In November 2012, I fell 30 feet. Doctors said I shouldn't have survived. I woke up unable to walk, talk, or remember my own life. Four months later I was running two miles a day. This is the experience that made my neuroscience research personal — and the one that convinced me the brain's capacity for rebuilding itself is the most underestimated force in human performance.

True leadership isn't about hierarchy — it's about humanity. This piece started as a Duke MBA assignment for a class taught by General Martin Dempsey. It became something more personal: a reflection on the one leader who showed me what it looks like to unlock someone's potential before they fully believe in it themselves.

As we learn more about the human brain, we can expect to learn more about how it functions and how leaders can use this knowledge to best lead people and develop effective organizations. Neuroscience does not provide all the answers, but it offers insight into how we can tailor the environment in which we work to develop effective organizations.