For authentic learning and growth to be realised, leaders need safe contexts to explore new lines of thinking and subsequent new practices. Frequently leaders feel unsafe, as if they are under a microscope, their every action scrutinised by those around them. As such, they never take the risk of exploring new habits. Knowing that others are watching with a critical eye provokes them to assess their progress too soon, curtail experimentation, and decrease risk-taking.
Daniel Goleman (Primal Leadership) insightfully notes: “Leadership is intrinsically stressful. Early studies on people who had a high drive for power – the need to have an impact – showed that their very desire for that power had the same arousing effect on them as if they were under actual biological stress. When a person’s stress increases – or his power motives are aroused – the body reacts by secreting more adrenaline and noradrenaline, the body’s stress hormones. That leads to higher blood pressure, getting the individual ready for action. At the same time, the body secretes the stress hormone cortisol, which is even longer lasting than adrenaline – and which interferes with new learning.”
When leaders feel stressed, they no longer feel safe and are further inhibited in attempting new ways of acting. Instead, they become defensive, relying on their most familiar habits. For these reasons, learning for leadership is best accomplished under conditions where leaders feel safe. Being part of a group of leaders who are venturing together to cultivate new leadership styles offers one of the best contexts for change. When you see someone in a similar role overcome inhibitions and take risks, it sets you free to attempt something a bit risky yourself.
Goleman emphasises the need for an environment of trust, saying: “Cultivating special relationships, those whose sole purpose is to help you along your path, is crucial to continuing development. Mentors or coaches help you to discover your dreams, to understand your strengths, gaps, and impact on others, and to guide you through the steps in your learning plan. But just calling someone a ‘mentor’ or ‘coach’ isn’t enough – the relationship must be one of candour, trust, and support.”
Leaders, find learning partners who you trust, who will give you honest feedback and who will challenge you when the need arises.
