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Feeling Anxious? Don't Worry About It

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By ROBERT H. ROSEN, For The New York Times

Published: January 7, 2008

Anxiety is usually something people want to avoid.

The dictionary defines it as "a state of being uneasy, apprehensive or worried about what may happen." People who experience too much anxiety may find themselves on a therapist's couch, and doctors prescribe pills to keep away this feeling.

And yet, in my work as an adviser to executives, I have found that in corporate life there is a place for anxiety, as long as it is understood and managed the right way. I have interviewed or advised 250 top executives at companies that include Procter & Gamble, Toyota, PepsiCo, Four Seasons Hotels, Ericsson, Samsung and Novartis. I have seen the positive effect that anxiety has had on their organizations - whether intentional or not.

The success of great leaders is all about creating just enough anxiety - within themselves and their organizations - to unleash the energy that drives powerful leadership, accelerates growth and helps companies succeed.

I have come to realize that personality and culture influence the way leaders handle change and uncertainty, and the anxiety that comes with them. Just enough anxiety enables the best leaders to embrace uncertainty and to turn challenges into opportunities. It prods them to make meaningful and necessary changes within themselves and their organizations.

What is just enough anxiety? It is the amount we need to respond to change, tackle a problem or take a leap of faith. It is the right level of energy combined with the right attitude that enables us to perform at our best. Just enough anxiety is a catalyst for individual and organizational growth.

Contrast this with too much anxiety, which is mired in negative thinking and characterized by the desire to attack change. This can lead to arrogance, fear, mistakes and low morale. Or contrast it with too little anxiety, which is grounded in complacency and the belief that everything will turn out OK without intervention. This can result in a failure to confront hard issues, plus mediocre performance and untapped potential.

Both too much and too little anxiety inhibit top performance and lead to deterioration and decline.

Having just enough anxiety has led me to become a better teacher and motivator. It propelled me to stretch myself to get my Ph.D. It enabled me to step outside my comfort zone and start my own business. It continually challenges me to grow. And it helps me coach senior executives as they deal with ever-changing issues in an ever-changing world.

Like all leaders, I am constantly moving back and forth among too much, too little and just enough anxiety.

Not long ago, my company was working hard to keep up with a growth spurt. I was being pulled in many directions, traveling a lot, and was tired and overly impatient. Even though I am committed to healthy leadership, I was unknowingly taking out my anxiety on my team.

Fortunately, we were testing a new 360-degree performance evaluation at the time. People described me as "bold, honest and a strong leader." But they also told me I was being "unpredictable and moody" at times. They helped me realize that I wasn't listening to them very well and was jumping to conclusions. To be honest, I was surprised and embarrassed by the feedback but grateful for the chance to examine my actions. After a candid conversation, we got our team back on track.

I recognized that it was my resistance to my discomfort with the stresses of the business that had created too much anxiety within me. This led to increasing levels of conflict between me and my team. At the same time, it was my acceptance of my discomfort in hearing feedback that allowed me to have an honest conversation with my team about my performance. The experience helped me make positive changes in how I look at and handle the pressures of a growing business.

If you've ever taught a child to ride a bike, you know all about managing anxiety in yourself and others.

You know it's up to you to help the child conquer fear. After all, you're the adult. But you have fears of your own. You want to help him become more independent, to build his self-confidence. But what if he falls? What if he gets hurt? You see the hesitation, fear and excitement on the child's face. But he says that he wants to do it, so you let go of the bike. That's my idea of leadership.

Your relationship with uncertainty and anxiety has a profound effect on your life and ability to lead people through change. It shapes how you see yourself and others, and how others see you. It influences how you think about problems and make decisions. And it's a crucial factor in how you manage performance and interact.

When you manage this powerful force correctly, you are better able to learn, change and navigate in a complex world. You unleash vast amounts of human energy. And you lead people and companies to levels of success they've never reached before.

Robert H. Rosen is a psychologist and chief executive of Healthy Companies International, a consulting firm in Arlington, Va.

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