A quick scan of the headlines in any current media does not make for happy reading.  Climate change (going to wipe out most living organisms); generative AI (extinction of the human race); nuclear war (very much the same results though on a smaller scale); US/NATO/ v Russia/China; any number of regional bad actors you care to name; and even the (thankfully averted) failure of the US to agree on the debt ceiling (global financial meltdown). 

The reality is that some, or all of these will happen, at least in part, at some place and at some time.  The risks are genuine though hard to quantify and equally hard to plan for. 

The greatest danger from the gathering of risks is the fear that it creates, some of it rational and some completely irrational. For a leader in any sphere today that means their most urgent task is to deal with the fear and the irrational behaviour that fear creates.

The necessity is to minimise fear and run their organisation from an optimistic perspective.  This is very hard to do but essential if you are going to succeed and grow. When people are in a fear state they focus less on today and more on pictures of the future. This is a very normal human thing to do but it means less focus, less work, less success and an unhappy workforce.

As a leader you have to find ways to help and support your organisation and its stakeholders, both because it is the right thing to do for the people, but also because it is the right thing to do for the business. People in a fear state are more distracted, less innovative, and less efficient.

These are some of the things you might like to do that will help:

• Paint an optimistic future for your business. Bring excitement to the story that you tell about it. Help people to feel that they are part of something larger and worthwhile.
• Focus people on hard but rewarding work. Do not overload them but make sure that there are small successes to celebrate along the way.
• Look after the health and well-being of your team. Manage working hours, ensure that holidays are taken – and make sure you take yours.  Discourage people being in the office at the end of the day if there is no need for them to be there.
• Be open with your staff about how well the organisation is doing – be honest about the good and the bad and be as certain as you can. Human beings are very bad as dealing with uncertainty.  They can cope with most things if they know the facts. Uncertainty encourages the rumour machine.
• Keep investing in development whatever other cuts you may have to make. If people feel their skills are growing, then they will be more motivated and calmer in their work.

Fear is the greatest enemy.  Do everything you can to avoid it.