Fear, Leadership, and the Donner Party: Understanding How Fear Controls Us
Fear has a peculiar way of pulling us in. It convinces us that we can't handle life's challenges without its constant presence. This feeling is automatic, often repetitive, and shows up most when we believe we’re in danger. Throughout human history, fear has played an essential role in survival. Think back to the time when humans faced predators like saber-toothed tigers. In those moments, fear was vital. It kept us alert, triggered our fight-or-flight response, and increased our chances of survival. But how relevant is fear in the modern world, especially in leadership and organizational contexts? Can it still be considered useful, or does it now cause more harm than good?
To answer this, we must look at fear through a different lens, one that takes into account not just survival, but growth, leadership, and personal development. A poignant example can be found in the story of the Donner Party—a group of pioneers who, in 1846, set out for California and ended up trapped in the Sierra Nevada mountains during a brutal winter. For the Donner Party, fear was ever-present, and in many cases, it dictated their actions. It was fear of the unknown, fear of failure, and fear of starvation that ultimately led to unimaginable decisions. While most of us aren’t facing life-or-death situations on the scale of the Donner Party, fear still plays a massive role in our day-to-day lives, especially in the workplace.
Fear as a Motivator: Healthy or Harmful?
In certain situations, fear at work can still serve as a healthy motivator. When we’re young and stepping into the professional world for the first time, a certain level of fear can help drive discipline and focus. For example, when you're starting out in business, there's often a fear of failure—of not proving yourself, of being judged for carrying over habits from your college days into a professional setting. This fear can push us to work harder, set goals, and develop the kind of discipline that turns us into effective professionals.
However, there is a fine line between using fear as a motivator and letting it dominate your choices and actions. In business, leadership, or even personal life, too often we confuse discipline—something chosen and cultivated—with fear-driven rigor. The distinction lies in whether you're acting out of conscious choice and possibility, or out of fear of negative consequences. When you act out of possibility, you're engaged, energized, and aligned with your authentic self. Your ego, while still present, is active in a healthy way, providing energy and focus without taking over to protect you from imagined dangers.
The Trap of Fear in Leadership
Many leaders fall into the trap of letting fear drive their decision-making. It manifests in several ways: fear of not being liked, fear of making a mistake and looking foolish, fear of being blamed, or even fear that things will spiral out of control if they don’t maintain constant vigilance. When fear is at the wheel, accidents happen. We say things we regret, we suppress our true selves, and we react from a place of survival rather than intention. We become human animals, not human beings—operating on instinct rather than intellect, emotions rather than engagement.
The unfortunate reality is that when fear dominates an organization, the culture suffers. People operate defensively, driven by the need to avoid failure, blame, or embarrassment. Creativity and collaboration take a back seat, replaced by a culture of hypervigilance and mistrust. The fear of incompetence, of being exposed, or of losing control keeps people from taking the risks necessary for innovation and growth. And this is where the parallel with the Donner Party comes full circle. Just as fear led the pioneers to make desperate choices, fear in the workplace leads to decisions that aren’t always rational or constructive.
Shifting from Fear to Courage and Engagement
The key to overcoming fear—whether in a historical tragedy or a modern boardroom—is awareness and choice. As leaders and members of organizations, we have the power to choose how we show up. This is where understanding the seven levels of individual, organizational, and team effectiveness becomes invaluable. When you can identify where you are operating from—whether it's a place of fear or a place of courage and engagement—you gain the power to make conscious choices.
In a fear-based organization, the default state is frustration and avoidance. Employee engagement stagnates. However, in an environment where courage and engagement are the norm, work becomes more enjoyable, more productive, and more authentic. People thrive in such cultures because they’re able to bring their true selves to the table without fear of being punished for a mistake or for stepping outside the status quo.
If you were to survey 1,000 people, the overwhelming majority would choose to work in an environment where courage and engagement are the baseline, rather than fear and frustration. Yet, many organizations still operate from a place of fear, whether that’s fear of failing to meet targets, fear of change, or fear of the unknown. And that fear trickles down from leadership to every corner of the company, shaping the culture in ways that limit growth and innovation.
Taking Responsibility for Culture
The shift from fear at work to courage isn’t just a top-down process. Each of us is responsible for the culture we create within our organizations. We need to look at ourselves, identify our triggers, and understand how fear shows up for us in the workplace. Do we react defensively when challenged? Do we avoid tough conversations out of fear of conflict? Do we micromanage because we’re afraid of losing control?
It’s easy to blame others for a toxic culture, but the truth is that each of us has a role to play. As leaders, it’s especially important to model courage, transparency, and engagement. This means not only addressing your own fears but creating an environment where others feel safe to do the same. A culture built on courage, engagement, and authenticity is one where people take ownership of their roles, collaborate effectively, and ultimately, drive better results.
P.S. If you want to learn how to transform an organization with fear in the workplace, check out our Culture Catalyst Program, a comprehensive overview on how to shift your culture and elevate your people.