Balancing LEADERship on FEAR

By: Mark Raygan E. GarciaDirector, Office of Information & Publications

Silliman University

Are you a leader?

• Do you have dreams in life? • Do you know what it takes to realize your

dreams?• Do you know when you can say that you have

been successful?

If your answers are the following: • Yes to No. 1• Yes to No. 2• Yes to No 3

You are a LEADER to the extent that you are able to manage yourself.

Think of your organization…

• Do you know what your organization’s goals are?

• Do you know what it takes for your organization to achieve those goals?

• Do you know when your organization can say that it has been successful?

If your answers are the following: • Yes to No. 1 • Yes to No. 2• Yes to No 3

You are a LEADER most likely to the extent that you have a personal view of how far the organization can bring itself.

Leadership Perspective

• Not a “me”, but an “us”• Not “personal”, but “collective” • Not all the time about “me”; oftentimes it’s

about “when it is about them, then it is also about me”; not “it is about me, so it is also about them”

Organization Defined

• Simulation of the bigger world out there. • Place where professional development is

facilitated. • Laboratory to test out ideas and possibilities.• Pressure cooker to tenderize your maturity.• Nest where you nurture relationships.

Leadership Defined (1-2)

• Leadership involves influence, requires working with people, and is concerned with effective goal accomplishment.

Credits: Leadership: Theory and Practice

Leadership Defined (2-2)

• (Bennis & Nanus) Manage Accomplish activities and master

routines Lead Influence others and create visions

for change

“Managers are people who do things right and leaders are people who do the right thing.”

Credits: Leadership: Theory and Practice

LEADER Explained (1-2)

L oad E ffect A ims D irection

E ngaging R esilient

PROCESS

PERSON

LEADER Explained (2-2)

Load A recognition of responsibility.Effect A recognition of a needed impact. Aims A recognition of a purpose. Direction A recognition of unity.

Engaging Ability to facilitate exchange, understanding, and teamwork.

Resilient Ability to appreciate and draw strength from differences/trials.

3 ‘Organs’ of Leadership

Brain Knowledge about the organization; familiarity with policies

Heart Care for people; openness to new ideas

Soul Commitment; “going concern”

Are you afraid to become a LEADER?

Developing FEAR (1-3)

“To err is human; to forgive divine” Alexander Pope

To fear is human.

Developing FEAR (2-3)

Fear is a survival mechanism. It’s recognition of a threat.

Fear ceases to be a survival mechanism when you recognize a threat but refuses to do something about it.

Fear can bring success or failure.

Developing FEAR (3-3)

F aith E ngaged A midst R etreat

Fear is about “faith” in what you can do under difficult circumstances. It is about engaging your conviction in life vis-à-vis your commitment to a common goal.

Fear thrives on retreat or surrender, but aims for the best.

FEAR & Leadership

Leadership is about: • Decisions • People• Results• Future

FEAR is the fulcrum of leadership, measuring balance among the ‘3 Organs’ in becoming a LEADER.

LEADERFEAR

Brain Soul Heart

Threats to Leadership

Self • Pride (failure to accept mistakes) • Self-centeredness (resistance to new ideas)

Others • Crab mentality (pleasure in seeing others fail)• Lack of trust (addiction to “self”)

Capitalizing on ‘Threats’

Convert ‘threats’ to challenges and opportunities

CHALLENGES • To know yourself better.• To appreciate others for who

they are.• To afford yourself patience.• To explore creative ways of

working around varied ideas. • To test your focus on the what

and the who ought to matter most.

OPPORTUNITIES • Work in a tougher

environment.• Take on more responsibilities. • Face more difficult people. • Handle and manage more

pressure. >>> Higher employability.>>> Faster promotion.>>> Stronger sense of self.

Let’s connect:

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