The Dark Cave

When I was younger, I was obsessed with planes, so naturally, I joined the Air Force Cadet program as soon as I turned 13. Part of my development there involved survival skills, where they essentially took us out into the bush and left us with a tent and some ration packs. Nighttime noises and scares were everywhere, and despite living in a place with no large land predators that threatened humans (unless you go swimming with crocodiles, which is not a great idea), I presumed every noise was out to get me. I was awfulizing—a brain function designed to enable us to survive, but most of the time, it actually holds us back.

This comes from biology that we’ve inherited over thousands of years of evolution. Those who are cautious survive.

Our ancestors faced numerous unknowns in their environment, such as predators, unfamiliar terrain, and other potential dangers. Those who were cautious and avoided the unknown were more likely to survive and pass on their genes. This awfulizing turns into the famous fight-or-flight response. It evolved to help us deal with uncertainty. When faced with an unknown threat, our bodies release stress hormones like cortisol and adrenaline, increasing heart rate and alertness. Research shows that uncertainty leads to significant shifts in brain activity. Both individual cells and brain networks adapt when confronted with the unknown. In particular, the prefrontal cortex, responsible for decision-making and risk assessment, becomes highly active during uncertain situations. This heightened activity helps us evaluate potential risks quickly, which can ultimately lead to making the wrong decision as we don’t listen to all the evidence, just the noisiest which are also filtered with a ton of biases.

If that wasn't enough, while under stress we are also faced with another brain function designed initially for efficiency but can be dangerous if we let it run. The fear of the unknown often inadvertently creates cognitive distortions. For instance, catastrophizing—imagining worst-case scenarios—creates an inaccurate view of reality. This happens because our brains tend to fill gaps in information with negative assumptions. This bias reinforces our fear and desire to avoid uncertain situations.

In a modern business context, we are rarely facing the same life-threatening dangers that generated these brain responses, but those inherited genes and processes still influence us every day. When a competitor starts stealing your customers, we naturally awfulize and fear the unknown of what is next, seeking out safety and caution as we are taught this is what the strong do.

This often comes in the form of hiring big expensive consulting companies, inviting more people to meetings than we need to, or overcomplicating processes to protect our reputations from risk. We ruthlessly focus on our own KPIs for survival rather than the evidence of what is the best outcome for the organization as a whole. We feebly attempt to predict the future, and any unknowns are filled with negative thoughts because our brain thinks it must respond and be safe.

To make the problem worse, as organizational leaders we are constantly told to be bold and visionary. We need to paint an optimistic picture. We need to not only overcome these biological traits in ourselves but also encourage a team of people to do the same.

It is one of the greatest challenges of leadership right now in organizations working in a world that is no longer consistent and predictable, with the COVID-19 change event fresh in our memories. The dark cave entrance is as scary as it’s ever been.

How Do We Overcome It?

The exciting news is that in our roles, we are unlikely to ever have to enter actual caves! By being aware of the brain’s biological impulses, we can understand them and choose to respond differently.

1. Fall in Love with the Evidence

The number one way is to fall in love with evidence. Find what the data tells you and marry that up with your instincts or, if you don’t trust those, with the instincts of someone who has the knack and intuition for finding the best way to go. In psychology, this is called Evidence-Based Therapy (EBT). Basically, EBT refers to therapeutic practices and interventions that are based on scientific evidence and research demonstrating their effectiveness. In the case of a worry or fear in our work, a technique we can use is called cognitive restructuring or “Challenge and Reframe.”

Exercise: "Challenge and Reframe"

Objective: Help yourself or your team members identify and reframe irrational fears about failure.

Step-by-Step Guide:

1. Identify Fearful Thoughts: Write down specific fears related to failure at work (e.g., "This project is the CEO's favorite. If it fails, my career is done.")
2. Examine the Evidence: Discuss the evidence supporting and contradicting these thoughts. (More is better here—don’t overthink it, just write it all down.)
3. Challenge and Reframe: Challenge these thoughts by considering alternative perspectives and creating balanced, rational thoughts (e.g., "One project doesn’t define my career. I can learn and improve, and we can collect evidence about what will work better for future projects").
4. Share and Support (if doing as a team): Encourage team members to share their new, balanced thoughts with the group. Foster a supportive environment where team members can offer encouragement and feedback, as well as challenge each other’s evidence.
5. Practice and Reinforce: Practice these new thoughts regularly and if a team, support each other in maintaining a positive and rational mindset.

2. Take a Longer-Term Focus

Retail often emphasizes short-term results, driven by the immediate performance at the cash register. This short-term focus can intensify our worries and stress. However, shifting to a longer-term perspective can help us adopt a more optimistic and balanced viewpoint. By looking beyond the immediate context, we can mitigate short-term anxieties and make more strategic decisions.

Benefits of a Longer-Term Focus:

• Optimism and Balance: Adopting a longer-term view allows us to see beyond current challenges and envision future possibilities. This broader perspective helps balance our outlook, reducing the stress associated with short-term issues.
• Strategic Decision-Making: Focusing on the long term encourages us to make decisions that are not just beneficial today, but also sustainable and impactful in the future.

Research supports the benefits of a long-term focus in leadership. According to a study by the Harvard Business Review, companies that emphasize long-term strategies outperform those with a short-term focus in terms of revenue, profitability, and market capitalization. This shift in perspective fosters resilience and innovation, as leaders are less reactive and more proactive.

Caution: While it's essential to adopt a longer-term perspective, it's also crucial to stay grounded. Avoid becoming overly idealistic or ignoring critical information. Striking a balance between visionary thinking and practical considerations ensures that long-term goals are both ambitious and achievable.

By consciously adopting a longer-term focus, leaders can transform their approach, reduce immediate stress, and cultivate a more resilient and forward-thinking mindset within their teams.

So, let's go spelunking!

Just as I learned to navigate the dark and intimidating noises of the bush as an Air Force Cadet, leaders today must navigate the uncertainties and fears of the business world. By understanding and managing our biological responses, falling in love with evidence, and adopting a longer-term perspective, we can lead with confidence and resilience. Remember, the "dark cave" of fear and uncertainty is not as formidable when we shine the light of evidence and long-term thinking. By fostering these approaches within ourselves and our teams, we not only overcome our fears but also pave the way for sustained success and innovation.