We are battling the fires from an eruption of the shadow, resulting from repeated and ignored suppression. The flames will be quelled. When they are, we must not breathe a sigh of relief - it will be the beginning of the real work.
Medical research indicates mixed messages heighten anxiety and confusion in patients. In addition to the patient, the family or support system should also be treated. Systems and teams are no different. Confusion is normal during change. If a leader injects conflicting messages, the systems becomes trapped and preempted from transformation.
The COVID-19 pandemic has strained and frayed, or cut what has tethered us and given us a sense of safety during this crisis. Moorings secure what is within, so they don’t become adrift. Discover what moorings we need most right now.
The International Leadership Association (ILA) is featuring many thought leaders in a discussion on leadership during a pandemic. Read a foreword by Katherine Tyler Scott and her article.
As with any major crisis, like the COVID-19 pandemic, it is disorienting. One way to deal with this is to examine what is important. My remarks from the 2009 International Leadership Association (ILA) Annual Conference were given during a time in which that Country was remembering its “Velvet Revolution,” a time that called forth courage, spirit and boldness, qualities so needed now.
Acknowledging the shadow has the potential to reinvigorate a person, group, or culture when the leadership has the courage to embrace it.
Taking time to learn about the organization's history and culture lays the foundation for organization change.