How much of the way you’re leading – that you explain with careful, rational and logical reasoning – is actually a strategy to make sure you never have to feel what you don’t want to feel?
And could it be that your colleagues are doing some or all of what they do for the same reasons?
Much of organisational life is an elaborately constructed strategy to prevent us from feeling anxiety, fear, loneliness and uncertainty.
But because we’re not aware that’s what we’re doing, and because emotion is excluded from many work conversations, we dress it up as something else.
And can that really serve the contribution you, and your organisation, are longing to make?