Author and consultant The Fear-Free Organization
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Leadership: overcoming fear in the workplace

12th Jun 2018
Author and consultant The Fear-Free Organization
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fear in the workplace

A fearful team is less innovative and less likely to perform well, but how can a culture of fear be changed once it's embedded in a company? 

Fear is endemic in many organisations. Leaders use it to keep order or to drive their teams to higher levels of performance. Colleagues use it in winning the challenge of gaining the boss’ attention. Teams use it to increase their power base in organisations. Companies use it to intimidate the competition.

Whilst in the short term triggering fear can be a very effective tool to get results, in the longer term it is very costly.

Employees’ physical and mental wellbeing can be damaged, so they do not perform well, which impacts the company’s bottom line long term. Employers may have to spend a lot of time and money repairing the damage done to staff and to the company’s reputation.

Company cultures that run on fear encourage bullying behaviour that is detrimental to individuals as well as to teams. Holding leaders to account is impossible in an organisation where people are afraid to speak out, resulting in widespread poor decision-making.

Neuroscientific insights

Overcoming fear at work is possible by raising awareness of how the brain works and how damaging fear is, along with simple behavioural techniques for leaders and staff to use. 

Fear is one of the eight emotions that recent research in neuroscience shows underpin all the ways that people think, act and feel.

Of the eight, fear is the most destructive emotion of all and is the one most easily triggered. That is because it is designed to keep humans safe from threats and dangers.

Recognising fear in the workplace is the first important step in doing something about it and starting to build a fear-free organisation.

Over thousands of years, fear has helped humans to respond successfully to a wide range of hazards, usually short-lived (the wild animal in the jungle, the snake in the grass).

It is when the threats are continuous that problems arise: the brain focuses on working to resolve the threat, to the detriment of almost all other activity. If unable to settle the problem, anxiety and depression may result.

When in fear, the body’s systems are kept on a high level of alert, which if unresolved, impairs the immune system and can lead to serious illness.

Encouraging 'attachment'

It is much better to trigger what are known as the ‘attachment’ emotions of trust/love and excitement/joy when working with others. This enables the brain to stop looking out for threats and concentrate on the work in hand.

Energy flows in the brain and body systems are at their most optimal; relationships are positive and work is productive. If the ‘surprise/delight’ emotion is also triggered, this enhances creativity.

Compliance can be taken as setting standards for the good of all, or instilling fear that is detrimental in the long run.

As with all training or awareness raising programmes however, it is important to identify and accept the need for it first, and that is a major challenge in an organisation where fear is everywhere.

Spotting the signs

Learning and organisational development experts can help leaders to identify when their organisations are full of fear and that key interventions need to be made. Recognising fear in the workplace is the first important step in doing something about it and starting to build a fear-free organisation.

In general, the most easily recognised symptom of fear in an organisation is a reluctance to speak up for fear of repercussions. Asking the question ‘what can’t you talk about around here?’ will give an indication of the communications culture and how fearful people feel.

Typical behaviours in a fear-filled organisation include blame, making excuses, being cynical, and restricting the flow of information or participation in important decisions.

Also common are the emphasis on processes, procedures, policies and rights, discrediting each other’s competence, a general lack of willingness to take accountability, and undermining each other’s efforts.

Individuals can report physical and emotional symptoms of fear. They may experience headaches, stomach aches, or problems sleeping. They find it hard to balance work with the other parts of their life. They say that they feel angry, intimidated, frustrated or sad because of their job, which may also be the cause of problems between them and their close family and friends. They may resort to drinking alcohol or using other addictive substances to cope. 

Other key clues about the organisation’s culture of fear are how leaders and staff behave, and how the systems and policies operate – especially HR ones. Compliance can be taken as setting standards for the good of all, or instilling fear that is detrimental in the long run.

A fear-free organisation has a trust-based culture at its heart. Good quality relationships are the foundations for building trust between people.

Want to learn more about managing emotions at work? Read Why you need to nurture Emotional First Responders in the workplace.


Replies (3)

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By DonR
10th Feb 2016 19:34


While the general thrust of this article is worth consideration, I have a concern that the author has not commented on the differing levels of fear and their possible contribution to workplace efficiency.

There are and always will be I suggest, situations where an element of fear is a worthwhile tool for managers/supervisors. This is when especially issues of safety are being dealt with in the workplace. A fear of being injured.......or of a workmate being oftentimes the catalyst for acting safely. I will give an example in New Zealand, not in the workplace of course but which to me illustrates how an element of fear can be a positive. We have used for years and years the "feel-good" trust/love/etc message to address our road deaths problem. However, it was found that introducing campaigns where rather horrific images of vehicle accidents with the attendant fear factor did in fact register with some of the public. I guess the message here is that both should co-exist.

In addition, savvy managers will need to identify the differing levels of fear within their Team. Some will exhibit some fear due to their concern over performance...........others have a fear of whether or not they fit into the Team environment......etc. SMALL degrees of that fear can very effectively work as a catalyst to improve performance; to be acceptable to suggestions of how they can become more a part of the Team; and there are numerous other situations that would apply equally.

I have no problem whatsoever with the general thrust as I mentioned at the beginning. Managing by fear as described is a certain way of cultivating inefficiency.

Cheers. DonR.

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Replying to DonR:
Jamie Lawrence, TrainingZone
By Jamie Lawrence
11th Feb 2016 09:08

Hi Don

You raise a very good point. Fear drives risk mitigation and process improvement -- imagine if there was no fear in the airline industry.

Maybe we need to differentiate between fear with boundaries and fear without boundaries.

'Without boundaries' is caused by managing through fear - the employee does not know the nature of their 'place' and this creates uncertainty, stress etc, none of which drive progression.

A 'no-blame' culture, combined with a fear of injury to workers, would produce fear with boundaries - it's healthy, rational, tangible and can lead to obvious actions.

If you work on an aircraft carrier, and you find a random tool on the floor, you experience fear. Who's lost it? Who needs it? What won't they be able to do without this tool? Maybe fear is a necessary quality of high reliability organisations.

By the way, I'm the new editor of TZ - I know you've been a long time member so it's good to be in touch, and thank you for contributing. I've been editor of HRZone our sister site for about three years.



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Jo Ayoubi
By Jo Ayoubi
13th Jun 2018 15:13

This article is a great reminder of the signs and consequences of a fearful organisation.

Leaders have a big role in the type of culture that develops in an organisaton. Where leaders operate
through fear, restricting information or unpredictability, this will tend to be replicated through the management levels, each level pushing the
fear down to the next one.

There are two reasons for this: firstly because that's 'the way things get done', and secondly because these are
the behaviours that are rewarded (whatever the company's values and mission statement say!).

Therefore starting to change a climate of fear has to start
from the top. Leaders need to understand the effect of their behaviours on others and therefore on people's performance and the company's results.

Feedback from peers, seniors and juniors is a good place to start this process of understanding and awareness.


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