Contemplate this statement for a moment:
“We cannot respond [to threats or risks or change] with pure emotion, but leaders can’t omit emotions entirely. If only because people need validation of their legitimate fear and anger before they will listen to arguments for measured action.”
While this was written in reference to political leaders responding to threats from terrorism, it offers interesting insights about leading organizations through change and innovation. These words, slightly paraphrased, were written by Washington Post editorial writer Charles Lane. The bracketed phrase is my addition.
Change is rarely welcomed or well-received. I have long contended that people ascend to leadership positions within organizations in part because they have superior risk-taking talents. Part of utilizing those talents is helping those they lead to move past their limiting fears – to embrace the changes the leaders realize are unavoidable.
It is easy to say that taking risks well requires removing the emotion from the process and being more empirical. And you would be right. But Lane provides us with a valuable insight. You will be well-served to acknowledge and honor the fears and concerns of your team before moving forward with analyzing and deciding.