As the pandemic drags on, many leaders are feeling anxious and distracted and therefore, not always responding as thoughtfully as would be optimal. So Maureen Metcalf and I spoke on her podcast, Innovating Leadership, Co-Creating Our Future, about how leaders can try to manage anxieties and concerns well enough to deal with the interpersonal and structural problems that come up at work, whether these issues arise as a result of the pandemic or in the normal course.
When we’re seriously stressed for too long, we’re more likely to focus on the wrong things. We may become over-involved with our feelings about and reactions to interpersonal problems, and we might take action to try to make ourselves feel more comfortable rather than looking at the big picture. If we’re facing a structural problem, we may rely too much on what we’ve experienced in the past rather than carefully observing or researching the specific situation in front of us.
We’re more likely to be successful in the long-term if we reflect, deliberate, and experiment a bit rather than leaping toward the first solutions that come to mind. Here are some basic steps to avoid knee-jerk or habit-driven decisions.
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