CHARLOTTE, NC. September 2013, by Chris Jones
Seems risk is everywhere in the world these days, and the work place is no exception. Not long ago we could count on the corporate world to provide a secure income and career track. Today we so often find ourselves vulnerable, unsure of our next steps, with our professional future uncertain.
I just picked up a copy of Smart Tribes by Christine Comaford, the NYT best seller that does a great job of focusing on this topic anew. She relates traditional views of leadership to ‘old school’ management styles that are based on fear: “Perform, or we’ll remove your ability to pay your mortgage ..” (p.16).
At some time or another, we’ve all witnessed situations where fear has been a factor at work.
To me, the question is how do we escape the destructive gravity of these situations, especially when there is so often critical mass pulling everyone down. Misery, they say, loves company. Comaford offers solutions that track well with Goleman’s Primal Leadership as well as CollabDNA .. namely .. creating emotional connections, and working to influence the culture.
Let’s frame some questions that might help us on this path:
- Q1. What are the org dynamics or management styles that make fear possible?
- Q2. What is the difference between ‘commitment’ and ‘compliance’?
- Q3. When is the notion of ‘accountability’ effective? Is it sometimes misused?
- Q4. Can you describe actions, behaviors and challenges of leaders you’ve seen who were actively working to dimantle fear-infused culture?
Thanks as always for your time, insights and energy. See you at the chat, the week of 9/16. Watch for timing.
As I recently turned the pages of Susan Jeffers’ classic “Feel the Fear, and Do It Anyway” I found both comfort and common sense in the logic of “pushing through.” But in the work context, it seems the risks can so quickly outweigh the benefits. Do we dare raise radical new ideas? Think outside the safety of conventional wisdom?
Can we dare to be different?
Thanks to Scott Smith for his comment in July in the post of leaders who resist change. It caught my attention, and inspired this post.
In our Monday 8/12 edition of #CDNA, let’s ask a few questions about fear in the organizational context, to see if we might bring some new light to a area so often shrouded in the dark inner reaches of corporate politics:
Q1. Argyris (1980) spoke of fear as the unspeakable; has this changed, or is still prevalent?
Q2. Jeffers (1987) spoke of the need to “unlearn negative programming” .. is it safe for us to proceed when others around/above us have not?
Q3. Which is the more difficult fear to unlearn: survival? not knowing? or not fitting in?
Q4. As a leader, what is the first step in elminating fear in the workplace?
The 2nd week of each month at 8pm or 9pm ET, the #CDNA crew seeks to bring open minds to our ongoing conversation on organization change.
Sure, we’ll try to tap industry knowledge and the wisdom of sages along the way. But we favor a common sense approach. Challenging “what we think we know” and suspending our favorite paradigms is, almost always, the first step to new thinking.
Looking forward to seeing you at #CDNA.
Chris aka @sourcepov