Leading Through Instinct

Have you ever wondered why people respond so differently to change in your workplace?

Some stay calm and engaged, others become anxious or distant. Two well-researched ideas - Attachment Theory and The Biology of Stress - help us better understand these human responses and how leaders can work with them rather than against them. This requires leading through instinct and is based on research.

The Roots of Attachment

Attachment Theory, developed by psychologist John Bowlby, explores how humans form emotional bonds that help us feel safe and supported. When people have secure attachment at work, they tend to be open, engaged, and confident in what they do. But when that sense of safety is missing, anxiety can appear - people may seek validation, reassurance, or constant feedback. Others might avoid engagement altogether, stepping back to protect themselves from judgment or disappointment. These patterns influence how people behave each day, especially during periods of change.

The Biology of Stress

The fight, flight, or freeze response, first identified by Walter Cannon, explains how our bodies react to perceived threat. In modern workplaces, that threat isn’t physical - it might be a new structure, a demanding project, or uncertainty about the future. Some individuals “fight”, challenging or pushing back against what’s changing. Others “flight”, becoming quiet, withdrawn, or detached. A few “freeze”, unsure what to do next. None of these reactions are wrong; they’re instinctive. What matters is how leaders notice and respond.

Why It Matters for Organisations

When leaders understand these human instincts, they can approach change with empathy rather than frustration. Recognising what drives behaviour allows for clearer communication, steadier decision-making, and stronger relationships. In a world where transformation is constant, emotional steadiness is not just a personal trait - it’s a leadership advantage.

Creating Safety in Change

Leadership today is about connection as much as direction. A calm tone, clarity of purpose, and genuine curiosity help people feel secure even in uncertainty. By creating environments of psychological safety, leaders transform instinctive reactions into resilience - turning moments of resistance into opportunities for trust, growth, and progress.

If you’d like to explore this further, I’ve developed a four-hour workshop that helps leaders apply these ideas within their teams.

Feel free to reach out to learn more - and as always, thank you for reading.