On the benefits of FEARLESSNESS in business
A wise employer is ready and aware,
Short-term fears tend to cause one to lose sight of the steady and encouraging progress toward the long-term goal. This is called the panic factor. It is the main tool used by people who have underlying trust and self-worth issues in their attempt to self-sabotage, or "shoot themselves in the foot" in order to prove themselves 'right'' in their 'self-assessment' of worthlessness.
The Panic Factor is often 'used' in an 'attempt' to increase motivation, as in - if we do not do this (something 'good'), then that (something 'bad') will happen. It is, as you can see, a 'fear-based' tactic and only works (if at all) for short-term projects, since that is what it is best suited for.
It is rarely, if ever, the best approach. So simply stop using it, as it is very 'old-school' and completely 'identified' as not only a inefficient means of achievement, but deleterious to the overall long-term benefit, as it is an expression of self-doubt, and draws to it what it expresses.
In the act of 'accusing others' of 'not doing their part' you are expressing that you had unexpressed hopes and expectations, and that they are not being realized. It is much better to simply express the hopes and expectations and see how they are, or can be, realized. In emphasizing that they "were" expressed, you create defensiveness and feelings of stupidity on the part of the 'other', who tries hard to remember when, tries to 'justify', and feels self-blame and guilt for "not" picking up on what had been said. This only adds to the confusion, and does nothing to address the expectation as a real and present opportunity. It only addresses it as past and a 'fault' on the part of the other team player, thereby decreasing initial self-confidence and future value as a player.
A much lesser known aspect of the panic factor is that it is also a (childish) means of stealing energy and "glory", in that by using such a means to accomplish, one is also asserting that without having used such means, the 'job' could not have been done properly. And therefore it was because of the timely intervention of the user of such means that the job DID get done properly. By such means one 'steals' the energy of responsibility for any accomplishment of the job, not to mention any possible pride of accomplishment, from the one upon whose shoulders it actually fell.
Much more to the point of understanding true accomplishment is to ask and understand what is the true motivation and underlying strategy of the team player upon whose shoulders fall the responsibility. If it is determined that such a strategy, in its truth, is not really in keeping with the designs and purposes of the team, then remedial measures may be contemplated. Among then are:
A wise employer is ready and aware, seeing the personal
all changes and shifts.
In other words, employers, in order to maintain the best interests of their enterprise, are advised to be open to the possibility of perceived energy shifts in the persons of their employees. And more for the possibility that it might be a "good thing" as for the possibility that it might be 'bad". It is proving truer and truer that we more often than not, get what we expect.
If employees feel intimidated, and so many of them do, they will in no way be performing to maximum efficiency. And oftentimes, maximum efficiency means a feeling of total self-confidence, taking it easy and doing thing in a smart, long-term fashion, rather than responding with haste and clumsiness to perceived short-term 'emergencies'. There is of course a disclaimer here for the other part of this, but the point is this. It is suggested that should employers feel the need for short-term emergency measures they seek alternative assistance, i.e. work it out themselves, not placing 'responsibility' for it on the shoulders of others. And rather than 'driving' the staff , which seems to somehow always produce an opposite than expected effect, deliberately keeping it away from the personnel who are working to maximum efficiency in an attitude of trust that all is well and that they are indeed, performing well and as expected. This will alleviate the possibility of inefficiency caused by the disruption of the Panic Factor.
Such are the tactics of the "fearless" employers.
Such feelings of intimidation have not, in most cases, to do at all with the employer, but to do with projected expectations that are carried with the employee. This is why wise employers will hire Dreambuilders to do the work of identifying and relieving the tensions of personal expectations and replacing them with a more relaxed and efficient feeling coming from freedom and truth. It is also a good symbol. It shows caring, even the feeling of which goes a long way to ensure loyalty on the part of personnel. It also shows that there is a point to which grievances can be heard, and personal problems identified and sorted out.
Among the deleterious effects of the panic factor are: