Mindset On The Storm

Mindset On The Storm

Or how to deal with fear in difficult situations

I recently flew on a plane through Europe, from Malaga to Warsaw. The weather went crazy that day, and the flight was delayed due to a storm. It started like in Hitchcock’s movie: “A good film should start with an earthquake and be followed by rising tension.” Only this time it was not an earthquake but the take-off of an aeroplane, which seemed about to be blown off its flight path. I firmly grasped the passenger seat before me to survive the takeoff.

Spain has not seen such rainfall for 160 years. In Malaga, the biggest problem was the wind – 50 accidents were reported (Wyborcza Newspaper). Half an hour after our take-off, the airport was closed, and flights were redirected to Sevilla. The remainder of our flight did not look good either due to the raging cyclone Zacharias.

Many people could not bear the stress during this journey, and some could not keep their food down.

It is good to have context experience

Many years ago, I was afraid of my first flight – I was working on getting rid of this phobia using the NLP method. Effective treatment of phobias is also possible through frequent exposure to the stressor (Myers). The more often you fly, the less you stress. Also, I’ve had some previous, though not as intense, experiences with turbulences.

Measuring stress with 2 Garmin Venu models revealed a “low stress” result for me (but stress anyway), and a “high stress” result for my travel companion, Ania. Ania has less experience with flights than me.

During this flight, I began to wonder why some of us handle extreme situations better than others. It is about the level of anxiety and coping with it. I began to take notice of my thoughts and pay attention to what Ania was saying.

We all create mental strategies

In the past, I used to listen to what the crew said to each other and how they reacted – I tried to catch signs of normality, but I ended up catching disturbing signs.

I found a similar strategy with Ania: “I listen to what the flight attendants say and how they behave.”, “Why did she switch on this signal? “Why did the lights go out?” In a nutshell, Ania’s mental strategy in that situation was to focus on and look for elements that were inconsistent with what the situation should look like.

What strategies have I built during that time to maintain relative mental balance:

• I started repeating, in my mind, that the only really dangerous moments during air travel are the encounters with Earth, i.e. the take-off and landing. The mantra started to work when we were already high in the clouds.

• Then I tried to look at the situation from a broad perspective: I imagined the Earth and all the planes in the air at that moment – they wouldn’t fall like that. I also guessed that the thoughts occupying the pilot’s mind were completely different from the thoughts of the terrified passengers on his plane. I don’t know how to fly an aeroplane, but I imagined that the pilot’s thoughts were something like: “There’s a strong wind, so I need to position the plane slightly from leeward.” The global view of the situation helped.

• Then I began to notice all the flight attendants bustling and cleaning up after the passengers in torsions. I began to feel sorry for them and admire them – how important, responsible, and difficult their job was. I and my travel companion met the eyes of one of them – he said: “Difficult flight!” By the way, appropriate eye contact with another person can bring us into a state of balance (Porges – Polyvagal Theory). Maintaining balance through eye contact can be trained – it is the basis of “Relational Presence – being mindful during public speaking” workshops. A skill that helps in public speaking turned out to be also helpful in that highly stressful situation.

• Finally, almost completely calm, I started filling out Remainder on my phone with the tasks that I have to do in the near future after landing in Poland.

Mental toughness is a set of mental strategies 

As a child, I was an extremely anxious boy, and at one point, I was even diagnosed with vegetative neurosis. 

The conclusion is that mental toughness is not a personality trait but a set of mental strategies for returning to mental balance in stressful situations – it is a matter of mindset and flexibility.

On this occasion, I am reminded of the results of the research on the ways of thinking of healthy octogenarians. It was conducted many years ago by Jaap Hollander, the creator of MindSonar, along with Robert Dilts. Do you know what thought patterns healthy old people had? A) Matching (looking at what is good and correct, in other words, looking at the bright side of the situation). B) Focusing on the future (they have plans for the future and know that they have to work hard for it). C) Focusing on people (people are everywhere in their thinking) (Hollander, Dilts).

Now, let’s take a look at the 4-point strategy I employed to deal with a stressful situation on a flight and find similarities with the mindset of healthy octogenarians. I see common features.

A trivial statement comes to my mind: The two risky moments in life are birth and death – like the take-off and landing of an aeroplane. And between them, there is an empty space that we can fill, either with fear or with striving for mental balance. It may be a cliche, but somehow it is liberating.

Argentina won the World Cup as a High Potential Team

AGILE ORGANIZATION
The Argentinian national football team became world champions. Due to the money involved, and above all, the number of people who train this sport professionally, it is the most competitive contest in the world. The level of difficulty is increased by the fact that a High Potential Team must be organized for a month, consisting of a fairly large number of people – 26 players plus staff. In addition, to be a coach of the national football team, it is good to be able to work in agile sprints – teams are created as projects, and planned to achieve goals: eliminations, championships, and friendly competitions.

PEOPLE, TOGETHER, KNOWLEDGE
Which team was your favourite during the last World Cup and why? Let me tell you that four teams qualified for the semi-finals.  Their managers (coaches) seemed to remain at the back of the teams they lead.  They didn’t consider that they have a great contribution to the victory and put knowledge above the competition, the team above the individual.

Let’s begin with some quotes from Didier Deschamps – the French coach – that explain masterful leadership:

“I don’t consider myself the most important member of the team”

“One of the main tasks of a manager is psychology”

“You always learn, especially from failure.”

PREFERENCES OF MANAGERS IN BUSINESS
I know, I know, we are all modest, and we declare that the team is valuable above all else.  Of course, we like to learn and we like the text promoted by my fellow coaches and business trainers that failure is nothing but feedback! All of this needs to be operationally transferred to the team.

Recently, Forbes Magazine published an article based on Ernst & Young’s Global CEO Outlook Survey, which found that:

86% of Polish CEOs believe that strategic decisions in the company should be made top-down (46% of CEOs from other countries have a similar opinion).

74% of Polish CEOs are more willing to reward individuals for their contribution to strategy implementation than teams for collective work and effort (50% of CEOs worldwide).

In the same article, there is an answer to the question of what, according to Polish and foreign bosses, determines success after the pandemic, and what characteristics are key. Vision and determination account for the most, 24% in Poland (25% – worldwide).  Humility is 10% (11%). Openness and transparency are 8% (16%).Humility, openness, and transparency are still not at the highest price ;).

Now to the next story about the Argentinian coach and the High Potential Team, which in my opinion is somewhat at odds with the CEOs’ choices in the study.

INTERNAL LOCUS OF CONTROL
The fact is that the national team of Argentina four years ago was eliminated by France in the 1/8 finals of the World Cup. Before this match, the team itself fired the coach Jorge Sampaoli, whose way of running the team was extremely self-centered – at MindSonar® we call this set of values: POWER. They just cut him from the team during the tournament. The coach did not suit the LEARNING values, of players seeking joy and a sense of playing, he did not give them added value, and he disturbed them. A leader’s strong internal locus of control kills the team’s engagement and eventually kills the leader himself.

We are told how significant a strong locus of control is. Sure, that’s an important thing when it comes to achievements. We measure this in MindSonar®. Unfortunately, it often turns into a negative internal locus of control for the manager: “Everything depends on me, I control everything! And I will tell them!” = micromanagement.

FROM HIERARCHY TO HOLARCHY, OR CAN YOU GIVE UP LEADERSHIP?
Lionel Scaloni was then appointed interim coach of the Argentinian national team. And you know what happened next? Their development towards the High Potential Team began. Quote from Goles en Directo:

“Scaloni is the most beautiful case in the history of Argentinian football. All because of the humility of Scaloni, who got rid of his ego and played what his players wanted. He wanted to play vertically, and they wanted to play closer to each other, to enjoy the game. Modesty. From a guy who rose to prominence as a one-off, interim coach who was treated like a meme. Today, he is the youngest coach to win the World Cup.”

In an interview with Spanish Sport, Lionel Scaloni, the current Argentinian coach, spoke of his conversation with L. Messi in 2021 – because he felt strong anxiety after the draw with Brazil, he shared it with L. Messi. “Messi told me, ‘It doesn’t matter… we’re moving on… I’m sure it will be fine, and if not, it’s okay to try.’  It took the pressure off me…” (quoting Football-Espagna.Net). A manager who learns from a player’s attitude. A manager who lets go of the pressure! A manager who has concluded that the locus of control is not entirely within himself, that it is better to give leadership to someone with knowledge (value system: LEARNING + balanced cognitive patterns of locus of control and internal reference).

I hear our Polish managers passionate about football or I read sports journalists shouting: “We need a coach who will rule the locker room! Who’s going to hold the locker room by the face!” or “Only Herve Renard (Saudi Arabia coach) – he’s the best coach – did you see how he motivated the players in the changing room? You heard him say: ‘Messi has the ball in the middle of the pitch and you guys are not doing anything – why don’t you take your phone and take a picture with him on Facebook?!’ I see a value system here: POWER + extremely high: internal locus of control and internal reference.

I hear our managers and sports journalists like it, but it’s counterproductive. I would venture to say that the High Potential Team, the team of Argentina, would have fired Renard if he motivated them like that as they fired Sampaoli four years ago!

And as far as I know, the Saudi Arabian team did not go very far in the recent World Cup, but journalists do not mention this.

It seems to me that today’s manager, who has a chance to create a High Performing Team, is closer to Yoda than to Han Solo or any other Avengers.

YOUNG PEOPLE – HOW TO MANAGE THEM?
From my managerial colleagues, I hear frequently uttered incantations: “This generation of young people (Y, Z) is hopeless, they do not engage in work! They don’t care about anything!”

Well, in response, I will again quote France’s coach Didier Deschamp: “Managing players is harder these days because of the arrival of new technology. They are all using it in their spare time so they become more isolated and selfish. They share less, they talk less. They have apps, their phones, and the Internet but they are less used to talking to people.” Didier Deschamps knows that the players are guided by different values than those that were close to him at their age, therefore it is a challenge for him, and … he adapts.

Think about your role in the team, about the team itself, while remaining its leader.

Maximize your performance with our mindset analysis – MindSonar®

The photo for this post from the dressing room of the Argentina national team was probably taken in 2016, unfortunately, I do not know the author.