How Leaders Can Avoid ‘Reactive Leadership’ and Foster Psychological Safety, According to Shannon…

In a recent LinkedIn post, Shannon Smith, J.D., M.S. offers a critical perspective on leadership, suggesting that leaders themselves can be the most detrimental force in a meeting if they operate from a place of stress and reactivity. Shannon Smith, J.D., M.S. contends that this ‘reactive leadership’ can stifle team performance and innovation.

The post begins by directly addressing the reader, posing a provocative question: “The most dangerous person in the meeting… might be you.” Shannon Smith, J.D., M.S. elaborates on how a leader entering a meeting in a state of stress can unconsciously impact the entire team. “When a leader shows up dysregulated, the room starts adapting around them,” Shannon Smith, J.D., M.S. writes, detailing how this can lead to reduced participation, risk aversion, and a focus on self-preservation rather than problem-solving.

The Contagion of Stress and Its Impact on Team Dynamics

Shannon Smith, J.D., M.S. emphasizes that stress is not just a personal experience but a contagious phenomenon within a team environment. When a leader is visibly stressed, their team’s behavior often shifts to accommodate this energy. This can manifest in several ways, as highlighted by Shannon Smith, J.D., M.S.:

• People speak less.
• Team members take fewer risks.
• Mistakes are hidden rather than addressed.
• Focus shifts from problem-solving to self-protection.

This dynamic, according to Shannon Smith, J.D., M.S., creates an environment where psychological safety is eroded, making it difficult for genuine collaboration and creativity to flourish. The leader’s internal state, therefore, directly influences the external team environment.

Strategies for Leaders to Interrupt the Cycle of Reactivity

To combat the negative effects of reactive leadership, Shannon Smith, J.D., M.S. proposes three actionable strategies designed to help leaders regulate their state before and during meetings. These techniques aim to shift leaders from a stress-response mode to a more cognitive and effective leadership approach.

1. Regulate Before Entering the Meeting

Shannon Smith, J.D., M.S. advises leaders to consciously manage their transitions between tasks and meetings. The key is to avoid carrying the stress of one situation into the next. Shannon Smith, J.D., M.S. suggests a brief, intentional pause:

“DON’T: Carry one stressful meeting into the next
↳ DO: Take 60 seconds to slow your breathing and reset”

This simple act, supported by the science of physiological arousal reduction, allows the prefrontal cortex to engage more effectively, enabling clearer thinking and decision-making.

2. Lower the Perceived Threat Level

According to Shannon Smith, J.D., M.S., the way a meeting begins can significantly impact the team’s receptiveness and willingness to engage. Starting with a focus on problems can inadvertently increase perceived threat, narrowing attention. Instead, Shannon Smith, J.D., M.S. recommends:

“DO: Start with the outcome you need and the problem you want solved”

This approach, Shannon Smith, J.D., M.S. explains, fosters psychological safety, which is crucial for enabling thinking, learning, and effective problem-solving.

3. Practice Curiosity Over Reaction

A common pitfall for leaders is jumping to conclusions or assuming they understand the root cause of an issue. Shannon Smith, J.D., M.S. advocates for interrupting automatic judgments by employing curiosity. The suggested practice is to ask:

“DO: Ask, “What am I missing?” before giving your opinion”

This simple question, as Shannon Smith, J.D., M.S. notes, encourages cognitive flexibility and opens the door to a more thorough understanding of the situation before offering solutions or judgments.

The Leader’s Nervous System Sets the Tone

Ultimately, Shannon Smith, J.D., M.S. concludes that a leader’s internal state, particularly their nervous system’s regulation, has a profound impact that precedes any strategic planning. A calm leader, Shannon Smith, J.D., M.S. clarifies, is not a passive one; rather, they ensure their team benefits from their considered judgment rather than their stress response. The post serves as a reminder for leaders to assess their own state before entering interactions, recognizing that their team will undoubtedly be attuned to it.