The ability of the senior leaders to experience the emotions, feel their impact, so they can learn from it, as they respond to it, and also develop strategies to regulate them (up or down) is therefore a critical competency. The incident of a Plant head walking to meet his workers and asking them to talk to him, in the tough time, and not just speak with each others about their fears...and his declaration – that I am the bad guy- speak with me...is the kind of behaviour which can arrest the domino effect.
Often organisation and teams suffer from the Abilene effect (few people disagree with the boss or the dominant opinion). The over-bearing influence that the authority figures have on our behaviours and choices that many mindset experiments have demonstrated only accentuate the need that the bosses in tough or traumatic situations, should know how to preserve their ability to think clearly and respond sensibly.
The insight that this desired calm behaviour does not mean ‘keeping emotions at bay’, but may actually recommend ‘living the emotion’ or even better ‘focussing on the emotion’ – so that you can appreciate its impact like a third person, and therefore limit the prohibitive impact on the brain’s ability to problem solve and make decisions is very new to my understanding of the strategies of coping with stressful situations