Their effect is to make us overreact to the situation, which we are little aware of at the time it is triggered, and which we can observe by reflexive analysis, after the fact. Their triggering makes us switch to instinctive mode, where we react in defense, in a very automatic mode and rarely adapted to the situation.
For example, a team in conflict, discovers during a coaching that the conflict is fueled by individual intolerances: not being recognized as up to the task, receiving orders, making a report incomplete or imperfect, being powerless to calm two colleagues…
To develop our Complex Leadership, it is useful to know them, and to learn to manage them, first for oneself, then in the relationship.
Do you know your red buttons?
What strategies do you already have in place to manage them?
What else do you need?
What emerges from this reflection?