1. Fear

As governments and politicians have known for millennia, there are few forces that can move nations as much as fear does. Paradoxically there are also few forces that can paralyse people as much as fear does. Rooted so deeply in our fight or flight reflexes, fear is almost more of an instinct than an emotion. On one hand fear made me procrastinate writing this blog for days; the fear of looking stupid, irrelevant or out of touch. What happens if the words just wont come? On the other hand fear also motivated me to write it. Especially after I publicly committed to doing so. On a societal and individual scale, fear is part and parcel of what makes us human.

However, I have yet to see an executive openly acknowledge fear as part of a business strategy or leadership style. Like fish swimming in water, they are often the last to notice what they are breathing. It is so innate that we rarely develop conscious tools to harness or channel fear towards a more useful and meaningful end. When they do embrace fear it is mostly in order to control. The implicit "motivational fear" which is expected to lead to better performance. "The boss will freak out if we don't complete this on time." is often met with the fear sustaining "Mr. Smith, I am afraid this just won't do."  Erich Fromm is the touchstone on the topic of how our fear of freedom has created a western mindset that is pliable and amenable to the purposes of capital. As a child I noticed that when I came across an unexpected snake in the bush, my fear would only make me run far enough to get out of its reach. Fear cannot be the foundation of sustained motivation. How much effort is wasted in organisations by employees who are just staying outside of the fear/risk boundary?

When properly channeled, the creative, story telling dimensions of fear can be a great asset to a team as Karen Walker so beautifully explains. It is a great form of trouble shooting and imagination, a kind of productive paranoia when it is applied to building options. This healthy relationship to fear can change the culture of an organisation and release new levels of innovation. As Regina Dugan demonstrated so memorably in her March 2012 Ted talk, at DARPA they were able to reframe the fear of failure to release untold innovation. Having respect for the size of a challenge does not have to result in fear.

One of my favourite workshop activities is to ask participants what their "hopes and fears" are. This small exercise has a massive impact on three levels. Firstly it allows the group to identify risks and contextual constraints that help inform the design of a solution. Secondly it informs the barometer of commitment. The more deeply engaged someone is, the more nuanced and personal the perspective on fears will be. The third level of impact is however the one that fascinates me most. By allowing a conversation about fears, we open a channel for emotional communication in the team. Most executives have never been asked to evaluate an opportunity in this way. At first they feel vulnerable but pretty soon the room finds a bond as concerns are felt, rather than thought.

In the end I believe that when fear is given its rightful place, it can help us see a more vulnerable and human side to our colleagues. This strengthens rather than weakens our trust and ability to share ideas freely. What are the daily routines we can use to channel the level of fear in a team towards healthy respect for the challenge and transform uncertainty into a more complete and creative understanding of our potential?