account,it's $1.
Jay Johnson (15:49):
You're not rich.
Dissonance kicks in there right.
Dominika Staniewicz (15:53):
Exactly so your brain also needs logical
proof.
So there is a spine balance.
And if you're saying, I'mwalking on the beach and I feel
you need to actually experiencethose feelings and you practice
that over and over, and at thebeginning it's harder than it's
short than short, and it becomessomething that it's a go to.
It's kind of like how you pickup a cup, right, you're not
(16:14):
thinking, oh, I'm going toextend my right hand, I'm going
to take and grab it, andthinking, oh, I'm going to
extend my right hand, I'm goingto take and grab it, and then
I'm bringing it up and closer tomy mouth, I'm going to.
There is no process like this.
It happens automatically.
So we create images and thingsthat can emotionally trigger you
by choice.
That's very important and youpractice that over and over.
(16:35):
So when the real trigger fromthe real world happens Over and
over, so when the real triggerfrom the real world happens
whatever that might be, I don'tknow somebody says you're an
idiot, right, and you get upset,then you can automatically
because you've trained that guy.
Jay Johnson (16:58):
Oh isn't, are going to follow that.
Are going to end up followingwhatever the signified trigger
is.
Dominika Staniewicz (17:06):
And the funny thing is that's how you
live.
This has your brain has beendoing this since you were born,
but without your choice.
Now you have a choice and youget to program that however you
want to, and then we will lookat your blood work right,
because if you're not producingenough of neurotransmitters, if
you don't have enough of D3, ifyou don't have enough of
magnesium, potassium, ferritinand iron, you will experience
(17:31):
anxiety and depression and youwill experience high stress
levels.
Sometimes not always that isone of the simplest ways to
lower those experiences, becauseyour emotions are basically
chemicals that are creatingcertain responses.
So if we know that and again,it's not always sometimes it's
(17:52):
deeper.
Sometimes you know you haveparts of the brain shutting down
and then you get disoriented.
You have memory cortex problems, or maybe your prefrontal
cortex takes over too much, ormaybe your limbic system
overacts.
There are other things we canthink, but let's start with
simple things, because mostpeople never touch the simple
things that are easy solutions.
(18:13):
They immediately run to verycomplicated ideas and our brain
is very simple.
Despite what we've been told,it's the same way for the last
40,000 years.
The environment is changing,but the brain keeps working the
same way.
Jay Johnson (18:26):
Yeah, evolution hasn't caught up to how quickly
technology shifts our actualcivilization.
But you know and I love whatyou said there because I know
that you're a Huberman fan as-well as I am, and you know, I
very distinctly recall, and Iwas like you know that makes so
much sense.
(18:46):
He's like if you want to improveyour life, there is one thing
to start with, get more sleep.
And then, if you get more sleep, the next thing that will
improve your life is eat.
You know, eat.
Eat enough fruits andvegetables to get those kind of
nutrients into your body, anddrink more water.
Those are three things that youwill exponentially improve the
quality of your life and I'mlike it is literally that simple
(19:08):
sometimes.
Dominika Staniewicz (19:08):
And go outside.
Jay Johnson (19:10):
Yeah, yeah, get that sunlight into the eyes and
into the skin.
So, all right, let's, let'stalk about this from a training
perspective, right, like when weare in a.
When we're in a trainingenvironment, we're trying to
help somebody either upscale,maybe they're trying to shift
their mindsets, and we know, weknow that they can change.
But and and this is kind of aninteresting area, because I'm
(19:34):
sure that you've seen this A lotof trainings are like this is
your personality and this is whoyou are and this is how you
behave, and all of a sudden,people start to go well, that's
just how I am.
What's the response to that?
Or how do you look at that?
How would you interpret that?
Because there's a lot ofquestions on everything from
(19:54):
personality to genetics, toepigenetics, to environment, to
culture, to learning, condition,behavior, et cetera, all of
these different stimuli and itfeels like sometimes our
participants, or our audience,or the leaders that we're
teaching, are just like well,that's how I am.
Dominika Staniewicz (20:12):
What are your thoughts and this is how
they perceive how they are andthey're absolutely right.
So, first thing, we alwaysagree.
I don't dispute that.
I can see how you see that thisis how they perceive how they
are and they're absolutely right.
So, first thing, we alwaysagree.
I don't dispute that.
I can see how you see that,this is how you are.
Let me ask you a question Isthat always serving you?
And that's the first question Iask.
And if they say yes, then we'renot touching it.
(20:33):
Why?
Because they don't see the need.
Nothing in anybody's people whoare training, working with.
If they don't see the need,they will not change and they
will not take the effort.
And change requires effort.
Neuroplasticity after age of 25requires effort.
Up to 25, we change with almostevery experience and our brain
does pruning and other beautifulstuff that it does and it
(20:55):
creates new neural pathwaysstuff that it does and it
creates new neural pathwaysafter age of 25 28 depending on
the study, men 28, women 25.
Sorry, gentlemen, we need todesignate our brain, say this is
important, this needs to change, and that can be by choice or
it can be by a traumatic event,and obviously we don't want to
deliver any traumatic events topeople, because brain literally
(21:17):
changes itself when it goesthrough real trauma.
That's why I'm very sensitiveabout where I've had a traumatic
experience.
No, somebody disagreeing withyou.
It's not a traumatic experience, that's not trauma, that does
nothing to your brain, it's justyour discomfort.
So after we ask them, they sayno, well, I you know, if I would
believe more in myself, I woulddo this.
(21:37):
Or if I would wake up early, Iwould disagree Fantastic.
So do you like things to beeasier or to be hard?
And usually people say easy,right, okay, fantastic.
How many easy things were yousatisfied in with life?
And they all giggle.
Usually Things that are easydon't give us long-term
(21:59):
satisfaction.
That's how we're built, okay.
So it's kind of taking aparttheir beliefs.
And the truth is that we'veexperienced for the same
situation.
We have experiences that aregreat and came out with a
phenomenal outcome, and wereacted the same way and the
outcome was horrible.
Now, because we forget thegreat outcomes, our job is to
(22:23):
bring back saying okay.
Somebody says I'm stupid.
Okay, were you always stupid?
Yes, are you a hundred percentstupid?
Well, was there anything youever done that was not stupid?
Notice that.
I don't say that was not.
That's not smart, but notstupid.
Well, I've done this.
When you made breakfast, wasthat smart?
(22:43):
Was that a good thing?
Yeah, okay.
When you were nice to your boss, was it good?
So are those stupid things?
Well, no, no, those are notstupid things.
Oh, so you're not stupid.
You sometimes act stupid.
We need to put doubts in thebelief system and the brain
starts to search, even if you'renot talking about it, brain
search for examples and then wereaffirm that in different ways
(23:05):
In training sessions.
Talking is not enough andthat's the challenge I see.
All my training sessionsrequire physical activity,
require movement standing up,sitting down, moving around,
changing partners, discomfort.
Why?
Because then your senses areheightened.
And again, we teach people tocelebrate.
(23:25):
Right.
Brain requires celebration towire for the say positive side
right, to kind of enjoy, becausewhen we enjoy things it's
easier for us to do them.
But for some unknown reason,all trainers I've met they go
okay, let's celebrate, patyourself on the back.
Who really feels like they'recelebrating them like, honestly?
Jay Johnson (23:46):
all right, yeah, no kidding no, there's no
emotional discharge.
Dominika Staniewicz (23:50):
so what we do before we do that, we teach
people how to celebrate, andwith men, a great example is
when you guys go and watch afootball game whatever sport you
like and you jump, you scream,you clap and you're so engaged
and you go, we won.
What the hell is we?
Where's the we?
Jay Johnson (24:11):
Where's your jersey ?
Where's your cleats?
Dominika Staniewicz (24:14):
You weren't exercising every day, 12 hours
a day, whatever.
But it's we won, and yourexpression and your joy is
everywhere in your body.
I've never seen a man celebratewith a calm face and a low
voice and just watching, with noexpression.
So if you can give that muchenergy because it's energy and
(24:36):
engage your brain in such anexcitement for somebody else
that you've never met, neverwill meet and never exercise,
Could you do at least part ofthat for yourself?
Jay Johnson (24:46):
Sure, even 10% of that energy would be a massive
increase.
Dominika Staniewicz (24:51):
So I show people how I celebrate and for
me, celebration when I lookedback in my past, it was like a
little girl and I go in businesssetting.
At the beginning people look atme like an idiot.
They think I'm absolutely crazy.
A grown woman goes, but guesswhat?
That makes me feel excited andthey just get used to it.
I'm not saying you're going todo it in a boardroom, but the
(25:13):
more you practice, the more youactually engage your full body.
You create the experience ofjoy, excitement and you release
those endorphins.
You release all those chemicalsthat are making you feel
amazing.
Hugs Guess what?
Hugs make us feel greatOxytocin and a few other lovely
chemicals, serotonin beingreleased.
(25:34):
But you need 31 seconds.
Jay Johnson (25:38):
That'll get you an HR violation in some
organizations.
Dominika Staniewicz (25:41):
Well, again , adjust to whatever is allowed,
right, and why not?
Jay Johnson (25:48):
But exactly, and I think the important thing and
what I really like about whatyou're saying is, too often we
find ourselves, whether it's inthe learning and development
space or anything else, or evenif it's in a disciplinary or
even if it is in a celebration,it's like hey, team, we hit our
marks this month, Woohoo, Allright, Awesome.
(26:09):
You know, here's newinformation about how you can
get out there and sell, butthere isn't that sort of mind
and body interaction.
There's not that fullengagement of our, of our
faculties.
You know there's that maybethinking, but there's not
necessarily that acting or doing.
And I think that you'reabsolutely right that
(26:30):
recognition, that joy, thatsavoring even, is something
that's completely lost.
One of the things and I'm notadvocating for this in any way,
I'm not saying it's good or badand I'm not advocating for this
in any way, I'm not saying it'sgood or bad but one of the
things that I am finding reallyinteresting is because you know,
if you're a trainer or coachout there, be thankful for
neuroplasticity.
That is what allows somebody tochange and shift and so on and
(26:53):
so forth, and I'm glad that youbrought up our ability to have
you know like strong, easyneuroplasticity does kind of
sort of degrade as our braingets older and you know, like
strong, easy neuroplasticitydoes kind of sort of degrade as
our brain gets older and youknow it takes men longer.
We know this.
But I am very fascinated withsome of the research that's
coming out, with things likepsilocybin and the impact that
(27:15):
that has on creating theconditions for future
neuroplasticity.
But I want to go back to evensome of the things that we can
do to improve this, because Ithink if you're a trainer, a
coach, an HR person, you can bethinking about okay, maybe I
don't want to give a training orhave my training occur when all
(27:37):
of my people are exhausted.
Maybe I don't want to do thisbefore lunch because nobody's
eaten and everybody's probablythinking about food and they
don't have the protein or theydon't have this.
If we were to use thisneuroscience, the idea of the
brain, the body, et cetera, whatare some things that we should
be thinking about as trainers,development managers or anybody,
(28:00):
when we're trying to getsomebody to maybe shift their
behavior?
Should we be thinking about allof those health things first,
or just the generalized thingthat's going to give people the
best chance for neuroplasticity?
What's your thoughts on that?
Dominika Staniewicz (28:14):
So, although the company and as an
HR director I know that betterthan anybody and people who are
listening we're not responsiblefor people's private lives.
At the same time, if we do notreinforce healthy lifestyle, we
will have worse results.
So it's kind of like playingdevil's advocate, making sure
(28:35):
that people sleep enough.
So maybe not having, you know,a 16 hour day and then having a
meeting in the morning would bea great idea.
I like to post sometimes intrainings there's this big
poster that they did a study itwas 2000, I think on over 2000
soldiers and they, some of them,all of them were snipers and
(29:00):
they have four groups.
Some of them, all of them, weresnipers and they have four
groups.
First they slept, you know, foreight hours.
Shooting was 98% accurate,fantastic.
Then they switched it to sixhours.
Well, it was 75%, still not badfor snipers, phenomenally
trained.
But then they went down to fivehours and four hours and at
four hours of sleep, accuracy ofthose decisions and shooting
(29:25):
the target was at 24%.
Would you like your manager tomake decisions about your
company and your people and be24% accurate?
Jay Johnson (29:36):
Right.
Well, and that's highly trainedindividuals who have gone
through training for sleepdeprivation, for thinking under
pressure, for thinking underfire.
Your manager probably hasn'tgone under that kind of rigorous
training either.
So at 24% would probably bevery we're going to call that
conservative in terms of youknow how the manager might
(29:59):
function under that type ofpressure.
Dominika Staniewicz (30:01):
So food is another thing.
If you can, please eliminatefor brain health, especially,
which is kind of a mandatorything for neuroplasticity
eliminate sugary drinks.
Have a lot of water, have teasbut do not have Coke and you
know a lot of those things thatare not great.
Don't serve chips.
Serve fruit and veggies andthings on a healthier side.
(30:25):
If they are totally not intohealthy things, just avoid the
most destructive, like red dye40 and red dye three.
Avoid high corn fructose syrup,all of those things in your
food.
The brains will thank youbecause the better quality of
the brain of your employees, thebetter decisions, the more
creative.
(30:45):
Another thing which isabsolutely crucial for
neuroplasticity is boredom.
We cannot have neuroplasticityand create solutions and be
creative and be able to come upwith answers if we're always
busy.
Brain only becomes in theneuroplasticity state and
creative state when it's bored.
(31:06):
Now, don't get me wrong,there's a curve, so it's not
like you want them to be boredfor eight hours, but there has
to be a downtime Because, notice, when do you come up with ideas
?
You're in a car, you're in ashower, you're in a bath.
This is a state of detachmentwhere your brain is able to
access deeper memories anddeeper knowledge.
(31:27):
If you want that harness foryour company, make sure that
it's not overwhelming with tasks.
Also, if you want your brain toand your employees brains to be
neuroplastic, invite them tocreate connections that they
would never make.
So phenomenal way forcreativity and growing kind of
(31:48):
that neuroplasticity, ability tosolve problems and change is
rotations once a week in adifferent department doing
things that they've neverthought they could do right
actually bmw really really goodabout that in their plants.
Jay Johnson (32:05):
They actually have on their shifts.
You might rotate to multipledifferent jobs.
You're trained for differentjobs, so you might be doing one
thing with the doors for yourfirst part of your shift, but
your second part of the shiftyou're actually completely,
completely different, becausenow you're not going to be stiff
from doing the same movementfor 12 hours.
You're not going to be stifffrom doing the same movement for
12 hours.
You're not going to be thinking, you know you're not going to
(32:27):
get lost in there.
So moving around and kind ofshifting, that they've really
taken to that concept.
Dominika Staniewicz (32:33):
It is, and you know.
Another thing is that we talkabout being out of a comfort
zone and companies have overdonethat.
Nobody's going to be productiveif they're 80 of the time out
of their comfort zone, out ofyour comfort zone.
The best ratio is the paretomethod.
Again, it's 20 because we'reeffective and quick and
repetitive skills and that'swhere we get the results the
(32:56):
quickest.
And then the creativities andthe learning process and the
learning curve and coming upwith new ideas.
That's the 20%.
But if you all the timeeverything is new, you just shut
down and you stop learning.
So there has to be a ratio andputting people in their gift
zones, yes, developing thethings that they're not great at
.
But me, if you want to kill acompany, get me strictly an
(33:21):
admin job.
I will make every mistakepossible.
I guarantee you that.
Jay Johnson (33:27):
Yeah, give me the quality control, because that's
where I'm going to get justcompletely lost, yep.
Dominika Staniewicz (33:33):
Exactly.
Jay Johnson (33:34):
Yep.
Dominika Staniewicz (33:35):
So everybody has that thing.
So let's put people where it'stheir gift zone, because growing
that knowledge is very easy andthen partially we start
developing other skills.
So it has to be balanced.
If you overdo it.
I remember I was consulting avery big international company
I'm not going to say their namebecause they're in the US and
they're huge in the US too andthey've invested $300,000 in a
(34:02):
young lady who was super gifted,super talented.
She got trained, passedeverything with flying colors
and they offered her a promotion.
She goes no.
So they called me go.
What do we do?
I'm like, well, you should havecalled me $300,000 before,
Sooner.
It's kind of a bit late.
She goes, but what do we do?
I'm like, did you ever ask herif that's in line with where she
wants to go?
Well, no, ever ask her ifthat's in line with where she
(34:24):
wants to go?
Well, no, everybody wants toget promoted no, they don't.
no, they don't because thatyoung lady was about to get
married and she wanted to havekids and she was doing her job
so well that everything wasrunning smoothly.
So she knew she could have ababy and keep her job and still
be an effective employee.
So they basically lost $300,000and everybody got frustrated.
She stayed and then she left.
(34:46):
But it is so important to notto assume and check in more
often than once every 10 yearsin the development plans Like
what they wanted 10 years agomight not be what they want
right now.
Right, same.
Jay Johnson (35:01):
Well, and I think that there's something really
important that I want to drawout of there too, and maybe you
can help with someclarifications here.
Right, like, one of the thingsthat we've talked about is on
the show is giving people space,right Like, if we give them new
information, if we give themnew content, new ideas, new
tasks, whatever it is to thengive them some space to not only
(35:24):
just try practice but also toreflect on it, and that's that
was a big part of one of theconversations was OK, how do we
reflect on it?
We actually learn more,solidify the learning, so on and
so forth.
But through that reflecting,one of the other things that I
heard you say kind of triggeredmy thought process towards even
something like meditation, andyou know.
(35:46):
So we're bored, and whathappens when we're bored?
Chatter, right?
So all this chatter, we startour mind wanders, we start
thinking about what we want, westart wanting this, and there's
something to be said about beingable to focus and also allow
ourself that space forcreativity.
How do we balance that?
How do?
Dominika Staniewicz (36:04):
we create.
Jay Johnson (36:05):
We don't just let one fly or let the other fly I
mean, the truth is, balance is afiction.
Dominika Staniewicz (36:10):
Again.
There's no balance there.
It's there's no life workbalance.
There is life, work environmentand sometimes we have it's like
people go, oh, 50 50relationship.
There's no 50 50 relationship.
Sometimes it's 30, sometimesit's all 50-50 relationship.
There's no 50-50 relationship.
Sometimes it's 30.
Sometimes it's 70.
Sometimes it's 60.
Sometimes it's 50.
Sometimes it's 10.
At the end, we would like thisto be in that area.
(36:31):
So it's the monitoring of it,and I think the monitoring of it
is the key.
So we have been brought up in abrain that was designed by men
and phenomenal we love men.
So there's nothing against men.
But science has shown thatbrains of men are very different
than brains of women andthey're not better, they're not
(36:53):
worse, they're just different.
Men require structure and stepby step.
But that is not the creativeprocess, that is not the process
of learning.
And everybody who trains andcoaches please look up learning
curve and memorize it.
When you learn something new,your effectiveness and
everything drops.
You're not as good.
(37:14):
That's what happens every timeyou introduce new system, new
methods, new things.
Before people learn, beforethey get to the skilled level,
they will be worse first.
So expect that to happen andmaybe have a conversation how
did we mess up today?
What could we have donedifferently?
And that's the reflecting part,accepting the fact that it's
(37:35):
not going.
Oh, you did this wrong.
You should check the manual.
Well, guess what?
Most people don't check themanuals, no, and they don't read
them.
And we can say all we want.
Oh, people need to beself-sufficient, but they're not
.
People are integrated beings.
We learn from practicing,talking, explaining.
So why don't, if we'reintroducing something new, why
(37:56):
don't we just have a meeting inthe evening?
Five minutes, 10 minutes.
Hey, where did we mess up today?
And how can we make it bettertomorrow?
And laugh about it, becauseit's guaranteed we're going to
mess up.
The moment you take awaypressure from being wrong and
messing up, the part of feelingcomfortable and creativity
starts to kick in.
The permission internalpermission, and we know this is
(38:19):
going to end, because mostpeople want to be recognized.
Internal permission, and weknow this is going to end,
because most people want to berecognized.
Most people want to feel good,most want to be seen and the way
to do it is to be good.
It just gives us satisfaction.
So trust that this will happen.
Most people don't want to messup forever, right.
But it is saying well, yeah, Iforgot to click that and I
deleted half of my database.
(38:39):
I did that before in my reallife and it sucked and I got
yelled at.
But the truth is it was a newsystem and I did automatically
with my mouse something I usedto do.
The programming right of an oldsystem looks similar.
I clicked, I went oh my God.
Jay Johnson (38:58):
Oops, oops.
Dominika Staniewicz (39:01):
Now we have phenomenal IT who understood
that everything has to be backedup every few minutes, right?
So assume the mistakes andalways ask what could you do
differently next time?
That's all you ask.
Don't give advice, don't tellthem what to do.
What could you do differentlynext time?
Because when people hearthemselves, our brain is
(39:23):
designed to trust what we hearthe most often.
What do we hear the most often?
Jay Johnson (39:36):
Our own voice.
Now, if I was to ask you, andmaybe let me phrase it this way
so if balance doesn't exist andthat's perfectly fine, we can
look.
Look at that, we can strive forthe outcome of balance in its
eventuality.
Great, how do we switch or howdo we maybe transition our brain
in those moments where becauseI I've had this personally and I
guarantee everybody in theaudience has experienced this,
as I think it's very human weneed to focus and every chatter
(40:01):
thought is just blowing into ourbrain.
Or it could completely be theother way is we need to not
focus or we just need to relaxand what's happening?
Our brain is just stuck on onechamber of thought or it's
really got that tunnel vision.
We're not able to look outsideor detach or pull back a little
(40:21):
bit.
And we're not able to lookoutside or detach or pull back a
little bit, how can we moreeffectively in ourselves, be
able to make that transition ormake the choice of that
transition, if that choice needsto be made?
And then, secondly, how can weinspire, maybe, an audience to
lean into one of those spacesmore effectively?
Dominika Staniewicz (40:41):
OK.
So those are great questionsand I have to ask you to answer
this.
I have to ask you are ouraudience only listening or also
looking?
Jay Johnson (40:50):
They can be both.
So they can be audio only ifthey're listening on Buzzsprout
or they can be watching us liveduring video with YouTube.
So, audience, check out both.
Dominika Staniewicz (41:03):
Okay.
So, dear audience, if you, forthis part, go to YouTube, I
would highly recommend.
There is this exercise.
When you need to finish thischatter Works magic.
It's neuroscience based, it'ssimple, takes three seconds and
what you do?
I'm going to take off myglasses to make that easier a
little bit for me.
And what you do I'm going totake off my glasses to make that
easier a little bit for me.
You take a deep breath in, youhold it for six seconds, then
(41:27):
you nod your head, holding yourbreath, six times, with your
eyes open.
Focus on one point One, two,three, four, five, six.
You're holding your breath, andthen you take your hands from
the top and you go.
You do that standing up.
So it goes like this Iguarantee you that after you do
(41:55):
this, just once, your head willbe empty.
There'll be not one thought.
That's when you make a choice.
Jay Johnson (42:02):
Interesting.
So you're essentiallyactivating both the
parasympathetic nervous system,the sympathetic nervous system
and the body mechanics to reallykind of almost short circuit
the rest of the conscious brainInteresting Takes literally
three seconds Well, maybe sixseconds to do that.
Love it.
So, for those of you that arelistening on the podcast, go
(42:25):
check out the YouTube.
You'll see it.
It's very easy to do, it looksand well described.
Even so, you probably couldeven follow that along if you
are just listening on Buzzsprout.
So, coach D, this has been anabsolutely fascinating
conversation, and don't besurprised when we're going to be
looking for part two of this,because I think that I've got
about 700 more topic areas thatI think that we could dig into.
(42:49):
But, in the interest of timehere today, if our audience
wanted to get in touch with you,where would they be able to
find you?
Dominika Staniewicz (42:56):
Fantastic.
I love that question myfavorite one, of course.
So you can find me onyourbraincoachdcom that's my
website for corporations.
There's corporate services andindividual services, and then
you can go to YouTube, Instagramor Facebook or LinkedIn and you
can type in yourbraincoachd andthere is also two types of
(43:18):
newsletters.
One is more Facebook type andone is more LinkedIn, where it's
more neuroscience.
It's called Live the Life youWant and you can sign up for
that and learn and discover andI am absolutely thrilled to
serve and give you the simplethings from neuroscience without
the chatter of you knowimportant things like
(43:39):
neuroencoding and brain scienceand anterior cingulate gyrus and
all this other stuff, Becauseyou, the truth is, we all use
electricity.
How many of us really know howit works?
We just want to flip the switchand make it work.
So we can do that now withneuroscience.
We can flip the switch and makethe brain work for you.
Jay Johnson (44:00):
Love that.
Anytime that we can get to thatapplication stage.
That's where we're going to getthe shifts, the actual behavior
change and the return oninvestment.
So, coach D, this has been anincredible conversation.
I really appreciate your time,your expertise and it's been fun
to kind of sit back and have aconversation a little bit about
deeper neuroscience than I'mnecessarily used to in a lot of
(44:24):
these cases.
So I want to say thank you forbeing here with us today.
Dominika Staniewicz (44:28):
My honor and pleasure and thank you for
having me.
I had a lot of fun Absolutelymy favorite subject to talk
about.
Jay Johnson (44:35):
Amazing and thank you audience for tuning into
this episode of the Talent Forgeand stay tuned to future
episodes with Coach D and myself, hopefully, but thank you for
tuning into this one where we'reshaping the future of training
and development.
Welcome to this episode of the Talent Forge,
where we are shaping the futureof training and development.
I am very excited today becausewe have an awesome guest and a
very unique voice andperspective coming in.
,Dominika Staniewicz, I'mpretty close, we're going to
call you Coach D, but welcome tothe show, coach D.
Dominika Staniewicz (00:21):
Hello, thank you so much for having me,
Jay.
I'm super excited because ithasn't been a long time since I
spoke about trainings and thecorporate side, which I'm so
passionate about as well.
Jay Johnson (00:31):
Amazing and let's talk about that passion and get
the audience a little insightinto your background.
How did you get into this spaceand really what got you into
things like neuroencoding, whichwe'll define and really get
into a little bit more, but fireaway, tell us a little bit
about yourself.
Dominika Staniewicz (00:50):
Well, I'll give you the short version
because the podcast is not longenough to give my whole history.
But in Europe I worked as an HRdirector for big companies for
about 20 years in differentcapacities, and I was also a
career coach At the same time.
I was extremely miserable and Iwas going for those goals and
those KPIs and achieving thosenumbers and life was life and it
(01:12):
wasn't exactly how I imaginedit would be.
And at the same time, I was anadvisor to the Polish president,
which we would create newstandards for education.
I was a professor for 15 yearsat one of top Polish
universities, teaching sociology, public speaking and HR, so I
really loved that space.
And then I came to the US withall those experiences, master
(01:35):
degrees, and it turned out thatit's absolutely worth nothing,
despite me being an Americancitizen.
And I would hear you know,dominika, did you guys use
LinkedIn?
Like I was in Europe, not inthe middle of the ocean, but
we're going to leave that foranother conversation.
So my first job was separatinghangers with convicts at a
(01:56):
warehouse, and that was a giftand a curse, because I realized
how much I've strayed away as amanager for all these years from
people who are, let's say, atthe bottom of the structure, how
much they hang on every wordthat we say.
And that was kind of aneye-opening moment for me and I
started growing.
You know developing.
(02:16):
I said I don't want to live mywhole life separating hangers
with all my degrees and thingsthat I want to do in the world,
so I started learning.
Then one day I run intosomething called brain
revolution.
It was prepared by Dr DanielAmen, who isa, double board
certified neuropsychiatrist, andDr Joseph McClendon III, who's
a PhD neuropsychologist.
(02:37):
And those two gentlemen Josephworks with Tony Robbins, dr Amen
really recognizable names whenit comes to brain health.
They created this approachwhere we're actually working
with neuroscience and with yourbrain and we take the approach
that psychology and behavior isthe result of your brain health
(02:59):
and that changes and shiftseverything, because your anger
it's not you, not you is howyour brain is functioning and if
it's an organ and we have toolsto work with the organ, we can
change and make it better.
And those are not reallydifficult things and this is a
very new approach.
It has, I don't know, maybefive, six years, but there are
(03:20):
enough studies that even showthat depression should be a
symptom, not a diagnosis,because brain looks different in
different situations butpresents as a symptom the same
way and the problem can beoveractive or underactive,
different area of your brain.
So with that approach I fell inlove.
And neuron coding brought thepractical aspect outside of
(03:43):
understanding.
You know what's an anteriorcingulate, you know how does I
don't know hitting your headwork and how can that change
your personality triggers.
Neuroencoding takes all thatneuroscience and makes it very
practical so we can rewire thebrain, we can change how our
brain functions, whatconnections and behaviors we
(04:05):
have, based on triggers thatcome from the outside.
And it includes health, bloodwork and other things.
And that is so new because whenwe train with neuroscience
inside companies, guess what?
We're not only giving thecompany tools to lower the costs
and we're going to get intothat later but we also helps
people manage, because the sametool is used in your private
(04:28):
life and in your work life andit brings everything together
where you don't have to separatethat.
And those tools are permanentif you practice them because
they're not dependent on companyculture but they're dependent
on your choice how you want tolive your life, just to make it
very simple.
So neuron coding and brainhealth, brain coaching.
This is what I specialize inand that's how I fell in love
(04:51):
with it, because I saw thatthere are other ways than pills,
than stress.
Even feedback, now based onneuroscience, should look
different to actually lower thecost for a company and be more
effective where people arelooking to find more difficult
challenges on their own and youdon't need to ask them to do it,
because it's exciting for themto find solutions.
(05:14):
And when switching those thingsaround, you see how people.
Motivation is BS.
Okay, motivation doesn't exist.
Motivation is temporary.
It's a hit of, you know,dopamine especially, and
dopamine addiction is actuallyextremely destructive and it's
not helping the company.
Those are those overachieversthat burn and crash and usually
(05:35):
are very emotional, not stable.
So what if you could pace that?
You know that excitement?
What if that excitement wasn'tdependent on the manager but
that person was so excited to dothings for the company and they
would get the satisfactionbecause the satisfaction is
dopamine and serotonin and thatwould just play out in their
(05:55):
real life, in their daily lifeand at work life, where they
would be excited to do things.
No need to motivate everybodywith money.
There are other ways and thatmotivation is not important
anymore because it's an internaldrive that is translated into
grit, that becomes wiring inyour brain, influences the white
matter in the brain and a wholenine yards that I can talk
(06:17):
about forever.
Jay Johnson (06:19):
So I guarantee the audience is now aware why I was
so excited about this.
Because we share that passionfor neuroscience and psychology
and one of the things that yousaid.
And I think this is somethingthat's so important because I
think, whether you're a trainer,whether you're a coach, whether
you're an HR practitioner,motivation is not a 2D object.
(06:41):
It's not this flat thing thatyou can look at and be like I'm
motivated or I'm not.
I love that you brought in thecontext of there's a lot of
different types of motivation orthings that motivate us,
whether it's the dopaminergicdesire circuit or even something
like the oxytocin based bondingcircuit, that I might be very
motivated to do somethingbecause of a connection, not
(07:01):
because I actually want to, infact I don't want to but I still
find motivation to go and helpyou move because you are my
colleague, friend or whateverelse like that.
So motivation can bemulti-contextual.
When you're talking about theconcept of neuroencoding, if you
can help define that a littlebit so I know that we've had
(07:23):
conversation on this show aboutneuroplasticity, the brain's
ability to change, the brain'sability to sort of carve new
neural pathways.
I know that I've said many,many of times neurons that fire
together, wire together.
So, with all that being saidand I know that that's actually
it's sort of true, there's a lotthat goes into that, but if you
(07:44):
can give our audience no, it'snot sort of, it's sort of true,
I, there's a lot that goes intothat, but if you can, give our
audience.
Dominika Staniewicz (07:47):
It's true.
You just need sleep for that tohappen.
That's the only thing.
Jay Johnson (07:52):
Yeah, and and a few other and a few other proteins
that go along with it, as longas you're.
But I like what you said theeating healthy, the making sure
that you're actually taking careof yourself.
That is really the fundamentalsof getting to that neuroplastic
stage.
But let's talk about thisneuroencoding.
What does that mean?
How does that show up?
What does that look like?
Dominika Staniewicz (08:14):
So neuroencoding is basically
practicing scenarios before theyhappen, so you can default to
your best behavior or optimizedbehavior or chosen behavior,
whichever you prefer.
When it happens, you know whenpeople act on stage.
It's not like they walk in andthey know all the lines and they
(08:34):
know which movement to makebased on what situation.
They literally practice thesame thing over and over and
notice that that the first readthroughs if you know anything
about acting are done sittingdown, but the moment you're done
you read that few times.
You start using your body andneuro encoding realizes, as
brain coaching, as an anyneuroscience based training,
(08:58):
that rewiring of the brain andthe practice of your brain is
connected to your body.
There is no way you can feelgreat sitting with your
shoulders down and head downbecause there's oxygen flowing,
there is different width of yourblood vessels, there are so
many biological things, so werecognize that and we hack your
(09:18):
psychology with your biology.
And neuroencoding is practicingfor the moments when you're
creating scotomas, so creatingbreaks in the circuit, so you
can input something else, so thebrain can take attention away
from your crazy thoughts that weall have and put it on
(09:39):
something else that gives you abreathing room so you can kind
of change the direction.
Because the truth is we allhave crazy thoughts.
Our brain runs and createsthose thoughts like insanely,
and most of the time it lies tous.
It lies to us because we'vecreated.
When I talk to my clients, thenI go okay, can you make yourself
(10:00):
feel worse?
They sit there and go well,yeah, I can.
And you probably have a wholelist of things where you messed
up in life, don't you?
That you can immediatelyremember, of course, because
when you remember you reignitethe chemical releases from your
brain that make you feel acertain way.
The question is do you have thesame playathra and set of
(10:23):
events that make you feel good,that you can just go to and go?
Okay, I feel like crap.
Let me take this, this andremember this, because guess
what, when you remember, youagain discharge the chemicals
and you reignite those neuralpathways and you feel again a
certain way.
But the truth is, most of usdon't remember good events
(10:43):
because we don't practice.
Remember.
Bring good events.
Jay Johnson (10:48):
And our brains wired for survival.
So remembering all the thingsthat brought us pain lodges in
our hippocampus and then it allof a sudden puts us in that
place of let's not do that again, let's not take this chance,
let's not try this, let's avoidthis or whatever other barriers
that comes from ourgeneralization pattern in our
brain.
Dominika Staniewicz (11:06):
Our brain deletes the source and
generalizes.
And the most dangerous part ofthat is not the delete, that we
create stories that neverexisted we all do that but the
generalization.
So one event creates a wholestory and sequence.
Now, if you're able to grabthat and say, okay, and in the
same situation or similar tothese great results came about
(11:29):
and on purpose, remember them,on purpose, feel good, on
purpose, then that circuitbecomes stronger and you then
have a choice and even if theold one kicks in, you're able to
say, ah, ah, ah, ah, no, no, no, you go away.
We're going to now focus on thegood things.
And that is being able to do,you know, automatically create a
(11:52):
skitoma, and that is a conceptof breaking the pattern of a
thought.
Have you ever been in a kitchenor you were sitting at a desk
and go, okay, let me go and getsomething from the kitchen and
you want to get a sandwich.
You go to the kitchen like, um,what the heck did?
I come here for nothing?
emotional happen every day soyour brain pattern and your
(12:15):
thought pattern and your brainfunctions in the connection of
your body.
When the body changes theposition and changes the input
of where you are, that memorycan flee and you end up not
knowing what you came for.
But that is also an opportunityto bring another thought that
will serve you and we can usethat natural pattern of the
(12:37):
brain to teach people, toprevent them from winding
themselves up, from gettingdiscouraged.
Curiosity, which is apsychological idea, but
curiosity has a special place inyour brain.
Or using kinesthetic ability ofthe brain to check in with
yourself if the decision you'remaking is agreeing with your
(12:58):
natural values and you're notfalling out of integrity, which
will then lead to self-sabotage.
There are so many things anddifferent parts of your brain
light up like Christmas tree ordecide to disappear.
You know when you reallyconcentrate and you really want
to remember something and you goblank.
That's a brain pattern.
We can rewire that so itdoesn't happen.
(13:18):
And way to do that startwalking when you try to remember
something.
Jay Johnson (13:23):
Yep, I love getting movement in, especially if I'm
doing thinking, trying toremember or anything else like
that.
It just it does.
It's that same concept of likeyou're trying to remember
something and then you startwalking, you start going to the
store and like, oh, it comesback to you and it's just, yeah,
that blood flow.
That sort of interaction I wantto.
I want to jump in on one thing.
(13:44):
So from the beginning, you knowthis sort of visualizing
ourselves in a different, in adifferent sort of mentality, or
a different outcome, orpracticing, mentally, practicing
.
Dominika Staniewicz (13:54):
Visualize practicing.
That's very different, becausevisual is only your visual
cortex.
Jay Johnson (13:59):
Here we're also doing physical movements, saying
things out loud and using allthe senses, and that's really
important so let me ask you this, as we look at something like
visualization, a lot of ourtrainers coaches they may use
visualization exercises, butwhat I'm hearing you say is it's
very different, because you'reactually using not just the
(14:19):
visual cortex but you're gettinga whole body experience into
that, or mechanical experience.
Can you explain that just alittle bit, what those nuances
are?
Dominika Staniewicz (14:27):
Absolutely, and I think that's great that
we're using visualization,because 50% of our brain is a
visual cortex area.
So you know we do need thevisual input.
We process a lot of visualinformation.
The challenge with that is isthat, uh, first of all, we need
to know if our clients or peoplewe work with, people we're
training, actually have theability to visualize, because
(14:50):
about 20 percent of populationis unable to do that and they
experience life through sound,smell, movement and there are no
pictures.
Like I have pictures when Isleep, but when I imagine things
, I imagine things throughfeelings and shapes.
There are no particularpictures.
(15:10):
I am unable to see the oceanper se in my head.
I'm able to smell the ocean,I'm able to feel the ocean, I'm
able to hear the ocean.
So that's the first thing weneed to check.
Second thing we need to makesure that when we're working
with anybody and they're goingto visualize, they need to feel
it.
Feel it to the point where,when we do an exercise, for
(15:32):
example, imagining what you'reeating, that you start
salivating that is effective.
Imagining pictures with noemotions attached and no
physical response is unaffected.
That's why you know I am rich,I am rich, I am rich and your
brain goes look at your account,it's $1.
Jay Johnson (15:49):
You're not rich.
Dissonance kicks in there right.
Dominika Staniewicz (15:53):
Exactly so your brain also needs logical
proof.
So there is a spine balance.
And if you're saying, I'mwalking on the beach and I feel
you need to actually experiencethose feelings and you practice
that over and over, and at thebeginning it's harder than it's
short than short, and it becomessomething that it's a go to.
It's kind of like how you pickup a cup, right, you're not
(16:14):
thinking, oh, I'm going toextend my right hand, I'm going
to take and grab it, andthinking, oh, I'm going to
extend my right hand, I'm goingto take and grab it, and then
I'm bringing it up and closer tomy mouth, I'm going to.
There is no process like this.
It happens automatically.
So we create images and thingsthat can emotionally trigger you
by choice.
That's very important and youpractice that over and over.
(16:35):
So when the real trigger fromthe real world happens Over and
over, so when the real triggerfrom the real world happens
whatever that might be, I don'tknow somebody says you're an
idiot, right, and you get upset,then you can automatically
because you've trained that guy.
Jay Johnson (16:58):
Oh isn't, are going to follow that.
Are going to end up followingwhatever the signified trigger
is.
Dominika Staniewicz (17:06):
And the funny thing is that's how you
live.
This has your brain has beendoing this since you were born,
but without your choice.
Now you have a choice and youget to program that however you
want to, and then we will lookat your blood work right,
because if you're not producingenough of neurotransmitters, if
you don't have enough of D3, ifyou don't have enough of
magnesium, potassium, ferritinand iron, you will experience
(17:31):
anxiety and depression and youwill experience high stress
levels.
Sometimes not always that isone of the simplest ways to
lower those experiences, becauseyour emotions are basically
chemicals that are creatingcertain responses.
So if we know that and again,it's not always sometimes it's
(17:52):
deeper.
Sometimes you know you haveparts of the brain shutting down
and then you get disoriented.
You have memory cortex problems, or maybe your prefrontal
cortex takes over too much, ormaybe your limbic system
overacts.
There are other things we canthink, but let's start with
simple things, because mostpeople never touch the simple
things that are easy solutions.
(18:13):
They immediately run to verycomplicated ideas and our brain
is very simple.
Despite what we've been told,it's the same way for the last
40,000 years.
The environment is changing,but the brain keeps working the
same way.
Jay Johnson (18:26):
Yeah, evolution hasn't caught up to how quickly
technology shifts our actualcivilization.
But you know and I love whatyou said there because I know
that you're a Huberman fan as-well as I am, and you know, I
very distinctly recall, and Iwas like you know that makes so
much sense.
(18:46):
He's like if you want to improveyour life, there is one thing
to start with, get more sleep.
And then, if you get more sleep, the next thing that will
improve your life is eat.
You know, eat.
Eat enough fruits andvegetables to get those kind of
nutrients into your body, anddrink more water.
Those are three things that youwill exponentially improve the
quality of your life and I'mlike it is literally that simple
(19:08):
sometimes.
Dominika Staniewicz (19:08):
And go outside.
Jay Johnson (19:10):
Yeah, yeah, get that sunlight into the eyes and
into the skin.
So, all right, let's, let'stalk about this from a training
perspective, right, like when weare in a.
When we're in a trainingenvironment, we're trying to
help somebody either upscale,maybe they're trying to shift
their mindsets, and we know, weknow that they can change.
But and and this is kind of aninteresting area, because I'm
(19:34):
sure that you've seen this A lotof trainings are like this is
your personality and this is whoyou are and this is how you
behave, and all of a sudden,people start to go well, that's
just how I am.
What's the response to that?
Or how do you look at that?
How would you interpret that?
Because there's a lot ofquestions on everything from
(19:54):
personality to genetics, toepigenetics, to environment, to
culture, to learning, condition,behavior, et cetera, all of
these different stimuli and itfeels like sometimes our
participants, or our audience,or the leaders that we're
teaching, are just like well,that's how I am.
Dominika Staniewicz (20:12):
What are your thoughts and this is how
they perceive how they are andthey're absolutely right.
So, first thing, we alwaysagree.
I don't dispute that.
I can see how you see that thisis how they perceive how they
are and they're absolutely right.
So, first thing, we alwaysagree.
I don't dispute that.
I can see how you see that,this is how you are.
Let me ask you a question Isthat always serving you?
And that's the first question Iask.
And if they say yes, then we'renot touching it.
(20:33):
Why?
Because they don't see the need.
Nothing in anybody's people whoare training, working with.
If they don't see the need,they will not change and they
will not take the effort.
And change requires effort.
Neuroplasticity after age of 25requires effort.
Up to 25, we change with almostevery experience and our brain
does pruning and other beautifulstuff that it does and it
(20:55):
creates new neural pathwaysstuff that it does and it
creates new neural pathwaysafter age of 25 28 depending on
the study, men 28, women 25.
Sorry, gentlemen, we need todesignate our brain, say this is
important, this needs to change, and that can be by choice or
it can be by a traumatic event,and obviously we don't want to
deliver any traumatic events topeople, because brain literally
(21:17):
changes itself when it goesthrough real trauma.
That's why I'm very sensitiveabout where I've had a traumatic
experience.
No, somebody disagreeing withyou.
It's not a traumatic experience, that's not trauma, that does
nothing to your brain, it's justyour discomfort.
So after we ask them, they sayno, well, I you know, if I would
believe more in myself, I woulddo this.
(21:37):
Or if I would wake up early, Iwould disagree Fantastic.
So do you like things to beeasier or to be hard?
And usually people say easy,right, okay, fantastic.
How many easy things were yousatisfied in with life?
And they all giggle.
Usually Things that are easydon't give us long-term
(21:59):
satisfaction.
That's how we're built, okay.
So it's kind of taking aparttheir beliefs.
And the truth is that we'veexperienced for the same
situation.
We have experiences that aregreat and came out with a
phenomenal outcome, and wereacted the same way and the
outcome was horrible.
Now, because we forget thegreat outcomes, our job is to
(22:23):
bring back saying okay.
Somebody says I'm stupid.
Okay, were you always stupid?
Yes, are you a hundred percentstupid?
Well, was there anything youever done that was not stupid?
Notice that.
I don't say that was not.
That's not smart, but notstupid.
Well, I've done this.
When you made breakfast, wasthat smart?
(22:43):
Was that a good thing?
Yeah, okay.
When you were nice to your boss, was it good?
So are those stupid things?
Well, no, no, those are notstupid things.
Oh, so you're not stupid.
You sometimes act stupid.
We need to put doubts in thebelief system and the brain
starts to search, even if you'renot talking about it, brain
search for examples and then wereaffirm that in different ways
(23:05):
In training sessions.
Talking is not enough andthat's the challenge I see.
All my training sessionsrequire physical activity,
require movement standing up,sitting down, moving around,
changing partners, discomfort.
Why?
Because then your senses areheightened.
And again, we teach people tocelebrate.
(23:25):
Right.
Brain requires celebration towire for the say positive side
right, to kind of enjoy, becausewhen we enjoy things it's
easier for us to do them.
But for some unknown reason,all trainers I've met they go
okay, let's celebrate, patyourself on the back.
Who really feels like they'recelebrating them like, honestly?
Jay Johnson (23:46):
all right, yeah, no kidding no, there's no
emotional discharge.
Dominika Staniewicz (23:50):
so what we do before we do that, we teach
people how to celebrate, andwith men, a great example is
when you guys go and watch afootball game whatever sport you
like and you jump, you scream,you clap and you're so engaged
and you go, we won.
What the hell is we?
Where's the we?
Jay Johnson (24:11):
Where's your jersey ?
Where's your cleats?
Dominika Staniewicz (24:14):
You weren't exercising every day, 12 hours
a day, whatever.
But it's we won, and yourexpression and your joy is
everywhere in your body.
I've never seen a man celebratewith a calm face and a low
voice and just watching, with noexpression.
So if you can give that muchenergy because it's energy and
(24:36):
engage your brain in such anexcitement for somebody else
that you've never met, neverwill meet and never exercise,
Could you do at least part ofthat for yourself?
Jay Johnson (24:46):
Sure, even 10% of that energy would be a massive
increase.
Dominika Staniewicz (24:51):
So I show people how I celebrate and for
me, celebration when I lookedback in my past, it was like a
little girl and I go in businesssetting.
At the beginning people look atme like an idiot.
They think I'm absolutely crazy.
A grown woman goes, but guesswhat?
That makes me feel excited andthey just get used to it.
I'm not saying you're going todo it in a boardroom, but the
(25:13):
more you practice, the more youactually engage your full body.
You create the experience ofjoy, excitement and you release
those endorphins.
You release all those chemicalsthat are making you feel
amazing.
Hugs Guess what?
Hugs make us feel greatOxytocin and a few other lovely
chemicals, serotonin beingreleased.
(25:34):
But you need 31 seconds.
Jay Johnson (25:38):
That'll get you an HR violation in some
organizations.
Dominika Staniewicz (25:41):
Well, again , adjust to whatever is allowed,
right, and why not?
Jay Johnson (25:48):
But exactly, and I think the important thing and
what I really like about whatyou're saying is, too often we
find ourselves, whether it's inthe learning and development
space or anything else, or evenif it's in a disciplinary or
even if it is in a celebration,it's like hey, team, we hit our
marks this month, Woohoo, Allright, Awesome.
(26:09):
You know, here's newinformation about how you can
get out there and sell, butthere isn't that sort of mind
and body interaction.
There's not that fullengagement of our, of our
faculties.
You know there's that maybethinking, but there's not
necessarily that acting or doing.
And I think that you'reabsolutely right that
(26:30):
recognition, that joy, thatsavoring even, is something
that's completely lost.
One of the things and I'm notadvocating for this in any way,
I'm not saying it's good or badand I'm not advocating for this
in any way, I'm not saying it'sgood or bad but one of the
things that I am finding reallyinteresting is because you know,
if you're a trainer or coachout there, be thankful for
neuroplasticity.
That is what allows somebody tochange and shift and so on and
(26:53):
so forth, and I'm glad that youbrought up our ability to have
you know like strong, easyneuroplasticity does kind of
sort of degrade as our braingets older and you know, like
strong, easy neuroplasticitydoes kind of sort of degrade as
our brain gets older and youknow it takes men longer.
We know this.
But I am very fascinated withsome of the research that's
coming out, with things likepsilocybin and the impact that
(27:15):
that has on creating theconditions for future
neuroplasticity.
But I want to go back to evensome of the things that we can
do to improve this, because Ithink if you're a trainer, a
coach, an HR person, you can bethinking about okay, maybe I
don't want to give a training orhave my training occur when all
(27:37):
of my people are exhausted.
Maybe I don't want to do thisbefore lunch because nobody's
eaten and everybody's probablythinking about food and they
don't have the protein or theydon't have this.
If we were to use thisneuroscience, the idea of the
brain, the body, et cetera, whatare some things that we should
be thinking about as trainers,development managers or anybody,
(28:00):
when we're trying to getsomebody to maybe shift their
behavior?
Should we be thinking about allof those health things first,
or just the generalized thingthat's going to give people the
best chance for neuroplasticity?
What's your thoughts on that?
Dominika Staniewicz (28:14):
So, although the company and as an
HR director I know that betterthan anybody and people who are
listening we're not responsiblefor people's private lives.
At the same time, if we do notreinforce healthy lifestyle, we
will have worse results.
So it's kind of like playingdevil's advocate, making sure
(28:35):
that people sleep enough.
So maybe not having, you know,a 16 hour day and then having a
meeting in the morning would bea great idea.
I like to post sometimes intrainings there's this big
poster that they did a study itwas 2000, I think on over 2000
soldiers and they, some of them,all of them were snipers and
(29:00):
they have four groups.
Some of them, all of them, weresnipers and they have four
groups.
First they slept, you know, foreight hours.
Shooting was 98% accurate,fantastic.
Then they switched it to sixhours.
Well, it was 75%, still not badfor snipers, phenomenally
trained.
But then they went down to fivehours and four hours and at
four hours of sleep, accuracy ofthose decisions and shooting
(29:25):
the target was at 24%.
Would you like your manager tomake decisions about your
company and your people and be24% accurate?
Jay Johnson (29:36):
Right.
Well, and that's highly trainedindividuals who have gone
through training for sleepdeprivation, for thinking under
pressure, for thinking underfire.
Your manager probably hasn'tgone under that kind of rigorous
training either.
So at 24% would probably bevery we're going to call that
conservative in terms of youknow how the manager might
(29:59):
function under that type ofpressure.
Dominika Staniewicz (30:01):
So food is another thing.
If you can, please eliminatefor brain health, especially,
which is kind of a mandatorything for neuroplasticity
eliminate sugary drinks.
Have a lot of water, have teasbut do not have Coke and you
know a lot of those things thatare not great.
Don't serve chips.
Serve fruit and veggies andthings on a healthier side.
(30:25):
If they are totally not intohealthy things, just avoid the
most destructive, like red dye40 and red dye three.
Avoid high corn fructose syrup,all of those things in your
food.
The brains will thank youbecause the better quality of
the brain of your employees, thebetter decisions, the more
creative.
(30:45):
Another thing which isabsolutely crucial for
neuroplasticity is boredom.
We cannot have neuroplasticityand create solutions and be
creative and be able to come upwith answers if we're always
busy.
Brain only becomes in theneuroplasticity state and
creative state when it's bored.
(31:06):
Now, don't get me wrong,there's a curve, so it's not
like you want them to be boredfor eight hours, but there has
to be a downtime Because, notice, when do you come up with ideas
?
You're in a car, you're in ashower, you're in a bath.
This is a state of detachmentwhere your brain is able to
access deeper memories anddeeper knowledge.
(31:27):
If you want that harness foryour company, make sure that
it's not overwhelming with tasks.
Also, if you want your brain toand your employees brains to be
neuroplastic, invite them tocreate connections that they
would never make.
So phenomenal way forcreativity and growing kind of
(31:48):
that neuroplasticity, ability tosolve problems and change is
rotations once a week in adifferent department doing
things that they've neverthought they could do right
actually bmw really really goodabout that in their plants.
Jay Johnson (32:05):
They actually have on their shifts.
You might rotate to multipledifferent jobs.
You're trained for differentjobs, so you might be doing one
thing with the doors for yourfirst part of your shift, but
your second part of the shiftyou're actually completely,
completely different, becausenow you're not going to be stiff
from doing the same movementfor 12 hours.
You're not going to be stifffrom doing the same movement for
12 hours.
You're not going to be thinking, you know you're not going to
(32:27):
get lost in there.
So moving around and kind ofshifting, that they've really
taken to that concept.
Dominika Staniewicz (32:33):
It is, and you know.
Another thing is that we talkabout being out of a comfort
zone and companies have overdonethat.
Nobody's going to be productiveif they're 80 of the time out
of their comfort zone, out ofyour comfort zone.
The best ratio is the paretomethod.
Again, it's 20 because we'reeffective and quick and
repetitive skills and that'swhere we get the results the
(32:56):
quickest.
And then the creativities andthe learning process and the
learning curve and coming upwith new ideas.
That's the 20%.
But if you all the timeeverything is new, you just shut
down and you stop learning.
So there has to be a ratio andputting people in their gift
zones, yes, developing thethings that they're not great at
.
But me, if you want to kill acompany, get me strictly an
(33:21):
admin job.
I will make every mistakepossible.
I guarantee you that.
Jay Johnson (33:27):
Yeah, give me the quality control, because that's
where I'm going to get justcompletely lost, yep.
Dominika Staniewicz (33:33):
Exactly.
Jay Johnson (33:34):
Yep.
Dominika Staniewicz (33:35):
So everybody has that thing.
So let's put people where it'stheir gift zone, because growing
that knowledge is very easy andthen partially we start
developing other skills.
So it has to be balanced.
If you overdo it.
I remember I was consulting avery big international company
I'm not going to say their namebecause they're in the US and
they're huge in the US too andthey've invested $300,000 in a
(34:02):
young lady who was super gifted,super talented.
She got trained, passedeverything with flying colors
and they offered her a promotion.
She goes no.
So they called me go.
What do we do?
I'm like, well, you should havecalled me $300,000 before,
Sooner.
It's kind of a bit late.
She goes, but what do we do?
I'm like, did you ever ask herif that's in line with where she
wants to go?
Well, no, ever ask her ifthat's in line with where she
(34:24):
wants to go?
Well, no, everybody wants toget promoted no, they don't.
no, they don't because thatyoung lady was about to get
married and she wanted to havekids and she was doing her job
so well that everything wasrunning smoothly.
So she knew she could have ababy and keep her job and still
be an effective employee.
So they basically lost $300,000and everybody got frustrated.
She stayed and then she left.
(34:46):
But it is so important to notto assume and check in more
often than once every 10 yearsin the development plans Like
what they wanted 10 years agomight not be what they want
right now.
Right, same.
Jay Johnson (35:01):
Well, and I think that there's something really
important that I want to drawout of there too, and maybe you
can help with someclarifications here.
Right, like, one of the thingsthat we've talked about is on
the show is giving people space,right Like, if we give them new
information, if we give themnew content, new ideas, new
tasks, whatever it is to thengive them some space to not only
(35:24):
just try practice but also toreflect on it, and that's that
was a big part of one of theconversations was OK, how do we
reflect on it?
We actually learn more,solidify the learning, so on and
so forth.
But through that reflecting,one of the other things that I
heard you say kind of triggeredmy thought process towards even
something like meditation, andyou know.
(35:46):
So we're bored, and whathappens when we're bored?
Chatter, right?
So all this chatter, we startour mind wanders, we start
thinking about what we want, westart wanting this, and there's
something to be said about beingable to focus and also allow
ourself that space forcreativity.
How do we balance that?
How do?
Dominika Staniewicz (36:04):
we create.
Jay Johnson (36:05):
We don't just let one fly or let the other fly I
mean, the truth is, balance is afiction.
Dominika Staniewicz (36:10):
Again.
There's no balance there.
It's there's no life workbalance.
There is life, work environmentand sometimes we have it's like
people go, oh, 50 50relationship.
There's no 50 50 relationship.
Sometimes it's 30, sometimesit's all 50-50 relationship.
There's no 50-50 relationship.
Sometimes it's 30.
Sometimes it's 70.
Sometimes it's 60.
Sometimes it's 50.
Sometimes it's 10.
At the end, we would like thisto be in that area.
(36:31):
So it's the monitoring of it,and I think the monitoring of it
is the key.
So we have been brought up in abrain that was designed by men
and phenomenal we love men.
So there's nothing against men.
But science has shown thatbrains of men are very different
than brains of women andthey're not better, they're not
(36:53):
worse, they're just different.
Men require structure and stepby step.
But that is not the creativeprocess, that is not the process
of learning.
And everybody who trains andcoaches please look up learning
curve and memorize it.
When you learn something new,your effectiveness and
everything drops.
You're not as good.
(37:14):
That's what happens every timeyou introduce new system, new
methods, new things.
Before people learn, beforethey get to the skilled level,
they will be worse first.
So expect that to happen andmaybe have a conversation how
did we mess up today?
What could we have donedifferently?
And that's the reflecting part,accepting the fact that it's
(37:35):
not going.
Oh, you did this wrong.
You should check the manual.
Well, guess what?
Most people don't check themanuals, no, and they don't read
them.
And we can say all we want.
Oh, people need to beself-sufficient, but they're not
.
People are integrated beings.
We learn from practicing,talking, explaining.
So why don't, if we'reintroducing something new, why
(37:56):
don't we just have a meeting inthe evening?
Five minutes, 10 minutes.
Hey, where did we mess up today?
And how can we make it bettertomorrow?
And laugh about it, becauseit's guaranteed we're going to
mess up.
The moment you take awaypressure from being wrong and
messing up, the part of feelingcomfortable and creativity
starts to kick in.
The permission internalpermission, and we know this is
(38:19):
going to end, because mostpeople want to be recognized.
Internal permission, and weknow this is going to end,
because most people want to berecognized.
Most people want to feel good,most want to be seen and the way
to do it is to be good.
It just gives us satisfaction.
So trust that this will happen.
Most people don't want to messup forever, right.
But it is saying well, yeah, Iforgot to click that and I
deleted half of my database.
(38:39):
I did that before in my reallife and it sucked and I got
yelled at.
But the truth is it was a newsystem and I did automatically
with my mouse something I usedto do.
The programming right of an oldsystem looks similar.
I clicked, I went oh my God.
Jay Johnson (38:58):
Oops, oops.
Dominika Staniewicz (39:01):
Now we have phenomenal IT who understood
that everything has to be backedup every few minutes, right?
So assume the mistakes andalways ask what could you do
differently next time?
That's all you ask.
Don't give advice, don't tellthem what to do.
What could you do differentlynext time?
Because when people hearthemselves, our brain is
(39:23):
designed to trust what we hearthe most often.
What do we hear the most often?
Jay Johnson (39:36):
Our own voice.
Now, if I was to ask you, andmaybe let me phrase it this way
so if balance doesn't exist andthat's perfectly fine, we can
look.
Look at that, we can strive forthe outcome of balance in its
eventuality.
Great, how do we switch or howdo we maybe transition our brain
in those moments where becauseI I've had this personally and I
guarantee everybody in theaudience has experienced this,
as I think it's very human weneed to focus and every chatter
(40:01):
thought is just blowing into ourbrain.
Or it could completely be theother way is we need to not
focus or we just need to relaxand what's happening?
Our brain is just stuck on onechamber of thought or it's
really got that tunnel vision.
We're not able to look outsideor detach or pull back a little
(40:21):
bit.
And we're not able to lookoutside or detach or pull back a
little bit, how can we moreeffectively in ourselves, be
able to make that transition ormake the choice of that
transition, if that choice needsto be made?
And then, secondly, how can weinspire, maybe, an audience to
lean into one of those spacesmore effectively?
Dominika Staniewicz (40:41):
OK.
So those are great questionsand I have to ask you to answer
this.
I have to ask you are ouraudience only listening or also
looking?
Jay Johnson (40:50):
They can be both.
So they can be audio only ifthey're listening on Buzzsprout
or they can be watching us liveduring video with YouTube.
So, audience, check out both.
Dominika Staniewicz (41:03):
Okay.
So, dear audience, if you, forthis part, go to YouTube, I
would highly recommend.
There is this exercise.
When you need to finish thischatter Works magic.
It's neuroscience based, it'ssimple, takes three seconds and
what you do?
I'm going to take off myglasses to make that easier a
little bit for me.
And what you do I'm going totake off my glasses to make that
easier a little bit for me.
You take a deep breath in, youhold it for six seconds, then
(41:27):
you nod your head, holding yourbreath, six times, with your
eyes open.
Focus on one point One, two,three, four, five, six.
You're holding your breath, andthen you take your hands from
the top and you go.
You do that standing up.
So it goes like this Iguarantee you that after you do
(41:55):
this, just once, your head willbe empty.
There'll be not one thought.
That's when you make a choice.
Jay Johnson (42:02):
Interesting.
So you're essentiallyactivating both the
parasympathetic nervous system,the sympathetic nervous system
and the body mechanics to reallykind of almost short circuit
the rest of the conscious brainInteresting Takes literally
three seconds Well, maybe sixseconds to do that.
Love it.
So, for those of you that arelistening on the podcast, go
(42:25):
check out the YouTube.
You'll see it.
It's very easy to do, it looksand well described.
Even so, you probably couldeven follow that along if you
are just listening on Buzzsprout.
So, coach D, this has been anabsolutely fascinating
conversation, and don't besurprised when we're going to be
looking for part two of this,because I think that I've got
about 700 more topic areas thatI think that we could dig into.
(42:49):
But, in the interest of timehere today, if our audience
wanted to get in touch with you,where would they be able to
find you?
Dominika Staniewicz (42:56):
Fantastic.
I love that question myfavorite one, of course.
So you can find me onyourbraincoachdcom that's my
website for corporations.
There's corporate services andindividual services, and then
you can go to YouTube, Instagramor Facebook or LinkedIn and you
can type in yourbraincoachd andthere is also two types of
(43:18):
newsletters.
One is more Facebook type andone is more LinkedIn, where it's
more neuroscience.
It's called Live the Life youWant and you can sign up for
that and learn and discover andI am absolutely thrilled to
serve and give you the simplethings from neuroscience without
the chatter of you knowimportant things like
(43:39):
neuroencoding and brain scienceand anterior cingulate gyrus and
all this other stuff, Becauseyou, the truth is, we all use
electricity.
How many of us really know howit works?
We just want to flip the switchand make it work.
So we can do that now withneuroscience.
We can flip the switch and makethe brain work for you.
Jay Johnson (44:00):
Love that.
Anytime that we can get to thatapplication stage.
That's where we're going to getthe shifts, the actual behavior
change and the return oninvestment.
So, coach D, this has been anincredible conversation.
I really appreciate your time,your expertise and it's been fun
to kind of sit back and have aconversation a little bit about
deeper neuroscience than I'mnecessarily used to in a lot of
(44:24):
these cases.
So I want to say thank you forbeing here with us today.
Dominika Staniewicz (44:28):
My honor and pleasure and thank you for
having me.
I had a lot of fun Absolutelymy favorite subject to talk
about.
Jay Johnson (44:35):
Amazing and thank you audience for tuning into
this episode of the Talent Forgeand stay tuned to future
episodes with Coach D and myself, hopefully, but thank you for
tuning into this one where we'reshaping the future of training
and development.
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