I have always wanted to write something in which I quoted Shakespeare. As you can see, I haven't quite pulled it off, yet. For Hamlet the question was whether he would choose to live or die. Alas, that was the "rub" for him. For the rest of us mortals, however, the question isn't the existential, "to be or not to be." As leaders we have already made that choice. We're hoping to have a little more time before we travel off to the "undiscovere'd country, from whose bourn no traveler returns." Indeed for those of us who choose to "grunt and sweat" in our role as leaders, the question is more pragmatic - not whether we will be but how we will be.
In my thinking of late about this question, I believe there are at least two dimensions that are crucial - anxiety and presence. In previous newsletters, we have already spoken about how the state of chronic or elevated anxiety work in the body and the mind to dampen creativity, short-circuit compassion and distort our perceptions of reality. Anxiety essentially switches our thinking from analog to "digital" - fight/flight, black/white, right/wrong. Reactivity is heightened. We have also spoken about the tenacity and the courage to apply ourselves to, as Nietzsche said, "a long obedience in the same direction." Now, I'd like to put these pieces together.
I think of the dimensions of anxiety and presence as forming a grid, illustrated as follows:
This way of conceptualizing effective leadership reveals four combinations that make up what I call "modes of being." They lay out the possibilities for how we want to "show up" in the world. Only one combination (spoiler alert! - the NaP) represents a position of strength and influence in any situation.
AA Mode (The Defector) - With a high degree of anxiety and a low degree of presence, the Anxious Absence mode embodies the weaknesses of both scales. All the damage of anxiety is present. This not only shuts down creativity and compassion in the leader, it introduces his or her anxiety "into the ether," even in his/her absence. This contributes to the overall anxiety of any situation even though there is no connection with the leader being absent. Therapists refer to this state as "emotional cut-off." Every family has at least two members who have reached this point and now refuse to speak to each other. The anxiety present in this mode creates chaos. The lack of presence assures that things will stay that way. This mode crystallizes anxiety in any situation and locks it into a frozen state.
NaA Mode (The Hermit) - Non-anxious Absence at least spares the leader of the damage of anxiety. This might be best described as "Live and Let Live" or "Survival Mode." Its strength is the self preservation of the leader. There are times when a situation is so toxic that this mode is necessary. The problem with this mode however, is that it abandons any hope of change. Sometimes, this is realistic, but the strength of great leaders and visionaries of history displays a stubbornness and a tenacity for not giving up in a situation. There are times when the NaA path is the smart path. But there are also times when this path is the easy way out and represents a deficit of compassion, courage and resolve.
AP Mode (The Savior/Problem Solver) - Enter Anxious Presence. Woody Allen is famous for saying, "80% of success is just showing up." At least this mode has the guts and the resolve to stay connected in a particular situation. There is no hope for influencing anything in a situation where one is not connected. The problem with the AP mode, however, is that anxious presence makes the situation worse. Trying to change a situation (i.e. lead) in AP mode is like being a "step up" transformer in an electric circuit. The most "effective technique" possible will either backfire or produce change that is only temporary. The anxiety that accompanies even the best methods will only perpetuate the present chaos and make it more solidly entrenched.
NaP Mode (The True Leader) Non-anxious Presence has all of the strengths of the other modes and none of the weaknesses. Edwin Friedman describes this as "defecting in place." Because anxiety is in check, it does not contribute to the present problem and its "stuckness." Because one is fully present and connected, true influence is possible. NaP mode can be described as requiring the greatest of courage. It is easy to be anxious, whether present or absent. It is easy to be non-anxious and absent. It is hard to be non-anxious AND present. This takes the ultimate in courage - the courage to take responsibility for one's own anxiety AND the courage to fully show up.
In addition to the personal challenges to maintaining the NaP mode, there are dynamics that invite the resistance and sabotage of others. (Sabotage is not to be avoided. In fact, it is the sign that you are headed in the right direction. But that's another article.) The NaP mode, because it is non-anxious, is often interpreted as "uncaring." The leader in this mode will often be described as "aloof." (Remember the press describing Obama during the campaign?) When reactivity is at its extreme, the leader can even be described as heartless and cruel. The NaP leader can also be described as ineffectual - "Don't just stand there DO something!" These kinds of criticisms simply come with the territory of true leadership. Anyone who can't stay the course in the midst of them has no business trying to lead others.
The NaP (True Leader) mode is the most powerful way to lead in any situation. Like a catalyst in a chemical reaction, non-anxious presence makes it all but impossible for any situation to remain the same. Anything else is either cowardly or a waste of time and energy.
Peace and courage,
Steve Geske