Managing Turbulence

 

 

 

 

The event feedback alerted me to the issue, particularly the comment that the participant would have liked more discussion about the emotions of the management dilemma being discussed.  However, the individual had enjoyed the discussion as it had been ‘an ideas session’ which ‘had played to my strengths’.  S/he also commented that there had only been 3 contributors to the discussion. 

 This report did not tally with my recollection of the event.  The video tape, (oh, the joys of psychological practices!), showed that much of the discussion had been about staff emotions and that all 5 people in the room had participated.

 What was going on?  What we see and understand is filtered by our life experience and knowledge.  We would, for example, anticipate that an expert would see more in a particular conversation than a novice.  But this was an intelligent senior manager with years of experience.  Could this filter have been a blind spot?  Blind spots serve a protective purpose in maintaining the status quo – particularly an individual’s world view and sense of self.  In change and turbulence a blind spot is more likely to come into play when the individual’s working world has changed and with it the ‘rules’ of winning.  This impacts both personal identity and professional life – the more senior the individual, the greater the risks associated with the change.    

 For the individual in this situation confusion, anxiety and frustration are the order of the day, which may just encourage a more determined repetition of the inappropriate behaviour.  Added management pressure to deliver the numbers merely ramps up the pressure and anxiety.  In this very common situation, when dealing with an otherwise high functioning and valued employee, the management  challenge is to help the individual recognise and stop this reactive and destructive cycle, and then to address those blind spots effectively (and acceptably).  All this must be done whilst keeping the manager functioning. What will your organisation achieve when managers perform without being fettered?

Talk to us today to ensure your senior staff are able to deliver even in turbulence.  

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