How to unlock human potential: Insights from Gitanjali Trevorrow-Seymour

Gitanjali Trevorrow-Seymour, Chief Possibilist at the High Definition You, shares her understanding of human behaviour and how to overcome the blockers to success.

Discover key principles for coaching business leaders, the significance of embracing failure, and overcoming BMW (bitching, moaning, and whinging) thinking to unlock potential in leadership and everyday life.

Going from stage to boardroom

Starting as an actress at six, moving into a 15-year career in banking, and eventually studying neuroscience, Gitanjali brings together a fusion of creativity, commerce, and cognition. Her goal across these varied fields has remained constant: unlocking the potential in human beings. As an actor, unlocking potential meant eliciting emotions from the audience to offer them a new perspective. In her current role, she applies this philosophy to leadership and coaching, aiming to unlock the potential for business leaders by understanding the mind rather than simply changing behaviour.

Principles for thriving organisations

What key psychological principles help organisations thrive? Gitanjali highlights the importance of embracing failure. In many workplaces, failure is seen as a weakness, a condition to be shunned rather than understood. However, from a neuroscience standpoint, failure acts as a spotlight, highlighting where learning is necessary. It’s crucial to create a culture that sees failure as an opportunity to learn and grow rather than a point of shame.

Another vital concept she introduces is the "Banister Effect," referencing Roger Banister's breaking of the four-minute mile. The idea here is proof of possibility; once Banister achieved the milestone, it wasn't long before John Landy followed suit. Organisations need to foster an environment where proof of possibility is evident – a cultivation of leaders who are not just waiting for possibilities but are actively proving them.

Challenging ingrained behaviour: Addressing BMW thinking

BMW (bitching, moaning, and whinging) are behaviours that can become insidious for organisations, especially when they expand into blaming, making up reasons, and worrying. Such habits, though they may feel real, restrict potential and innovation by keeping individuals and teams stuck in negative cycles. Identifying and overcoming BMW thinking is crucial for leaders aiming to unlock their full potential and that of their teams.

Conclusion

Gitanjali’s approach to leadership challenges everyone to think upstream, to explore the creative, commercial, and cognitive connections that unlock potential. By embracing failure, fostering proof of possibility, and overcoming restrictive thought patterns like BMW thinking, leaders can open the door to limitless potential in life and leadership.

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