Don't let fear affect you when making a decision

Some leaders are able to keep a cool head even in a crisis. Others may be paralysed or derailed by unfavourable developments. The difference is in how they are able to deal with fear: their own, fears in the team or in the organisation itself.

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Fear is our emotional warning system that something poses a threat; it moves the brain from an executive function to survival mode in which we make momentary decisions. Fear can be a dangerous factor in our actions. We all have reactive patterns that protect us from immediate physical danger but ultimately undermine strong leadership.

Leaders who succumb to fear can easily lapse into a decision-making paralysis where they will be unable to make critical decisions. They will emotionally lose control, bark at everyone around them, or distance themselves from responsibility.

But the leader is a key figure to whom everyone turns in a crisis. Crisis management requires taking two important perspectives that depend on overcoming our response to fear:

1. Strategic thinking
2. Focus on employee engagement, productivity and well-being

Overcoming fear

There are ways to reconnect with our rational, empathetic mind even when under pressure. According to research, there are several ways to activate this reaction: visualisation, meditation, stretching, tai chi or other relaxation exercises.

The easiest way is to sit quietly and concentrate on the simple act of breathing in and out. Imagine your muscles relaxing and breathe through your nose. You can keep your eyes closed or open, but focus on your breath for at least five minutes. Breathe easily and naturally.

Once your body has calmed down and the surge of adrenaline has abated, you can focus your attention on asking questions. For example: how to turn the competition's lead to our own advantage? What impact do I have on the situation now? Is this the impact I want to have?

At the same time, leadership requires leaders to empathise with colleagues and customers who may be experiencing even deeper levels of fear and stress. Suppressing the fear of others is a crucial step in overcoming a crisis; it requires a display of empathy, starting with a report confirming the current reality and then focusing on a positive vision of the future as the next step.

This simple two-tier structure will go a long way towards building trust and transforming fear into hope, efficiency, resilience and optimism.

 


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Article source Management Today - website of a UK management magazine
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