Lead when the world is enveloped in fear - San Antonio Business Journal:

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Three-month Treasury bill yields are justabove zero, indicatinv continued fear of near-term valus destruction in equity markets. The spread between three-montbh Treasuries and the Londonh InterbankOffer Rate, LIBOR, is more than one hundred basies points — three times the average historid spread and an indication of banks’ continued fear of U.S. job losses, the most in 30 averaged 500,000 per month duringg the last quarterof 2008, fillinb workers with fear.
Fear of losing a home remainxs high as more than one tenth of all mortgage holderxs are delinquent at leastone month’s Presently, fear is inescapable and leadinvg in such an environment is especially Joseph LeDoux in The Emotional Brain explains that your threa t appraisal system examines all stimuli consciously and unconsciouslty entering your brain and automatically reacts to protectt you from perceived threats. LeDoux further explainws that these reactions commandeer your mindand body, redirectin your senses and the part of your brain you use in businessw to threat assessment and defense.
Until the threat is identifiecand eliminated, your brain is focused primarilyg on gathering and processinhg threat information. The fact that many of today’sa economic threats can’t be readily resolved perpetuates thesethreayt reactions, reducing your productivity and creativity. Gregory Bern s in Iconoclast: A Neuroscientist Reveals How to ThinmDifferently cautions: “Think of fear like alcohol. It impairsa judgment. You shouldn’t make any decisions while undedits influence.
” Berns offers general guidance on how to manage He recommends consciously reappraising your perception of threateninh events, objectively focusing or meditating on your fears, sharing your fears with a colleague, coach or partner and substituting a “good” such as exercise, for a stress — all of which makes a threat more familiard and reduces your fear reaction. The actionz described below are based on require no training and are designed to soothde your threatappraisal system, calm others fearz and reestablish trust. • Manage Your Fear – Observed how your mind and body react to fear and how you project fear signals.
Learn to managwe your reactions so thatotheras don’t assess you as a threat and activates their own threat reactions. Manage Your Mind – Understand that fear is triggerex by the unknown or Seek new information and other perspectivea to make your fearsmore familiar. • Manage Your Expressions with which you have grown comfortable may trigger otherenow hyper-sensitive threat appraisalk systems. Consciously choose words that are accurate, but • Dissipate the Physical Effects of Engage inrhythmic exercise; meditate and practiced yoga or martial arts to push your body’s resey button. • Identify and Acknowledge Your Writethem down.
Ask your team to do the same andsharde them. Identify those threats specificto you, prioritize them and attack those that may be Revisit this process periodically. • Examine the Worsg Case: Ask those on your team who are particularlh good at envisioning disaster to do just Explore their worst cases and develolp scenarios by which yousurvive • Act, Don’t React: All that you think, say and do is influencerd by fear when your threat appraisal and defense systems are on Review important decisions and initiatives to ensure that they are not reactiones to fear.
• Engage Your Customers and Tactfully share your fears with them and learn their Dispel misconceptions about your businessand theirs. Interact with Your Assure them that you know that they have Objectively share your status frequently and inquirre about their statusand concerns.