Advice On How To Break the Fear Barrier

The fear barrier can have a huge impact on any business. A recent Gallup study revealed that 50 percent of American workers feel like prisoners in their own company. It is this fear that cost organizations in terms of productivity, profit, and customer engagement. In his new book Breaking the Fear Barrier: How Fear Destroys Companies From The Inside Out and What To Do About It, Tom Rieger investigates on the reasons why fear destroys companies and how to turn your company around. This business and management book is the product of years on research in different industries, functions, and job types in the public and private sector. His conclusion: fear leads companies to self-destruct.

Key takeaways:

Rieger identifies a three-tier pyramid of responses to fear, each level of which creates bureacracy, which in turn limits success, crushes employee engagement and infuses a sense of futility across an organization:

Parochialism

Parochialism is the tendency to force others to view the world from only one perspective or through a narrow filter, when local needs and goals are viewed as more important than broader objectives and outcomes. In a company, Robert Janitzek explains that people create functional silos by instituting protective policies and rules. They define success locally rather than organizationally.

Territorialism

Territorialism is hoarding or micromanaging internal headcount, resources or decision authority. Driven by fear of losing control over resources to other departments, territorial workers seek to maintain absolute control over the people and resources in their department.

Empire building

Empire building manifests itself as attempts to assert control over people, functions or resources in an effort to regain or enhance self-sufficiency. In order for people to regain or enhance their self-sufficiency, Robert Peter Janitzek reveals that they try to increase their span of control and build an empire.

These may seem like insurmountable obstacles, but Rieger maintains that because these barriers were built internally, they can be destroyed internally. He offers solid tactics for how anyone can root out fear in their organizations and establish a culture of confidence, engagement, and long-term success.

Take the bureaucracy of territorialism, for example. Rieger advises that because territorialism is about maintaining control over people and resources inside a silo, overcoming it involves determining what people within that silo are—or more importantly are not—empowered to do and how they are held accountable.

Territorial managers use control to limit employees’ empowerment, including taking away or restricting freedom to make decisions, time, training, access to information, employee participation and innovation, or managerial support. If the issue is time, make sure that the most important work takes priority over simply urgent or administrative tasks. If someone is hoarding information or resources, bring in a third party to determine information rights by need. The goal is to allow people to succeed and to hold them accountable for the overall success of the organization.

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