![]() Remote work has expanded our horizons, allowing collaborations spanning the globe. What evidence do you have of scarcity, and where have you found abundance? From closing in to opening up. This exercise positions fears versus facts in a visible way. In the second column, list the items that are stable, such as the strengths of your team or existing infrastructure and processes you leverage. List the items that are diminishing or scarce in one column, such as budget cuts and attrition figures. To tackle this type of fear, try this exercise. A mindset of scarcity inhibits expansive, innovative thinking. As a result, they cinch belts and squelch innovation. Many executives are afraid there won’t be enough: not enough employees, customers, money, fill in the blank. In my discussions with clients, we’ve come up with four shifts in thinking to confront and tackle the manifestations of fear at work so they can move from paralysis to action. Others fawn over their peers and managers because disagreement might single them out for criticism or worse repercussions. Individuals remain frozen in their existing processes and routines, too fearful to offer audacious ideas because uncertainty about the future makes them afraid to think big. Managers hesitate to give tough feedback, concerned that over-stressed employees might flee. For instance, many companies are preparing for continued economic uncertainty by tightening compensation. We convince ourselves that if we anticipate the worst, we’ll be better prepared for it, while in reality, our grim forecast encourages us to shrink back from bold moves.įear is manifesting itself in a wide range of ways in corporate hallways and virtual channels. Our minds struggle with the unknowns, and we fill in the blanks with dire outcomes. One thing that’s common to these fear responses is that they’re anticipatory: We’re afraid of what is yet to happen. ![]() These actions allow us to hide from our true feelings. We focus our attention on short-term demands because we don’t want to confront the future. We postpone taking action because we’re afraid of making things worse. Given the stress of these pressures, nearly every coaching conversation with executives I’m having right now reveals a common feeling rising to the surface: fear.įear paralyzes us and leads to counterproductive behaviors. Beyond that, the increase in social and political unrest and violence means that broader world concerns are affecting their employees in a variety of ways. Executives and managers are tasked with juggling increasing pressures in the marketplace and workforce, managing a hybrid workplace, addressing challenges such as global warming through workplace strategies, and persisting in the face of uncertainty.
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