If you have been feeling anxiety in recent months, you’re not alone. The collective experiences of the past two-plus years have taken a toll on seasoned executives and emerging leaders alike.
Just as they were adjusting to a new normal the macroeconomic environment changed dramatically, impacting their companies again. These leaders are dealing with volatility, uncertainty, complexity and ambiguity, referred to by an acronym, VUCA. During periods like this self-awareness and staying “above the line” are critically important.
A little personal background. After many years as an operating executive in public companies I stepped out of relative stability to found and serve as CEO of a venture-backed startup, a role that was accompanied by constant pressure, anxiety, bouts of depression, the need to raise a Series B in the depths of an economic meltdown… There were several practices developed to help maintain a sense of equilibrium. These collective experiences shaped my decision to become a coach.
How a person leads is a reflection of what is going inside. Self-awareness is a leadership fundamental; and self-management is essential.
Stay Above the Line: Envision a bold horizontal line – when above the line you lead from a growth mindset, the opposite when below. Now capture a mental image of what you look like both above and below the line.
Above the Line: You are courageous, comfortable with uncertainty and understand that success might not look like what you had envisioned. You lead with humility, compassion and empathy. You foster an organization with psychological safety, encouraging open discussion, learning and development. Hiring key executives was celebrated because of their expertise; you lean-in to that by empowering your team – leaders develop leaders. Above the line you are a leader accompanied by your team of leaders, all rowing in the same direction.
Below the Line: There is fear and anxiety. When leaders are below the line they hold tighter to control because they feel they are losing control. They blame others for mistakes instead of owning and examining their own. Ego, pride and an inability to handle pressure keeps them from making sound decisions for their organizations.
Self-Checks: Staying above the line is particularly challenging in a volatile market and weak economy. Establish a practice of self-checks. When you feel yourself slipping below the line acknowledge it, then pause – actions taken when below the line are counter-productive – and do whatever will help you decompress. Check-in again. Are you above the line?
Develop Practices: Keep a journal of above and below the line feelings and triggers. Ask yourself, what am I holding onto that no longer serves me? What mental and physical practices can you develop to self-manage and stay or get back above the line?
“How a person leads is a reflection of what is going inside. Self-awareness is a leadership fundamental; and self-management is essential.”
