Fear Factor

You may remember the NBC television reality show by this same name that had a six-year run beginning in 2001 featuring contestants (usually three men and three women) who competed with each other in a variety of staged events designed to test their physical and mental toughness. Viewers tuned in to see people jump off buildings, eat (and sometimes vomit) gross foods, and flip stunt cars all to win a $50,000 prize. Ah, entertainment at its finest! I’m not recycling this show title to suggest that today’s leaders should schedule this type of competition at the firm’s next employee outing or management retreat. Instead I wish to offer a few thoughts about the powerful role of fear in business and society.

I have written before about the dangers of using fear to control those we are called to lead and serve. Besides the obvious negative effects on morale and productivity, fear triggers biological responses that break down immune systems and may actually contribute to health problems. When we are afraid, our decision-making abilities are often confined to reactionary emotional responses rather than logical and rational analysis. Intense fear can actually paralyze us and prevent any type of timely assessment or action.

Today’s debate about our most important problems and issues is often fueled by fear. Sometimes the fear is introduced deliberately with sweeping generalizations or radical positions designed to polarize and initiate actions or reactions. At other times the fear develops on its own as people begin to gather data and draw their own conclusions about how uncertain their lives or work will be if a policy is implemented. In both cases the fear becomes a fuel that can, and often does, get people engaged.

Leaders can easily fail to recognize the dangers posed by disregarding the latter form of fear. If a course of action is chosen based on the arrogance of being in a leadership position while ignoring the warning signs of genuine fear among followers a leader’s trust and credibility is jeopardized. Fear that is dismissed or ignored to further a personal or corporate agenda won’t go away just because you get what you want. Under these circumstances fear can turn to desperation and the consequences may be far reaching and quite damaging.

The fear that motivates us to take action to protect our families or rescue someone at an accident scene is very different from the fear that represents a sense of helplessness to change what is happening around us. As a leader it is important to know when fear is present in the workplace and which type of fear you are dealing with. The latter fear can only be assuaged by careful listening, sincere and respectful dialogue, and an invitation for followers to be part of the solution. Anything less and the results could be tragic. Like the disclaimer that accompanied every reality show episode, leaders who decide to use fear as a tool for change may wish to concede, “These stunts are extremely dangerous and should not be attempted by anyone, anywhere, anytime.”