To what extent should leaders expect to feel uncomfortable—a little of the time, a lot of the time, or somewhere in the middle?
Sometimes people in leadership positions comment that such and such made them uncomfortable. Something they experienced didn’t fit with their unconsciously held map of the world. They know this because they had an emotional reaction to what happened—their “stomach turned” so to speak, even if only a little.
But here’s the thing…
As leaders, should we welcome such experiences as broadening our map of the world? Do they show us we might have missed something or have something new to learn?
If we’re venturing into the unknown—and surely as leaders, that’s our job at least some of the time—then a bit of discomfort is to be expected, even welcomed as a sign we’re making progress. Going first is often uncomfortable.
Comfort might be a sign of danger rather than a sign of safety.
How uncomfortable is comfortable for you (or, how comfortable is uncomfortable)?
Messing about with key phrases on Google such as “change for leaders”, it’s very striking that most of what comes up is about doing change to other people—organizations, employees and so forth, usually by or on behalf of various corporate bodies or consultancies.
Contact, Connect, Stay in touch
Tel. +44 (0)141 955 2104
Mob. +44 (0)7786 704970
Send David an email