Worry Beats Denial

“Worry is not preparation.”

I came across this quote a few months ago and it rang so true for me that immediately posted it here.

(I think the source is author C.S. Lewis – if anyone can confirm, let me know.)

Now I have met an executive who illustrates what I think should be the corollary to that quote: “But worry is better than denial.”

Bryant runs internal training and development programs for a major communications company. He also has input in content development. His operation enjoyed a great degree of autonomy, and he reported directly to the CEO.

Until about three months ago.

In short order, the old CEO was gone and a new one came in. The company made a reassessment of its financials and suddenly, layoffs and buyout offers were flying through the organization.

Bryant now reports to the recently-promoted senior vice president of another department within the company, a person who used to be a peer in title and status.

Oh – and Bryant’s office was moved out of the main headquarters to a spacious office in an auxiliary building around the corner.

These changes occurred just as Bryant was launching a major training initiative, one that he and the previous CEO had spent more than a year to design and fine tune for the specific needs of their organization. In senior staff meetings, the new CEO publicly expressed continued support for the effort, but privately had little time to discuss execution and follow through.

Bryant’s new supervisor seemed uncertain about the purpose of the project, and erratic in his offers of attention and support. Bryant’s efforts to provide clarity were met by resistance and sometimes, outright hostility.

Bryant is convinced that once his project is complete, and once his organization recognizes its value, a wave of appreciation will sweep over the new CEO, his supervisor and the rest of the senior management team.

Bryant is not worried. He should be.

The ground has totally shifted beneath Bryant’s feet, yet he is convinced that the path to safety lies in following the same road map he created before the upheaval. He doesn’t realize that as good as his project may be, he is the only one left who is invested in its success. Or that the definition of success may have changed.

If Bryant were worried, he might be thinking more about identifying what the new CEO sees as the biggest problems now facing the company, and how to offer support.

If Bryant were worried, he might be thinking hard about the possible scenarios for his future with the organization, and start developing new options within the company and beyond.

Worry is not preparation. But it can be the place where preparation begins.