The current climate is anxiety-inducing. Unstable geopolitics, a strained economy, social pressure, regulatory inflation... And, honestly, it has probably never been so difficult for a leader to keep a cool head.
To this, an aggravating factor is added: the constant overexposure to information. Radio in the car, push alerts on the phone, 24-hour news channels, anxiety-inducing articles, barrage of notifications… A truly explosive mental cocktail.
And as soon as we step through the door of the company, the second wave hits: urgent problems, unexpected issues, tensions, micro-crises… We put out fires, we act in the moment — or we pile up what we dare not address. In both cases, we remain in reflex mode, not in reflective mode.
The reptilian brain: an ally... not always very modern
Our primitive brain is designed to detect dangers and react very quickly. It activates the three well-known responses: fight, flight, or freeze. Useful in the face of a predator. Much less so in the face of a process change, a difficult conversation, or a reorganization.
These reflexes drive us to :
- act too quickly,
- act too strongly,
- or not act at all.
And these three answers are probably not the best for running a business.
When fear settles in the company
We find it everywhere:
- fear of delegating (“no one will do it as well as I do”)
- fear of evolving one's role
- fear of passing on to the next generation
- fear of changing methods or automating
- fear of making an unpopular decision
- fear of seeing the organization again
- fear of confronting a performance issue
- fear, quite simply, of making a mistake
In short: fear is settling in, discreet but influential. (But rest assured, this article does not aim to... scare you)
When fear takes the wheel
The danger is that it becomes a mode of governance.
We analyze too much, we go in circles, we multiply the “what ifs”… and we no longer make decisions. Or on the contrary, we act too quickly in firefighter mode, just to ease the tension of the moment.
Result: the same problems come back a few weeks later — often more costly, more entrenched, more difficult to address.
How to regain control (and get out of the reptilian reflex)
Here are some concrete levers to put things into perspective:
1️Stop. Think. Structure.
Step out of the reflex, take a conscious pause, clarify the real problem. This brief moment of reflection allows for structural improvement, which is more sustainable than the "knee-jerk" reaction.
2️Stop the anxious loop.
Too much analysis feeds fear. Taking a break, getting some fresh air, breathing: that's already taking action.
3️Objectify.
The facts, nothing but the facts. Fear loves ambiguity; clarity calms it.
4️Always consider risks & opportunities in relation.
This reflex changes the perspective. Often, a threat concealed an opportunity for improvement.
5️Surrounding oneself with an outside perspective.
Board of directors, advisory board, peer leader, expert, trusted colleague… A fresh perspective brings a proper balance between emotion and reality.
6️Prepare and document the decision.
Structure, argue, clarify. This naturally reduces mental load — and facilitates internal communication.
7️Act, even in small ways.
A prototype, a test, a first step. Action realigns the brain with reality and reduces tension.
Conclusion
Fear is not an enemy: it is a signal. But when it governs, it freezes, overloads, and prevents the organization from moving forward.
Taking distance, confronting your perceptions, surrounding yourself, structuring: that is already the reclaiming of control over the internal narrative. And that is often what distinguishes the leaders who undergo change... from those who create it.