The Anxious Workforce:​ Fear of People’s Opinions (FOPO)

Transcript

1. The Anxious Workforce: Fear of People’s Opinions (FOPO) The hidden epidemic and may be the single greatest constrictor of individual and collective potential
3. WHAT? SO WHAT? NOW WHAT?
4. WHAT?
5. • FOPO is an anticipatory mechanism that involves psychological, physiological, and physical activation to avoid rejection. It is also characterized by a hypervigilant social readiness and a relentless scanning of the environment in search of approval • FOPO is an exhaustive attempt to interpret what others are thinking in an effort to preempt a negative evaluation by them • It is not the actual negative opinion that is so problematic - it's the fear of it. Gervais, M. (2023). Fear of People’s Opinions (FOPO)
6. Psychological Safety is the belief that the work environment is safe for interpersonal risk taking. It is present when colleagues trust and respect each other and feel able - even obligated — to be candid. (Edmondson, 2018)
7. SO WHAT?
8. Fear of People’s Opinions (FOPO) Concern about what others think is an irrational, unproductive, and unhealthy obsession - and a big contributor to the general anxiety people feel at work. Gervais, M. (2023). Fear of People’s Opinions (FOPO)
9. People will often hold back even when they believe what they have to communicate is important. For some it’s a sense of futility, in others it’s a fear of being viewed in a negative light or damaging relationships at work. (Edmondson, 2018)
10. How “Identity” Affects FOPO Identity [reducing one’s Identity] is one of the most fertile breeding grounds for FOPO Identity is a subjective sense of self-built on our experiences, beliefs, values, memories, and culture. Often derived in relationship to or comparison with others, identity provides a framework for better understanding our place in a complicated social world. Gervais, M. (2023). Fear of People’s Opinions (FOPO)
11. Neuroscience (Rock, 2008)
12. Gervais, M. (2023). Fear of People’s Opinions (FOPO) Performance-based Identity Purpose-based A performance-based identity means we define ourselves by how well we do something relative to others. Purpose is an internally derived, generalized intention that has intrinsic value for you but is also bigger than you. It has a forward-looking orientation No matter how well we perform by objective measures, our identity must be buttressed [strengthenedor supported] by continual external validation and hinges on the praise and opinions of others to fuel it. Purpose becomes the filter through which we arrive at decisions, establish priorities, and make choices. Two Types of Identity: Performance-based vs. Purpose-based
13. Benefits of a Purpose-Based Teams Research shows that the resulting individual and organizational rewards can be significant • A Purpose-based team identify can relieve stress and anxiety among team members, which will have a positive impact on achieving near-and long term-goals. • Companies that clearly communicated their purpose to employees saw a positive impact on both operating and financial performance and forward- looking measures of success. • Respondents who had a sense of purpose at work had higher productivity- yielding an average of $9,000 a year more in labor output-than counterparts who didn't find any meaning in their work. Gervais, M. (2023). Fear of People’s Opinions (FOPO)
14. NOW WHAT?
15. Setting the Stage Inviting Participation Responding Productively Leadership Tasks Frame the Work • Set expectations about failure, uncertainty and interdependence to clarify need for voice Emphasize Purpose • Identify what’s at stake Demonstrate Situational Humility • Acknowledge gaps Practice Inquiry • Ask good questions • Model intense listening Set up Structure and Processes • Create forums for input • Provide guidelines for discussion Express Appreciation • Listen • Acknowledge and thank Destigmatize Failure • Look forward • Offer help • Discuss, consider, and brainstorm next steps Sanction Clear Violations Accomplishes Shared expectations and meaning Confidence that voice is welcome Orientation toward continuous learning What can a leader do? (Edmondson, 2018)
16. Gervais, M. (2023). Fear of People’s Opinions (FOPO) Shifting to Fostering Purpose-Based Teams #1. Shouldn’t nor can't-completely abandon performance goals, but we must recognize the pressure that a performance-based identity puts on your people and how it negatively affects outcomes. #2. By contrast, a purpose-based team identity can relieve stress and anxiety among team members, which will have a positive impact on achieving near- and long-term goals #3. From a team/management perspective, perhaps begin with a frank conversation making it clear that who we are and how we do our jobs have a significant impact on the culture. #4. Work with team/management to collectively define the team's purpose.
17. Conditions for Self-Managing Teams • clear, engaging direction Having a clear statement of direction tends to be empowering, for three related reasons: First, it orients organization members toward common objectives, thereby facilitating coordinated action in pursuing them. Second, clear direction energizes people, even when the goals that are articulated may not rank highest on members' personal lists of aspirations. Finally, a clear statement of direction provides a criterion for unit members to use in testing and comparing alternative possibilities for their behavior at work • an enabling performing unit structure • a supportive organizational context • available, expert coaching • adequate material resources (Hackman, 1986)
18. Gervais, M. (2023). Fear of People’s Opinions (FOPO) Once you've established your team's purpose, each time your employees experience FOPO, they will have a method for combating it. They can stop the repetitive, ruminative FOPO loop (What will they think of me?) and replace it with a measured response focused on the team's purpose.
19. Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. John Wiley & Sons. Gervais, M. (2023). Free your people from the need for social approval. Harvard Business Review. Hackman, J. R. (1986). The psychology of self-management in organizations. American Psychological Association. Rock, D. (2008). SCARF: A brain-based model for collaborating with and influencing others. NeuroLeadership journal, 1(1), 44-52. References