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Why does neurofeedback contribute to peak performance?

To achieve peak performance, whether as a leader in business, an athlete or an expert performer, (e.g. musician) the efficient utilization of mental resources is crucial.

Extensive research has shown that too much worrying or excessive anxiety disrupts attentional functioning. For this reason much of the variance in performance has been ascribed to the effects of heightened levels of anticipatory anxiety.

In elite competition quality performance is characterized by efficient attentional functioning, involving very little conscious effort. This "optimum" state where a complex task is done without conscious thought is often referred to as being "in the zone". Conversely, less skilled or poor performance is related to inefficient utilization of attentional activity typified by more effortful and conscious processing. Within sports, for instance, this often results in distortions of muscle sequencing prior to and during motor execution. Similarly, the content, quality and fluidity of a business leader's speech to a large audience is strongly influenced by the person's availability of mental resources.

Neurofeedback improves mental resources to enhance concentration, attention and alertness. By improving these mental functions, individuals may minimize the attention altering effects of anxiety and increase the critical psychological construct of self-confidence.

How does neurofeedback contribute to peak performance?

Research has shown that neurofeedback training can improve:

• creativity
• ability to cope with a high workload and thereby reduce the likelihood of workload burnout during competitive situations
• capacity to brainstorm solutions to problems (mental fluidity)
• attention, concentration and memory performance
• decision making and reduce errors

Who can take advantage of neurofeedback peak performance training?

Several Fortune 500 companies (e.g. Hillenbrand) have started to use neurofeedback peak performance training as part of their leadership development program. This is largely due to the recognition that today's business environment has led to:

• Overload, stress and diminished performance from relentless productivity demands.
• Eroded confidence and self-esteem created by rapidly changing skill requirements and job assignments.
• Increased demand for personal responsibility and accountability arising from empowerment and emphasis on teams.
• Uncertainty about the balance in work and life because of the transformation of work through technology.
• Blurred vision, purpose and direction stemming from discontinuous change.

Thus, if today's leaders want to be successful in their lead of others they need to be able to handle the additional stress of being a leader. Firstly, they need to become more aware of their stress responses. Then they can work to achieve a level of self-mastery, which will enable them to remain focused in the face of adversity.