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Fearless Leadership
While the ingredients of successful leadership are indeed varied and much debated, a common agreeable denominator can be found at the plane of fundamental human nature. While most other factors of leadership can be examined, articulated or attributed to extraneous elements, an understanding of one of the most basic forms and functions of the human brain—fear--might yield much richer rewards in the eternal quest to determine what separates truly great leaders from the rest.
While the ability to craft a bold vision, articulate a meaningful mission and tangible objectives are all indicators of good leadership (and thus expounded through experiential learning), I would propose that an understanding of fear and fearlessness can be a powerful organic indicator for success as a leader.
The everyday challenges of project work create an almost unending stream of stimuli that can trigger these fear mechanisms in ones mind. Normal business acts like getting budget approval, facing scrutiny on financials and ROI, responding to a critical project issue, etc., can all generate fear of failure, fear of looking bad, fear of non-acceptance and fear of loss of control, amongst a host of other fears.
For instance, when people fail to speak up openly at a project meeting, fail to identify risks in a timely manner, or hedge their bets by going into “Code …
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"If you have an apple and I have an apple and we exchange apples then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas." - George Bernard Shaw |