4 Learning About Fear and Leadership from Dangerous Settings

Question 1

Clearly fear abounds in dangerous settings. the important test for leaders is to understand how fear works, how it influences subordinates, and how to either live with it or

Answer 1

learn to control it in in Extremis conditions

Question 2

The experience of emotion requires inward focus, a recognition of self, and how one feels… in contrast dangerous settings demand attention to the world around us, not the world within us… they are willing to risk or even sacrifice themselves in moments of extreme danger because for them…

Answer 2

the self ceases to exist. It sacrificed to the outward focused demanded by learning and trying to survive in an extremist environments

Question 3

is the danger inherent in the environment increases, the self- focus of experienced in extremist leaders

Answer 3

decreases along with the experience of emotion. rather than working to overcome a motion these leaders simply failed to experience them

Question 4

people can be taught to sharpen your focus and skills, to turn out word and make sense of their environment in periods of high risk, rather than…

Answer 4

getting emotional, dysfunctional he excited, and self absorbed

Question 5

attempting to control emotions may in some instances cause a leader to focus inward on the emotions themselves rather than continuing to address the threat. And emotions that are recognized are…

Answer 5

very hard to control and even harder to hide from followers

Question 6

it is important for leaders to understand however that when they feel emotions during high-risk circumstances the reason they feel emotions is that they have insufficient…

Answer 6

external focus. That means it’s time to reconnect with the environment and it with the threat

Question 7

the relationship between a leader’s personal risk and ability to inspire confidence is powerful but…

Answer 7

it cuts both ways in a dynamic business environment

Question 8

business is inherently more complex in that it always adds…

Answer 8

third in the two the equation a client or a stockholder. balancing the needs of this third entity pushes leaders to decisions that are suboptimal for some, satisfying for others

Question 9

what is meant by “defending peace is easier than creating peace”

Answer 9

that it’s easier to continue to stay relaxed, than it is to bring fear or other emotions under control once they have begun to influence the ability to perform

Question 10

outward orientation is incompatible with …

Answer 10

is incompatible with the self preserving psychobiology that fuels fear and panic— the ultimate collapse into the self

Question 11

William James understood that if you can establish certain conditions in the individual such as relaxation these conditions are incompatible with…

Answer 11

fear

Question 12

when the effects of fear make themselves known in a way that’s distracting one word should enter the consciousness of in extremis leaders and followers…

Answer 12

breathe

Question 13

of all the autonomic responses to adrenaline the one that we can best control consciously is…

Answer 13

respiration

Question 14

fear is incompatible with functioning…

Answer 14

Slow respiration and relaxation are incompatible with fear. breathe

Question 15

leaders have to maintain relaxation and stability among followers especially

Answer 15

and immediately in the presence of threat

Question 16

from the in Extremis prospective, relaxation is not selfish; it’s the opposite:

Answer 16

indicative of an outward focus on the organization and the environment

Question 17

leader control is lost when people begin to display

Answer 17

the unmistakable indicators of self focus: weakening the group through posturing, finger-pointing, and the abrogation of personal responsibility

Question 18

the real tragedy behind anger and finger-pointing eye leaders and dangerous circumstances is not that it erodes their power base, which it usually does, or that it reveals a lack of control by the leader, which it always does. The tragedy is that it undermines…

Answer 18

follower confidence and makes operations recovery much more difficult

Question 19

and dangerous circumstances anger finger-pointing and blame by leaders since the unmistakable message to followers:…

Answer 19

I’m not responsible for your lives, I am not in control; circumstances are now in control of us

Question 20

a defeatist attitude is really just

Answer 20

an abdication of responsibility and control its un-leadership

Question 21

negativity is a luxury that cannot be in dollars only in safe and secure places. In dangerous contacts, personal responsibilities in such profound demand that you can’t use your time or energy to complain about…

Answer 21

the environment it’s trying to kill you

Question 22

leaders must avoid the temptation of encouraging followers to engage in destructive impression management or other forms of faking, panic, or paralysis when things are going wrong. Instead,…

Answer 22

take a deep breath, focus outward, but the situation developed, and act on the environment. Behaving as if something is wrong leads followers to feel that something is wrong. It simply makes it harder to deal with the problem at hand