Leadership in the time of chaos

Turmoil in the world continues with Omicron suddenly rampant in our own country, Russia has invaded Ukraine, and protestors have bought areas of Wellington to a standstill.

Like many of you, I have been looking for what might help us understand the situations we are in and what assists us to lead, and not become helpless.

To implement significant change and development, most of us know logic doesn’t work unless the leader’s feelings draw people in, and their actions are thoughtful rather than impulsive.

Social scientists and community activists might have predicted the reactive response to the significant confinement of last year’s lockdowns on family, business, and social relationships.?Opportunities provided by hospitality to get together and meet new people was severely limited. Of course, there would be a significant reaction. And we are seeing that. Coupled with endless roadworks in Auckland which prioritise future over current businesses, the perception and experience of having others control our destiny has been significant.

The therapeutic world offers some insights into these dynamics. Here are some terms:?Act hunger?is the longing to act out what has been denied. The feelings of the powerlessness of anti-vax people have resulted in them feeling powerful in their protests particularly with setting up camp on public land, placing toilets on footpaths, blocking streets with their cars, and closing their world in.

Were they aware of the anger and resentment of Wellington residents whose lives they have upended, and businesses they have closed, and whose harbour they are polluting, their confidence to continue their protest would likely diminish.

Catharsis of abreaction?is another helpful term used to describe the emotional outpouring from a traumatic event but without the traumatic experience being resolved. This differs from the therapeutic?catharsis of integration?where there is both a cognitive and emotional shift in perception from acceptance of past events and a door opens for the future.

How might Leaders utilise these concepts? The glib 'its time to move on' approach won't work. What will? And what might leaders do to generate learning from our varied restrictive experiences?

• Recognise criticism and challenges inevitably come with tough decisions, but those criticizing are often without accountability or the desire to progress or resolve the situation. Communicate you have heard their concerns.
• Hold onto your vision, mirror back the feeling of those around you and signal the next steps
• Realise that the push against authority is habitual for many and not personal to you – and yes it feels very personal
• Keep trusting your advisors, and your own sense of timing to communicate
• It is OK to be human, and humans make mistakes. Let those close to you know when you have stuffed up.

One thing hasn’t changed and that is that tough decisions remain in your basket.

What are you doing to take care of yourself and accept help, stay refreshed, eat well, and sleep as best you can in these tumultuous times?

? Diana Jones