{"id":5329,"date":"2016-06-20T21:12:34","date_gmt":"2016-06-21T02:12:34","guid":{"rendered":"http:\/\/www.scottcochrane.com\/?p=5329"},"modified":"2016-06-20T21:12:34","modified_gmt":"2016-06-21T02:12:34","slug":"how-leaders-can-win-the-war-on-worry","status":"publish","type":"post","link":"https:\/\/scottcochrane.com\/index.php\/2016\/06\/20\/how-leaders-can-win-the-war-on-worry\/","title":{"rendered":"How Leaders can Win the War on Worry"},"content":{"rendered":"

\u201cWhat if we don\u2019t hit our numbers?\u201d<\/strong><\/p>\n

\u201cSupposing the new program launch isn\u2019t successful?\u201d<\/strong><\/p>\n

\u201cWhat will happen if we can\u2019t fill that staff position in time?\u201d<\/strong><\/p>\n

These worries, and countless others like them, can dominate the thinking of leaders. But\u00a0<\/strong>leaders must maintain the discipline to avoid needless worry is because of the mental energy it can cost you.\u00a0<\/strong><\/p>\n

Few resources are more important to the vitality of a leader than mental energy. The ability to solve problems, build teams, cast vision and plan strategy all require significant portions of mental energy, and throughout your day you are either filling or draining your mental energy tank.<\/strong><\/p>\n

But the ability to overcome this challenge can be achieved, if you know these 4 ways to win the war on worry\u2026<\/strong><\/p>\n

\"Worried<\/a><\/p>\n

 <\/p>\n

Understand the difference between worry and concern<\/strong><\/h2>\n

Concern is action-oriented. In fact, concern is one of the fuels that drives effective leadership. It flows from a deep sense of dissatisfaction over a situation, and drives the leader toward problem-solving.<\/p>\n

Worry, on the other hand, is merely hand-wringing negativism.<\/p>\n

Recognize the futility of worry<\/strong><\/h2>\n

Studies have shown that 85% of what we worry about never comes to pass. For leaders the math just doesn\u2019t justify expending mental energy on outcomes that are unlikely to ever happen.<\/p>\n

Arrest \u201cworst-case scenario\u201d thinking<\/strong><\/h2>\n

Much of worry flows out of assuming the very worst outcome of any situation.<\/p>\n

For example, when results are below plan at a particular juncture, \u201cworry\u201d assumes that the trend will continue, that the plan will fail, that this will cost you your job, that you will therefore be unable to provide for your family, and on and on and on\u2026<\/p>\n

The mental discipline to recognize this thinking pattern, to arrest it mid-thought, and to refuse to entertain such scenarios is a tremendous energy saver.<\/p>\n

Expect the best, prepare for the worst<\/strong><\/h2>\n

This axiom may be slightly simplistic, but there is some truth to be found here.<\/p>\n

Effective leaders don\u2019t supplant worry with naivet\u00e9. And they certainly don\u2019t adopt Alfred E. Neuman\u2019s policy of \u201cWhat, me worry?\u201d<\/p>\n

Instead they right-size the possibility of a negative outcome, and they put the necessary response plans in place.<\/p>\n

There is no quick-fix, but if you embrace these strategies you can see dramatic improvements in your mental energy tank.<\/p>\n

And over time you really can win the war on worry.<\/p>\n","protected":false},"excerpt":{"rendered":"

\u201cWhat if we don\u2019t hit our numbers?\u201d \u201cSupposing the new program launch isn\u2019t successful?\u201d \u201cWhat will happen if we can\u2019t fill that staff position in time?\u201d These worries, and countless others like them, can dominate the thinking of leaders. But\u00a0leaders must maintain the discipline to avoid needless worry is because of the mental energy it…<\/p>\n","protected":false},"author":4,"featured_media":5330,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_bbp_topic_count":0,"_bbp_reply_count":0,"_bbp_total_topic_count":0,"_bbp_total_reply_count":0,"_bbp_voice_count":0,"_bbp_anonymous_reply_count":0,"_bbp_topic_count_hidden":0,"_bbp_reply_count_hidden":0,"_bbp_forum_subforum_count":0,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[3,738,478,7,581],"tags":[],"class_list":["post-5329","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-action","category-effectiveness-2","category-featured","category-leadership","category-self-assessment"],"_links":{"self":[{"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/posts\/5329","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/comments?post=5329"}],"version-history":[{"count":2,"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/posts\/5329\/revisions"}],"predecessor-version":[{"id":5333,"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/posts\/5329\/revisions\/5333"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/media\/5330"}],"wp:attachment":[{"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/media?parent=5329"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/categories?post=5329"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/tags?post=5329"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}