Brave New Work: Are You Ready to Reinvent Your Organization?

by Aaron Dignan

This reaction is extremely common. Many leaders have been trained to believe that making time for emotional and relational development is optional or even counterproductive. This is reinforced by a cultural narrative that says we should keep our personal and professional lives separate. Even the statement “be professional” is laden with expectations about putting on the corporate mask. Just do your job. Keep your feelings to yourself and your head down. As if we were still on a factory floor at the turn of the last century. One of the reasons we don’t like to get into the “soft stuff” is that it makes us feel vulnerable. And if there’s one thing we’ve learned climbing the corporate ladder, it’s this: don’t appear weak. If you’re exposed, someone else might take advantage of you. Or you’ll be shamed. Or worst of all, you’ll be fired. And so we’ve actually built up antibodies to honest human conversation at work. Sure, we might let the truth fly over drinks after hours, but in a meeting, in front of everyone else? Not a chance. This translates into an aversion to risk of any kind. If we can’t even be real for fear of the consequences, what are the chances we’re going to swing for the fences with our next disruptive idea?

On the soft stuff of vulnerability and emotions