Strong emotions shape how we perceive reality – and as with a cold virus-negative emotion can be contagious.
We have all seen them, shared negative “thought spirals” spooling up in virtual team meetings. Here is an example observed at a recent Logistics and Shipping company’s Global Account Sales Team meeting: “Hey, did you hear our CEO and CHRO at our last meeting? They said that pay cuts had not been discussed. You know what that means – that means they have discussed it and massive pay cuts are just around the corner – I have been there before!” Although the intent of the executive announcement was quite the opposite, that first comment triggered anxiety in other group members and soon everyone joined in and a negative spiral consumed the discussion. Instead of being a source of connection and relief, the meeting contributed to a generalized sense of dread that lingered after the call.
Reframe the Narrative
Most leaders want to influence the work climate positively and in the current environment, they are frequently presented with this opportunity. So how do you disrupt a negative spiral? There are many approaches, but I have found that “reframing” can turn that negative energy around. In the context of leadership, reframing means helping others to think about an issue from different aspects – not changing the facts but changing how the facts are seen. When done well, reframing can help a team to reinterpret a situation that makes them feel stuck, anxious, or powerless. A leader can stop the spiral’s growth or even reverse its direction. When you notice a negative spiral, consider these three steps:
Name the issue and Interrupt the Spiral
Describe the issue and acknowledge the expressed thoughts and emotions. In the shared context of widespread job disruption, the following may be seen:
- Job insecurity
- Feeling overwhelmed
- Helplessness
- Sadness, and increasingly grief
In the Global Account Sales Team meeting example, the leader may have disrupted the spiral by naming the issue in a neutral tone. Saying something like “I want to acknowledge that many are feeling insecure about our situation right now – am I right?”
Challenge – But Do Not Argue
This part can be tricky, with the issue named reframing requires a challenge or an alternate perspective. A challenge is a call to rethink or reperceive the situation, not an argument. A challenge provokes a positive response. An argument will be perceived as a threat and may well intensify the negative spiral. Fear of doing exactly that keeps many leaders silent in these situations. The leader might say “That’s one way to interpret what our CEO and CHRO said, another would be to take it at face value – with the acknowledgment that things could change.” This intervention opens the door for those on the team who might also see the issue that way.
Shift from Negative to Positive or Neutral
With the issue named and challenge presented the next step is to shift the frame from negative to positive or neutral.
- Job insecurity: Job insecurity can provoke anticipatory anxiety. A real fear about something that might happen – all too common right now. You may hear team members speculate: “Pay cuts are just the beginning, next there will be layoffs.” You could acknowledge the concern and shift to focusing on what they can control. “No doubt, there are going to be a lot of changes, how can we position ourselves to contribute the greatest value?”
- Feeling Overwhelmed: For example, if members of the team say, “There is too much to do, not enough people or resources,” you might respond, “What is one small step that we might take?”
- Helplessness: When things are ambiguous, ill-defined, and scary – your team members can feel helpless. For many of them, this will be a novel and unwelcome feeling. For example, you may hear, “We can’t seem to get started on achieving this goal,” to which you might respond, “What have we done in the past to succeed when things were tough? How might we use that approach now?” Borrow strength from the past.
- Sadness: We all sense that the “new normal” will be different. For some, this can result in sadness. For example, if a person on the team said, “I don’t want to work on that now because it makes me feel sad,” you might respond, “What small part of that might you work on, for now, that might even leave you feeling a bit happier?”
- Grief: It is incredibly important to note that this reframing technique will not be appropriate for grief following a loss. Walking with our team members on the journey of grief has always been a little talked about part of the leadership experience. David Kessler’s book “Finding Meaning: The Sixth Stage of Grief” is a valuable resource for any leader and especially now.
As you can see, reframing requires empathy – a key component of emotional intelligence. It also requires a coaching leadership style. Empathetic coaching can create a positive work climate cultivating creative thinking – problem-solving and an action-oriented perspective. These characteristics are just the right “immune response” we need to thrive in this challenging time. Can you think of other examples of reframing?
Cori Hill, MA-SPHR. Principal at Learning thru Action LLC. Executive coach, author, and globally focused organizational leader with 20 years’ strategic talent development experience.
