Page 108 - Fearless Leadership
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Victim Mentality and Playing Small  95


                  Gunnar was unaware of two things: the fact that he was resigned
               and how his resignation impacted Maureen’s group. Our group
               worked with Gunnar and drilled down to the real problem. Gunnar
               realized that he was uncomfortable talking about cutbacks and
               downsizing; all he wanted to do was get the presentation over
               with. What he failed to recognize was that he left the entire
               group—both those staying and those who would be leaving—
               devastated.

               The Recovery. Gunnar went back to the product development
               group and took accountability for his impact. He said, “The last
               time I spoke to you, I did not communicate well. I was uncomfort-
               able talking about downsizing and cutbacks. What I want is your
               partnership to get through these tough times together so we can con-
               tinue to build on the great results and performance that each of you
               has delivered.” The group, including those who were leaving,
               felt acknowledged for their contributions. They responded imme-
               diately and generated ideas and solutions to ensure that the com-
               pany survived.

               Lesson Learned. When leaders are resigned, it is evident in their
               speaking and behavior, and it cascades throughout the organiza-
               tion. People mirror the mood and behaviors of leaders: resignation
               breeds resignation.


               As a leader, you set the course for everyone else. When you play small,
             no one can play big. Your resignation not only inhibits your ability to
             rise above circumstances, it stops everyone from being able to generate
             solutions in difficult situations. Everyone pays the price; the esprit de
             corps of the group is lost, and people resign and disengage.
               You can create a larger context—a bigger game—in which people feel
             they can influence change and shape the future. But you cannot do this
             unless you ask yourself, “Where am I resigned?” Notice the question is
             not if you are resigned. I want you to examine where you have become
             discouraged or frustrated and where you have attempted to carry on in
             spite of these feelings. When you are resigned, you cannot expand your
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