self-awareness

Choosing not to be consumed by fear

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Is it feeling like the world’s gone crazy – a new virus, recession, climate change, Brexit, you name it – it’s all happening at once? The barriers are coming down and people are shutting off. Everywhere there’s a sense of doom and fear. How do we cope inside with all this?

Let’s look at some strategies for managing the situation for us ourselves inside. I don’t mean the practicals of living at present, and many of us are probably feeling stretched on that count alone. I’m thinking of how we are responding inside. How could the self aware, mindful person cope in a way that serves her or him, that gives empowered choices?

Being consumed by fear

The predominant emotion for many is likely to be fear, fear of what might happen, of how we’ll cope, of what harm we might come to, or might become of our loved ones.

Fear can be disabling. It can take over, cutting off the rational part of the brain, what Daniel Goleman in his book Emotional Intelligence called “the amygdala hijack“. It’s the stress reaction, triggering the release of hormones which, while important in managing a real threat, can become habitual and harm our immune system, and thus our ability to fight off infection. This is how people suffering prolonged stress get sick. Thus it’s really important at a physical level to manage our stress levels.

Fear, worry and anxiety can take us over. We can get consumed by it, on and on, minute by minute. It can also be subtle, a background experience, lurking in the shadows, springing out every now and again, and, for some, paroxysms of trembling, gut-churning, shaking, pure, unadulturated fear. Or it can just hang on in there. “No, I’m perfectly rational and in control,” the rational part of us says, nose in the air, while actually deep inside, fear is active, perhaps exerting influences like being doubtful, a reluctance to act, a questioning, a hesitation, cynicism even. We can even live in a constant state of this low-level anxiety, outside of awareness but present. We might not know it consciously, but it’s there, eating away at our self-belief, our confidence, our faith, our certainty.

If I write these words, how do you react. “Everything will be OK”?

Did you believe it or not?

It’s a useful test.

The bottom-line negative emotion is fear

Fear is a fundamental emotion, what I call a bottom-line one, which is ironic in current circumstances. It’s what keeps us from inner contentment, from what some might call union with the One. At one level it’s there to look after us, to keep us safe, but in the ego’s grip it often becomes self-defeating. It can also lead us to make poor decisions, and take us where we don’t really want to go. Fear can take over our lives.

So, it’s really important to challenge fear. From a self awareness perspective, it’s where we need to get it, get that we’re doing this, running this number. No matter that you’ve been doing it all your life. This minute is the next moment of your life and time to make a shift.

So, I suggest challenging fear each time it arises. As with most of these practices, you might quickly forget this, but when you next spot it’s happening, challenge it again. Say “stop!”

What’s happening is that one is firstly becoming aware that it’s going on, that your (or my) mind is doing this, and secondly, it is to breathe and to step back and notice it, become mindful of it. This is where the practice of mindfulness is so useful. We literally teach ourselves to step back and be aware. Here you become the observer, the Witness. Thus you are no longer caught up in the mind’s stuff, which is where fear dwells. Thus we can get that fear is really F.E.A.R., False Evidence Appearing Real. It’s not who we are.

Engage the will

Here you can engage the rational part of the mind, in this case the will. Here you can exercise choice, and chose a different strategy. There are many.

You could instead, for example, set an intention. Whatever you are fearful of could be turned around into an intention for a positive outcome. Let’s say you are worried that you will lose money. You could could instead create an intention for the positive creation of what you need for your health, happiness, wealth, wellbeing and wisdom.

There is a further step. Once you are as the Witness, allow your self to be really present as the witness, in the moment, aware, still, at peace. This is where we get truly that fear is not us.

Fear dissolves. It just goes. It’s ephemeral, something that passes, along with all those negative thoughts. We are so much more than all that stuff.

So, know the space beyond fear.

Now is really an important time to meditate, and practice being mindful.

For further practice

I’ve put some links up for those of you who want to practice using meditation. There a practice meditation session, a meditation using the breath, one using a mantra and finally one using body awareness.

 

Lack of empathy and social awareness can be very damaging

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You’re having a row with your partner. In the midst of the fury, they scream at you, “you’re not hearing me!” You might carry on with self-justified, self-righteous anger, and then you might pause and think, for a moment, “what have I missed here?” You might just have saved your relationship. Been there? What cost lack of empathy in relationships?

It will be all right
It will be all right

Empathy, put simply, is the ability to be aware of and sensitive to another person’s perspective. It can be an emotional sensitivity, in which one senses another’s feelings, or it can be a cognitive or thought-based process where one seeks to grasp another position than one’s own. Sadly, this ability is lacking for most people, but it can be developed. Lacking empathy can have damaging consequences in certain situations.

As many in the “people business” will testify, empathy is surprisingly low in the general population. Research has shown that only about 20% of the population are genetically predisposed to empathy. Those who in their work are involved in managing and developing others, or where what they do requires a good level of awareness and sensitivity to others, know that empathy needs to worked on to enhance performance. Those in relationship may also report that their partner lacks a certain sensitivity and understanding towards them and an appreciation, for example, of their needs. In fact it can be a complete blind area for certain people, with potentially unfortunate results.

An example might be where a customer makes a complaint but the customer service person responds by being defensive and self-justifying rather than getting where the customer might be coming from, what their problem really is and thus being better able to identify what isn’t right, fix it and thus retain customer satisfaction. Often a shift is needed, away from our own perpective and into trying to understand and respond to another’s perspective.

We might think we are a particular person with a particular style but we may be very unaware of how others experience us and the impact we have. As many at work will testify, managers with low Emotional Intelligence (EI) will be sources of stress and work anxiety. They will struggle with building effective relationships and are more likely to adopt poor management techniques which might deliver results but at a social cost. A classic way this shows up is the difficulty they may have with performance management and developing others, a crucial area in organisations today. Thus developmental discussions could be in danger of being instructional and one-way if empathy is low. A manager might fail to pick up on signals, not tune into a potential difficulty, not understand how and why someone might be having difficulty, not respond suitably to requests for help, struggle to understand another’s perspective, not utilise to best effect another’s views and contribution, etc. Today’s world of work actually needs strong collaboration, interactivity and mutual support. Low EI can be very counter-productive in this aspect.

This lack of empathy and social awareness blind spot can be very damaging and while the manager might deliver, he or she might do that at a social cost, in low engagement, high stress and high turnover in talent.

Equally outside work, a lack of empathy and social awareness can limit one’s ability to attend to and respond to the needs of others, such as in relationships, and people can feel undervalued and unappreciated and not taken sufficiently account of. It’s a common reason for people to leave their partners. Also children who grow up without sufficient attention and responsiveness from a parent may then lack this crucial skill as adult, and also potentially feel that no one was there for them as children. This can then get passed on to their children in turn.

As I suggested above, it is possible to turn this around. People can be taught empathy, and build the necessary self awareness that goes with it. They can learn how to tune into others and get where they are coming from. They can learn to build better relationships with others, and thus have their work and their lives be vastly more fulfilling in consequence. And the impact on others can be of incalculable value too.

Do you relate well to others?

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Do you relate well to others personally and at work? Do you inspire, lead and motivate them well, or do you struggle in the “people” aspect of your job? It’s common for people to minimise this part but it’s crucial to things going well.

Business leaders have finally woken up to the fact that “soft skills” make a big difference to the bottom line, after years in which people have denied its importance and minimised the value of such training and coaching. Many in the Learning and Development industry will of course be thinking “told you so”, that people need to be able to relate well to others, but it must still be a cause for celebration for many that at last the truth is out in the open, and it needs all the support it can get.

It was, for example, argued in a campaign by employers that coaching and training in such areas as communication, initiative, interacting with customers and team working can make an impact to the value of £88 billion a year in increased productivity and reduced operating costs. It is said that this is particularly so in businesses that rely on “face-to-face human interaction.” An example of this relates to the field of Emotional Intelligence (EI). Research has been showing for a long time now that EI is far more important than IQ in terms of a leader’s capabilities, in the proportion of 85% for EI to 15% for IQ.

Another example is how time gets lost in needless conflict between managers and between their teams. Only when the managers have resolved their differences and found a better way of working together have results improved. Personal differences often get played out in intra-organisational issues. Another, again, is where a manager believes that to manage effectively (s)he has to be strong to the point of bullying the team, and fails to build relationships and rapport with his or her team and results through such methods as simple positive motivation and encouragement.

Key to EI is self awareness, the ability to know your own strengths and weaknesses, but built on that key foundation is self management, the ability to self manage and act appropriately, and social awareness, in particular empathy, to understand and get alongside others. Then the fourth key area comes into play, the ability to build good relationships at work.

People need to get comfortable working with emotions, whereas historically they have been viewed with suspicion by senior managers. A business that has a positive emotional climate is where people feel good to be there, where they feel connected to and supported by one another, where they feel safe to be themselves and feel confident in what they are about and where they are going, where they can be open and honest and trust one another, where they willingly collaborate to make things happen, and where their abilities are recognised and rewarded. That’s not done just by throwing money at it. It’s done by building engagement, involvement and commitment. That kind of organisation is where people relate well to others, and which has a positive emotional climate, communicates well and gets good results from its people. It is very likely well-led.