typically at least two or three times from clients during each of my working days.
Often the person who’s doing the avoiding isn’t aware that they’re doing it; however, it’s usually clear to others that the avoidance is happening, and it’s seriously frowned upon.
Your team members, peers, boss and others often notice when you’re avoiding issues, such as confronting a peer about their apparent non-compliance with an agreed strategy.
In other situations, your team members, peers and boss will be unaware of your avoidance of a situation. They won’t know how much sleep you’re losing.
And they’ll seldom have a clue about the magnitude of the anxiety you’ve got going on about the issue. They’ll just notice that you’re looking tired, and they probably don’t attribute your tiredness to your avoidance.
This is like the “duck on the water” syndrome, where the duck looks relaxed and calm about the water, but, if you look under the water, you’ll notice that the poor little thing is paddling like crazy.
Here’s the thing: Confronting difficult situations and difficult people are key to an executive’s success!
Why Leaders Avoid Confronting Tricky Situations
Let’s look at why there’s so much reluctance to confront these tricky situations, put the difficulty on the table and get it sorted, once and for all.
When you understand the mechanics of what’s going on, it puts you in a much better position to confront it.
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