![]() This intentional practice allows leaders to shift from viewing challenges as roadblocks to seeing them as problems to be solved, and even learned from. To stay calm and optimistic while under such pressure, leaders should practice what we call integrative awareness: being aware of the changing reality in the outside world and how they are responding emotionally and physically. Here we focus on leaders themselves, and how they can prepare themselves mentally, physically, and emotionally to respond to the pandemic through the months ahead. We’ve written about how leaders can shift their organizations to a crisis footing, from launching nerve centers to creating networks of teams. DeSmet, Ethan Kross, and Walter Mischel, “Self-regulation in the service of conflict resolution,” The Handbook of Conflict Resolution: Theory and Practice, San Francisco, CA: Jossey-Bass, 2006, p. Porges, The Polyvagal Theory: Neurophysiological Foundations of Emotions, Attachment, Communication, Self-regulation, Norton Series on Interpersonal Neurobiology, New York, NY: W. ![]() Those who can visibly demonstrate these qualities help their organizations feel a sense of purpose, giving them hope that they can face the challenges ahead.īut that is hard to do in a crisis, since humans are biologically wired to have a stress response (fight, flight, or freeze) when confronted with volatile environments, unpredictable events, and constant stress. To address these needs, leaders should act with deliberate calm and bounded optimism. ![]() Business leaders can underestimate how much their employees look to them for information. What’s more, people seek community and safety.
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