By Annabel Graham, Successful Training
We only have to look at any form of media to see we are operating in a volatile world. Global tensions, particularly around the Middle East, have heightened uncertainty everywhere.
Countries are protecting their interests; businesses their share price and margins; communities their way of life, beliefs and rights; and individuals their families and livelihoods. Everywhere we look, people are in protect mode.
This dynamic is not limited to global conflict. We see it every day in the workplace, although we rarely recognise it for what it is. Instead, we label colleagues as awkward, difficult or combative, rather than recognising that such behaviours often stem from feeling threatened in different ways.
When people feel under pressure they become more insular. They stick to what they know, resist change and defend their position; particularly if they believe their perspective, or that of those they trust, is not being acknowledged.
The annual Trust Barometer from Edelman highlights this growing retreat into insularity over the past three years. In reality, trust erosion has been building for two decades, accelerated by the rise of social media. As viewpoints polarise and grievances against systems increase, people retreat to positions that feel safe and familiar.
So how does this show up at work?
What we might see
Reluctance to trust people who are different from us. Phrases like “that’s not how we do it around here” become common.
Difficulty seeing other perspectives, with individuals prioritising self-interest over shared outcomes.
Fight, flight or freeze responses when our nervous system is triggered. This can appear as defensiveness, criticism, blame, avoiding responsibility, or disengaging altogether.
Importantly, this is not something that only affects others; we all do it. The difference is that we judge ourselves by our intentions, but others by their behaviour. This distorts how we interpret situations and allows us to justify our own responses.
Why this happens
When we or those around us show these behaviours, the useful question is not what is happening, but why. Much of this response is unconscious, so we need to pause, observe and consider what may be driving it.
Our limbic brain seeks certainty and safety. When we feel threatened we may attack or defend (fight), deflect or avoid (flight), or withdraw (freeze).
When insecurity continues, people may become overwhelmed: shutting down, behaving out of character and retreating to what feels familiar.
Over time this can lead to insularity: becoming quieter, distrustful and reluctant to engage in case we are hurt.
What leaders can do
Leaders must recognise that today’s media environment often means people arrive at work already feeling tense. Add changing team dynamics, organisational pressures and constant change, and these responses become more likely.
Our role is to recognise them and ensure our behaviour builds trust rather than breaks it.
Be open. Include others, listen carefully and stay curious. Seek solutions rather than focusing on being right.
Be transparent. Provide clarity on direction, explain decisions and remain consistent. Understanding the “why” helps people feel safe.
Create genuine psychological safety. People must be able to speak openly, challenge ideas, admit mistakes and raise concerns without blame. Behaviour matters more than words.
Be fair. Avoid undermining others, overburdening individuals or excluding people from decisions that affect them.
Recognise protective behaviour. If someone is acting out of character or showing fight, flight or freeze responses, approach the situation with curiosity rather than frustration.
Finally, remember that everyone has limits, ourselves included. Tackling difficult issues when we are calm is far more effective in turbulent environments. And while we cannot control others, leadership always begins with us!
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