Unfinished Business Leadership


When a leader overreacts to a conflict, it may be a sign of unfinished business shaped by past experiences.  Strong emotional reactions such as outbursts, avoidance, judgmentalism, anger, or frustration can be the signs on the dashboard that are a sign of a problem underneath the hood.  David Freeman says that, “Unfinished business does not allow for a thoughtful, creative response to a here and now situation.” The conflict may trigger an emotional reaction that creates more conflict and threatens the culture of a company.  The goal is to continue attending to the self and its unfinished business. It’s what true leaders do.


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