In a vivid dream I was lost in a foreign city. I didn’t speak the language and, although I had my phone with me, I didn’t know who to call. There seemed to be some sort of civil war going on and for a few minutes I was trapped in a building with gunfire only a few feet away. Escaping, I hurried along crowded streets, making my way through a jumble of walls, winding staircases and twisted alleys. Everywhere I turned there were crowds of people and noise — and no way out. I didn’t want to attract attention to myself but eventually several men surrounded me, one came up behind me, whispered something to me and put his arm around my back as if as a friend, but it was then I felt totally powerless and terrorized because I knew I was going to be abducted.…
I woke up remembering that I had been thinking about some client work just before I fell asleep. And — OMG! — the dream represented in a parallel way the situation I had been thinking about and trying to better understand. Has that ever happened to you?
What I’d been reflecting upon was a story, told to me by a client a few years back, of being “washed away” in a situation where several of his team members seemed to be attacking him. He found himself becoming nervous and tense and not responding well, essentially shutting down into unmanageable feelings of insecurity in the face of what he experienced as aggression.
So you probably already get that the “abduction” in the dream resembles that process of shutting down in the client’s story. I was reliving his tale! And it just reinforces my own sense that this moment of insecurity (terror in the dream) — of wanting to fight or flee but not being able to do either — is a leadership topic worth considering. It is in these moments, after all, that there is a “theft” of identity, not of the credit card kind, but of the psychological kind. Maybe this is an uncomfortable subject to think about, but we have all met aggressive people, some very canny in their intimidations, and the question is can we prevent the moment of abduction?
So how would we go about that? Well, I think we can begin by tracking the genesis of the theft. It didn’t just happen at the staff meeting fifteen minutes ago. It happened first as a child.
A child’s sense of self is fragile and depends on being seen by the caregivers in a positive and affirming way. That’s often what kids get from praise, especially praise that is specific and affirming of them as new individuals, a kind of first-order recognition of the person. The other side of that coin is a different kind of seeing by caregivers and, by extension, anyone in authority that feels like exposure — usually through threats, embarrassment, guilt, shaming or repeatedly questioning and undermining of the child’s judgment, especially in ways that contradict the child’s actual experience. “I’m hungry, Mom.” “No, you’re not. You just ate three hours ago. You’re faking it again to get into those cookies.” Exposure has the opposite effect from recognition — it aims to wash away the identity of the child, to be replaced by something more acceptable to the caretaker. Some of that developmental process is actually good when used appropriately — Mom tells you to stop playing with a ball in the street. It’s for your own protection, although the tone may be something different, “Didn’t I tell you never to play in the street? Didn’t I? Well?” Just so, some of that exposure was not for our own protection, and through these undermining experiences we also learned we could be stolen from — sometimes in order to bolster someone else. All of us, for example, quickly learned the playground wasn’t all about play — it was also about social stature, in-groups, and power.
Now, the wash-away experiences do not have to be a big, traumatic deal to have an effect on adult life. They can just be a background thread. What people commonly labelled as bullies do is access that thread of exposure. Sometimes it doesn’t take very much to access it. As adults we love to cover this stuff up. Why wouldn’t we? But an effectively controlling person can intuitively sense where the buttons are that breach natural defenses. And they may only have to hint about it. They “whisper in the ear,” as my dream character did. He didn’t have to point a gun to tell me I was a goner.
At one level the lived theory of our culture is to “get tougher” — about never feeling intimidated or insecure. By facing difficult circumstances and tough people, we’ll learn to buck up, stand our own ground. When needed, we’ll access our inner Clint Eastwood (as Dirty Harry) or Meryl Streep (as Miranda Priestly). Our culture includes a certain worship of confidence and cleverness, and as a result there is often fear of the moment when insecurity might show through.
Now I think this is a little different than saying, oh yeah, it’s better when leaders are vulnerable. The moment of insecurity is real, and displaying insecurity is a lot different than displaying vulnerability — in the sense that vulnerability is chosen. Insecurity, by contrast, happens, particularly when people feel intimidated. And that might be a response to direct aggression, but it might also simply be a response to power, stature, or authority. All of these things seem to be able to induce the moment of panic, the identity theft, the abduction.
There’s another way to look at this moment and I think the dream shows it very well. The fear expressed there was really a fear of other people and what they can do.
So a “what if…” question here might be: What if we were genuinely not afraid of one another? Genuinely not afraid? Thinking about this from a leadership standpoint, how many problems would go away in our organizations? Well, it’s an interesting thought. And it brings me back, full circle, to the work of my life facilitating higher levels of trust among people in their workplaces. In this sense trust can be defined as the choice to overcome that fear of others as well as the fear others have of us and what we can do. And beyond these things to awaken real care.
In practical terms, then, my work “driving fear out of the workplace” has become about the act of reaching out to actively build trust with one other person at a time. Might solve a lot of problems for us if we all worked on that.
I’ve been experimenting with a nine-step methodology to overcome fear in this one-by-one way. If you have time to take a look, it begins on this webpage and is linked to twenty-four other pages. It is still very much a work in progress so I’d love your feedback.
I hope this tool opens an opportunity for anyone using it to turn and meet the “abductor,” to find out who that is, really, and then to wake up from the dream.
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