What Do Senior Executive Brainpowers Do With Their Negative Thoughts

In the summer of 1989, I found myself sitting across from one of the most formidable minds in television media - Bruce Gyngell. At the time, I was 29 years old, delivering cognitive development training to executives in London, and Gyngell was already a legend. The first man to appear on Australian television, a pioneering force in British media, and a master strategist in the high-stakes world of corporate leadership.

But it wasn’t his television accolades that left the greatest impression on me. It was a single sentence - one that fundamentally changed how I think and process the inevitable negativity that comes with high-level decision-making.

A Question That Changed Everything

By session six of his cognitive training program, I couldn’t hold back my curiosity any longer. Gyngell’s mental agility was extraordinary - his ability to be aware, process, analyze, and execute under pressure was unlike anything I had encountered. So, I stopped our session and asked him a direct question:

"Bruce, given your incredible brainpower and the corporate battles you face, how do you handle negative thoughts? They must be inevitable. What do you do with them?"

He paused, looked at me with the intensity of someone who had lived through decades of high-stakes negotiations, and said:

"I am not responsible for the thoughts that come into my head,

but I am responsible for the ones I hold there."

I transformed on the spot.

The Executive Mindset on Negativity

The more I reflected on his words, the more I saw their power. As executives, leaders, and decision-makers, negative thoughts are not optional - they are guaranteed. Pressure, uncertainty, and high-risk problem-solving make them unavoidable. But Gyngell understood something most people don’t: thoughts are like visitors. They come and go, but we decide which ones stay.

Gyngell’s approach wasn’t about suppressing negativity or pretending it didn’t exist. Instead, he suggested a process of observation, evaluation, and release:

1. Acknowledge the thought – Let it come. It’s just a thought.

2. Extract any useful information – If a negative thought carries insight, take it.

3. Let it go – If it doesn’t serve you, don’t hold onto it.

4. 
   

This wasn’t just theory - it was a cognitive SKILL and DISCIPLINE, a leadership strategy that allowed him to operate at peak performance without being dragged down by unnecessary mental clutter.

The Lasting Impact of One Sentence

From that moment forward, I have applied this practice daily. Whenever I catch myself holding onto a negative thought, I remind myself: I am only responsible for the ones I hold there. It has become a guiding principle, a mental reset button that has shaped my thinking, my work, and my ability to navigate challenges with clarity.

Gyngell passed away in the year 2000, leaving behind a legacy of innovation and leadership. But for me, his true gift was that one sentence - a piece of wisdom that has stood the test of time.

Perhaps the greatest challenge of leadership isn’t the presence of negative thoughts, but rather, the cognitive ability and discipline to let go of the ones that don’t serve us.

And that is a lesson I will carry with me always.

Thank You Mr. Bruce Gyngell!

Hal Katernick