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Feel the Fear and Do It Anyway …

We can all be forgiven for feeling an unusual amount of anxiety and fear in these times. Whilst not in the same way as the two recent World Wars we are still, nevertheless, in a fierce battle for the future well-being of our planet and humanity itself. Almost daily marches and protests, constant political confusion and some might say dereliction of duty and huge economic uncertainty are just some of the symptoms.

As leaders however we have to be able to move beyond any fear or anxiety we feel in our own businesses and organisations (and for that matter lives) – not by pushing it down or away but by facing into it and accessing our courage. The temptation to ignore, overreact, become defensive or overly short term are just some of the reactions that we hear about in our work as consultants.

In reality, our role is to help find whatever clarity can be had and then enable the best decisions to be made given the insights or facts available. Working in the space of complexity and what might often feel like chaos demands a new approach. We are less able to rely on the tried and tested ways of getting things done. We have to stretch into new ways and new collaborations – most often with our own teams and sometimes beyond.

Leadership in uncertain times doesn’t call for more stoic certainty or autocratic direction – it calls for an openness, greater reliance on sensing, a sharing and inclusive approach, strengthening of relationships, and even more powerful conversations and dialogue.

As leaders, our role becomes coach, mentor, and enabler as we provide support and guidance along with assurances that we can and will all do our best if we navigate the challenges together.

This leadership inspires and accesses not only the leader’s courage but also that of their teams…and that multiplier effect must mean that new ideas and solutions will surely bear fruit. 

Lorraine Flower
Lorraine Flowerhttp://azzur.co.uk/
As a Corporate change agent, consultant, coach and mentor Lorraine founded azzur and is completely transparent about the spiritual principles on which it operates. Alongside her 18 years as azzur’s founder, Lorraine brings 20 years' service industry experience to bear through her senior leadership roles at British Airways (BA) and Great North Eastern Railway (GNER). It is Lorraine's belief in individual and organisational power for good that gives azzur its raison d'etre. azzur and Lorraine specifically has worked with clients across the business spectrum from financial services, to retail and transport to healthcare an in both the public and private sectors. azzur is focused on developing contemporary, spirited leadership capability, and organisations built on inspiring purpose, empowering cultures and a powerful vision and values. She is championing new models of leadership and organisational development founded on the principles of conscious leadership and writes extensively on these topics.She is a member of a number of global spiritual groups and communities serving the greater good of Humanity and the planet. She works and studies extensively in developing and exploring conscious leadership believing that business leaders are key players in transforming the well-being of the planet and humanity as a whole.

3 COMMENTS

  1. Your article is very interesting.
    When you face a new, omitted situation, of which, among other things, you do not even know how it will develop over time, and which generates anxiety and fear, making the right decisions is more difficult, especially when it comes to safeguarding the good of the community, if one is called to choose between health and economy, safeguard both, perhaps limiting the constitutional rights of people. It is not easy to deal with crises of enormous, complex, unexpected proportions, when time becomes a fundamental factor, the points of view and the needs of the parties involved diverge, the rhythms and tensions are high.
    As I have already written, I think that the leader of the time of the coronavirus is, first of all, a resilient leader, who takes care of his collaborators, also involved in their personal and family matters. Provides exhaustive and transparent communications, which authentically manifest gratitude towards every action, every idea, every feedback, even if negative. That creates a climate in which one trusts each other, recognizing the specialist skills of each one, welcoming feedback as an opportunity for improvement, measures what happens, in a meticulous way and redirects sharing decisions based on facts.
    But he is also a leader who maintains a high sense of humor: making fun of himself, accepting mistakes, joking about pressure, exorcising the fear of contagion, means creating teams in which people, although physically tired and in some cases seriously worried, they manage to give their best with a great sense of responsibility.

  2. Lorraine — Interesting that you mentioned the two world wars because, in a sense, we are at war. The events of the last few years have shown the potential for the forces of self-serving darkness to try to subjugate light. It is not, I suspect, a battle that will diminish in the coming years. As you said so well, “we have to stretch into new ways and new collaborations.”

    Thank you for an important reminder.

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