Page 23 - Building the Team from Inside Out

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The cascades of fear . . . 11
of doing things and belief systems are handed down from generation to
generation and are often accepted as correct and true without question.
My father always taught me to believe half of what I saw and nothing of
what I heard. That was great advice and I am going to take that one step
further and say, try believing nothing of what you hear or see that has
been created and sustained by the human ego, the need for power and/
or control. Perhaps you can accept the
potential
that just about every-
thing is an illusion created by mankind? These illusions have become
so customary and familiar that most people would never stop to think
that it is people who have created the world of which we live. This may
be a rather difficult concept to grasp and more explanation into this
blueprint of thought will be addressed later in this book—so hold on to
those thoughts and questions. In the mean time, stop a moment and ask
yourself what part of life cannot change? Perhaps it is only that which
cannot change that is real?
The scenario of the merger or acquisition and its accompanied chang-
es in emotions and behaviors described earlier in this chapter occurs in
the work place whenever significant changes are on the horizon. Some-
times it takes place when non-significant changes of daily work-life oc-
cur. In some organizations, it takes place daily. An integration or merger
is not necessary to precipitate fear within a leadership and work group.
Fear develops whenever a person feels threatened by change or just plain
threatened. That catalyst could be as benign as the addition of a new
team member or as malignant as corruption and deceit. When any cir-
cumstance renders a person fearful that the potential to lose their status,
income, or job security surfaces or instigates them to perceive that they
are not good enough, liked enough, or trusted enough, the wheels of
survival connected to a frame of irrational self-talk, peddled by fear,
will kick in a cascade of emotions, feelings and actions. At some level
this renders the employee or leader far more inefficient because there is
a magnitude of energy expended in the wrong direction and they will
merely attract that which they fear the most. When these perceptions
are unfounded and are created by the fears and clutter that reside deeply
within a person’s consciousness, the workplace takes a financial and
energetic hit. When the hours of drama and associated lost work time
are multiplied by the compensation of an employee, one can estimate
and calculate the financial burden fear and drama pose to an organiza-
tion. This financial, energetic or productivity drain can be a common
phenomenon at work and at home. By acknowledging and understand-
ing the triggers, actions and reactions associated with the fear of not