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Anyone who has never made a mistake has never tried anything new.Albert Einstein

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Manager-coaches faced with the fears of their teams

Manager-coaches faced with the fears of their teams

Fear is ubiquitous in companies. Often considered a weakness, it can also prove fundamentally useful. How can managers help their staff manage their fears and overcome them?

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The emergence of fear marked a huge progress in the history of evolution: previously, preys did not try to evade their predators! This anecdote helps reminding us that albeit fear is unpleasant, and sometimes incapacitating, it remains fundamentally useful.

This is however far from being the vision that prevails in companies. Generally ill at ease with emotions, they are even warier of fear. It is considered as a weakness to overcome, preferably alone and silently. This is a fragile position considering some striking data. Two thirds of French employees indicate that they sometimes feel fear in the workplace, according to Occurrence research institute. 78% would even fear being replaced by a robot, according to a study by Botnation, a chatbot creation platform.

Is this latent presence of fear just an established fact, with which all managers need to deal? Or is it a parameter that they can improve on through their attitude, advice and listening skills?

Many psychologists or coaching specialists nowadays defend the second perspective, with supporting examples—like this business leader who did not manage to get the teams from two companies recently united to work together despite the obvious rationality of the merger. After countless attempts and months of thinking, he realized that the teams were paralyzed by fear: fear of losing an identity that they held dear, fear of being dispossessed of their prerogatives to the benefit of the other team, etc. The fact of acknowledging these apprehensions, then to make them the topic of open debate, unblocked the situation. Reassured to see that their fears were no longer a taboo subject and were actually reciprocal, the employees were finally able to engage in a constructive dynamic—and to envisage a common future.

Henceforth—and even if they are clearly not psychologists—managers benefit from taking on a coaching role to help their staff confront their fears.


In this synopsis:
– Understand the mechanics of fear
– Help your teams overcome their fears
– Transform toxic fears into useful fears

Synopsis n.304b


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