The natural response to negative situations is to back away. Human nature is wired to be self-protective and so when confronting the negative the common response is to flee, fight, or freeze. But effective leaders learn to lean into the negative or difficult circumstances in order to either turn them around, power through, or to learn or build something for the future. There are a variety of situations where leaders should learn to lean in.

Lean into conflict. Conflict can be positive when it is directed at fully exploring issues or decisions. Conflict is negative when it becomes personal attacks or driven by anger. Effective leaders step into conflict to resolve, diffuse, or guide the conflict towards a positive outcome.

Lean into mistakes. Admitting your own mistakes demonstrates vulnerability and builds relationship and trust by showing that you are human and humble. Look for opportunities to learn and teach from your mistakes.

Lean into reality. Some people perceive the world the way they would prefer it to be. In business this can mean perceiving customers to need what you supply, or perceiving markets to be growing when they have reached maturity, etc. On a personal level, people can overlook weaknesses or overestimate capabilities. Leaders are able to perceive and accept the realities that they face whether it is professionally, relationally, or personally. When we accept reality we can identify a path of overcoming or compensating for the situation.

Lean into adversity. Often people can become quickly discouraged when the path is not easy. Adversity clarifies thoughts and develops resolve. Leaders are persistent in their efforts to achieve reasonable goals.

Lean into truth. When truth is scary, some people are more comfortable bending or creating their own version of truth. Leaders stand on their values at the risk of disappointing others.

Lean into negative emotions. People are uncomfortable with negative emotions such as anger, sadness, jealousy, etc. and often move away from these. A leader faces into these emotions and helps those that are expressing them, be it themselves or others, to understand them and to appropriately process them.

Lean into failure. When facing a failure either on the part of the organization or an individual, the tendency might be to bury it. Leaders use failures as learning experiences by asking “What might have been done differently? What did we learn? How did we grow?”

Lean into relationships. Relationship building is not a negative thing, but can get crowded out by other activities. Leadership is influence and influence is achieved through relationship. Leaders work at building relationships were they demonstrate the value of the other and build trust and shared vision and goals.

The ability to lean in when it is not the natural thing to do or when it requires intentionality is a function of a leader’s character. They must have or develop within themselves the long-term view and the perspective to look for and appropriately react to opportunities to build and grow themselves and their people.

Do you have what it takes to lean in? How are you growing this in your character?