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Fears, Doubts and Ambiguity – a risky management style

The owner of the consultancy engaging with freelancers needs to exercise the management skills that make the associate feel that they are in control of their own lives, but with a sense of security and stability. Building a sense of trust and security really matters; the alternative to this is setting a tone of fear, doubts and ambiguity.

We saw the result from Brexit, where fear and ambiguity lead people to make decisions that they may later have regretted. The whole fear and uncertainty rumour mill that came with Brexit has led to stagnation in some markets and sadly, examples of unacceptable behaviour and intimidation. I wonder what would have happened in the UK if both sides had actually remained objective and armed people with unemotional facts and figures? But we were bombarded with doubts, fear and conflicting information and so we have to live with the result we have and now carry the burden of the ongoing uncertainty.

Freelance consultants need to feel that they do have a sense of security, so that they too can give some stability to their families. Treated like this and they are able to behave with loyalty and commitment. Faced with fear and ambiguity, the loyalty will dwindle along with the reputation of the engaging consultant.

Because of the different driving forces of different people, using a management style which leaves them with uncertainty can leave them unable to perform; some faced with threats will walk and go to safer ground. Cultivating fear and doubt as a manager is not a tool that I would recommend; it is more likely to lead to ugly rumours about your business being circulated than it is to causing problems for others.



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