4 Common fear inducing emotions and how to get over them


Leaders and their concerns are nothing new, although maybe to those that are seeking to become leaders. These communities are almost always filled with dismay, the same ones that their parent’s generation and those before have faced some years back. Know what they are?

  1. Denial
  2. Nonperformance
  3. Being Wicked
  4. Unable to check Emotions.

Oh yes, there are many more, but in my viewpoint, these are the four most widespread.

  1. Denial: Will I be cherished? Well, there are two ways to look at this.

a. “Who Cares”, it’s the work that is most powerful – or –
b. I have to be liked or they will not do as I say.

Like and admiration is not the same either. You can recognize and approve the job the person is doing, but still not like him or her subjectively. You must support the administrator because of his position. If you don’t, your job could be on the line. It isn’t hard to hide feelings for a while, but it will ultimately catch up with you. It might be an immeasurable time for a 1-1 with the boss and get some extra input. Lighten up on yourself a little and work with the arrangement.

  1. Fear of Defeat: This one is the most significant in many souls. A lot of this depends on the energy of the individual. If that new leader has faith in their ability, there is an extraordinary chance of success. The actual task may be a genuine impossibility, but this wouldn’t be the individual’s contract. That is a more eminent management decision.
  2. Being corrupt: This falls under the topic of “what if”. This could be better defined as the fear of the unknown. True – an incorrect decision can overturn things, but when you are trading with the unknown and get it right, there is a lot of plain old’ luck based on a proper interpretation of the project. This is called an “educated decision”. Some people don’t buy in luck, but rather the odds. What’s the difference?
  3. Impulsive control: It takes experience and the ability to keep sentiments out of more reliable decisions. Weigh the contrasting effects of a decision from different aspects, and examine all the results before making a final decision. One favorite is to call in the staff for input and add their input to your commentary to make the decision. Jokes are made about this system, share the wealth if the arrangement was good but share the liability if it’s a clunker.

When you are in the game for yourself, the 4 mentioned fears above become very prevalent, at least initially, but they never go away.

Decisions are always there to be made, and once the decision has been made and the project started, the “what if” always comes up. When the project has been completed, then there is always some doubt as to could it have been done better if another avenue was taken.

Skilled administrators will examine the industry (if possible) and try to see what mistakes are made by others. This might have an immediate impact on your judgment as a leader in your field. The legal profession is the most classic example of this type of leadership. Just don’t make the mistake of “over-examining” and lose a lot of time and effort. Work with time-guidelines if you can.

One thing to learn about a good leader – they get the job done. They not only have the division to think about such as worker scheduling, project timelines, or records, but they do the work as well. They usually are the overload staff and can handle the cash register when lines start backing up, or help fill in for someone that is out, or act as the “gopher” for his staff while they do other tasks. I’ve seen division superintendents sack groceries in the grocery store. Yes, you can lead without knowing how to do the job, but it is surely more challenging.

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