Without calm as our foundation, we become like emotional corks tossed about on a turbulent sea – reactive rather than responsive, at the mercy of circumstances rather than in command of our choices.
Like metallurgists ensuring the proper balance of chromium, nickel, and iron, leaders must notice not just the major crises but also the nuance of subtle shifts that signal the organization’s balance is changing.
Standing outside the room, I leaned on what I’ve learned about managing stress to keep my anxious energy from entering the session with me.
“This story from a client is not uncommon. In situations like Joan’s, the old maxim “Fake it ‘til you make it” might feel necessary. Inauthenticity aside, it can be useful in the short-term by helping us show courage before we feel it or maintain composure while under pressure.”
As practitioners of Resilient Leadership, we employ several techniques to understand and manage chronic anxiety.
Uncertainty, which brings unknowns and attendant fears, easily sparks anxiety which then triggers us to begin worrying.
In Resilient Leadership, both over-functioning and under-functiods of a seesaw—neither is desirable, and neither is sustainable
In Resilient Leadership, both over-functioning and under-functiods of a seesaw—neither is desirable, and neither is sustainable
Taking bold action requires great courage, which may be in short supply when the organizational or social environment around us is one where anxiety breeds caution and strong signals to play it safe.
Despite having exciting, meaningful projects to work on—wonderful big things—I’ve struggled to gain perspective.
