What a great click-bait title for today’s environment, right?
The fact is, when the uncertainty is this extreme, and even CEOs aren’t sure what to expect or what to do, well, what are the options?
There are four basic trauma reactions: fight, flight, freeze, and fawn.
We’re seeing all of these.
Multiple BigLaw firms have chosen fawn, volunteering to donate tens of thousands of pro-bono work to the current administration, in some cases without even being asked. Universities, likewise, have chosen to fawn and go along with the administration’s demands. And we saw some CEOs choose fawn right from the start, seated in places of honor at the inauguration.
On the other side, Harvard University, Princeton University, MIT, and a coalition with Rutgers have all chosen fight as of this writing (others are joining faster than I can keep up with). Some BigLaw firms are choosing fight, taking to the courts to dispute the legality of the executive orders directed against them. Democratic attorneys general, Democratic state governors – I’m thinking especially of Maine governor Janet Mills – have chosen to fight.
Meanwhile, many CEOs are in freeze mode. I read recently how companies are setting up “war rooms” to monitor what’s happening from day to day (moment to moment?), staying as informed as possible but not taking any action – including hiring, expansion, or anything else they’d previously planned to do. Freeze!
I could go on, but I think you get my point by now.
Here’s the thing: those of us who aren’t university presidents, aren’t BigLaw partners (or even lawyers!), who aren’t governors or attorneys general or CEOs – it can feel very much like we’re swimming in a sea of uncertainty, and the distress can become a real undertow pulling us down into that sea. I have friends who are anguished about what’s happening. I have even more friends who are deeply anxious about what might happen to their safety, financial and otherwise.
As leaders – what do we do? How do we lead through all of this turmoil?
I wish I had a good answer, or even any answer. All I have is a small handful of suggestions.
- Be honest. If there’s a hiring freeze, say so. If there might be layoffs, say so. If you don’t know, say so. Anxiety is compounded when people feel like they don’t know what might happen, but think you, as one of their leaders, do know. Obviously, you’ll be careful not to start rumors or talk about anything that’s confidential, but say what you can when you can.
- Don’t allow rumination. There’s a big temptation to keep repetitively going over and over all the things that are happening and all the things that could happen, but that does nothing but amp up the anxiety.
- At the same time, don’t Pollyanna – don’t pretend things are normal or okay. They’re not.
- Be honest about your own experience. If you’re stressed and anxious about what’s happening, it’s okay to say so, and that will help people feel less alone. Just don’t over-do it – which leads to my next point.
- Don’t dramatize. Yes this is all awful and bad and – my new least-favorite word – unprecendented. But drama doesn’t help. Staying focused on what can be done does help.
- So if your company is open to it, you can help organize a protest – or get involved in one of the many protests happening in every state.
Up until now, I’ve kept my personal political views just that – personal. I haven’t included them in articles or social media posts. But this is not a time for any of us to be quiet.
I have no footnote this week. It’s all in the article.