For more than two years we’ve heard this phrase related to COVID-19/Delta/Omicron. But if you are driving a high-stakes strategy, you may be contagious too –- and not even realize it.
When even one person gets ill, it can have enormous consequences on that person, their family, and sometimes even their community. As we’ve just seen, fear of a physical virus pushed our world into lockdown with enormous mental health consequences as well.
But In working with senior leaders and boards, I’ve found fear about the success of a new strategy can be very contagious too.
And the root of all fears lies in dealing with uncertainty. Uncertainty among leaders and employees —and the lack of a clear strategy —has the power to bring an organization to a grinding halt.
The “Uncertainty Virus” can spread like wildfire – even when you aren’t even in physical contact with each other. You can be hundreds of miles from another person – living on Zoom 24/7 – and still catch it.
The “Uncertainty Virus” spreads even faster when the leader catches it first. When there aren’t easy answers, many leaders simply clam up. The team not only senses what a leader says, but what they don’t say. So people fill in the silence with “worst-case scenarios” and their brains’ “fight or flight” reaction can take over.
One of the best ways to eliminate fear among your team is by addressing uncertainty head-on. When a leader openly talks about risk, the less powerful the anxiety becomes.
In fact, scientists have found that confronting issues that cause anxiety can take the wind out of anxiety’s sails. Exposure and Response Prevention (ERP) therapy actually encourages you to face your fears, but at a level, you can tolerate.
As a leader, you can apply ERP therapy by making “worst-case scenarios” more manageable. You can change “elephant-in-the-room-sized-nightmares” into smaller issues that simply need a plan, simply by talking about them. “Let’s talk about how we would deal with that if it came up? What do we already have in place that could help? What can we do now to be more prepared?”
In fact, talking openly about risk can become a competitive advantage. Establishing a rhythm of “What If” thinking allows your team to acknowledge the change around you, and let the ideas flow. Creating a systematic approach to regularly sensing changes can help you not only be prepared for the downside but be ready to seize exciting new opportunities.
Seeing leaders gearing up for different scenarios can be contagious as well – with POSITIVE consequences. Your team will catch your enthusiasm for the unknown, and be able to lead these discussions themselves. The anxiety dissipates as people get comfortable with the fact that YOU are comfortable with the uncertainty – and are moving forward.
But it comes down to a decision. Are you going to be “carrying the virus” and not even know it? Or part of stopping it?
Here’s my challenge :
What is ONE THING you can do TODAY to tackle the “Uncertainty Virus” head-on?
You and your organization may end up healthier than you ever dreamed.
P.S. If you are leading a new strategy, or getting an initiative back on track, check out our De-Risk System for Impact. It’s a practical way to anticipate the risks of your strategy and put a plan in place to address them. Happy to discuss. Your mission is too important. Don’t let it get derailed.
Susan Schramm, Founder, Go to Market Impact susan.schramm@gotomarketimpact.com
