Leading with Head and Heart

As we transition to the next phase of this pandemic a key feature of our return to work is the rising anxiety many people are experiencing. . This is only in part related to Covid 19 itself. The fallout on the economy and the fact that many now face redundancy in causing many to be insecure about their future. All the more reason for leaders to engage with their heart as well as their heads

 A tricky terrain lies ahead, some visible, some not but what is clear is there is a need for leaders to be emotionally in touch with their own feelings as well as responsive to the concerns and needs of those around them. Balancing head and heart can make all the difference.

A way we to transcend our emotional ego reactions is to develop that part of ourselves which deals with facts and data, listening to our head. Whilst this can be helpful in terms of stating what is so and pointing out options, it risks us becoming overly rational and losing touch with how we and others are experiencing the current uncertainty. What is needed is a balance between dealing the reality of what we are faced with, whilst maintaining our emotional and social awareness. In other words maintaining a head which provides structure and direction, balanced with compassion and sensitivity that comes from our hearts.

 A key feature of an effective leader in these times of uncertainty is the need for calmness, transparency and self-management. Being in touch with our heart enables us to be conscious of when our emotions are triggered. This awareness allows us to be authentic, vulnerable and compassionate when needs be, while our more rational head can communicates a way forward, creating a future that builds hope rather than despair.

 An example of this is one leader I worked with recently, lets call her Rina. Rina knew that the terrain ahead for her and her company was a rocky one. She called a company wide meeting where she painted the bleak picture they were all facing. Rina spoke about the range of feelings she imagined people were experiencing. In doing so she validated that it was ok to have these feelings and shared that she had many of these feelings herself. Then Rina brought in a plan for how the company would move forward through the crisis. Rina did not create any false promises, but what she did do was highlight the way people could be supported through this time. This included creating special surgery times where she or one of her team were available to speak to people and answer their concerns.  

 The impact of this way of communicating did not necessarily stop people feeling anxious, but it did acknowledge that such feelings were ok. It also did not paint complete clarity about the future as so much was still unknown, but what it did do was offer conformation of what would be happening and that people would be supported and not abandoned. It created camaraderie, hope and strengthened trust.  A commonness that everyone was in it together and together they would navigate the challenges ahead.

Balancing our head and heart does not make challenges go away, but it does enable leaders to access a more engaging and empowering way to address them.

Here are some useful questions to reflect on with regards to balancing your head and heart:

·       What facts do you know to be true about the situation you are facing?

·       How does that impact on your feelings?

·       And how might that impact on the feelings of those around you?

·       What is certain and uncertain?

·       How might this impact peoples specific needs?

·       What simple steps or structures could you put in place to support addressing peoples needs?

If you found this article valuable, then please share on social media. And I’d be delighted to connect with you there too.

Thank you, Mary