In the first phase, take a close look at your history. Examine the choices you've made and the reasons behind those choices.For instance, not putting effort into pursuing your own interests but instead, activities in which you can excel could point to the fear of not being good enough.

Admit your fear

Deliver on your commitments.For instance, take on projects that will challenge you from a place of uncertainty. Or find out what you really like, rather than choosing things other people admire.

Act on that choice

Unrecognized or unacknowledged core fears are almost always a root cause of professional distress and unattained potential.The fears are not necessarily bad. A willingness to take a hard look at your fears can help you turn them into fuel for performance.

Fear is natural

Decide what you will do next and make commitments.<ul><li>If I objectively evaluate my actions and behavior right now, what would the evidence say that I’m committed to?</li><li>How does this differ from what I say I want?</li><li>Practically speaking, if my desires and actions are not fully aligned, what does that indicate?</li></ul>

A different course of action

Critically assess your current fear to understand it better.What would it mean if you fail at something? What if you took on a project that didn't play into your strengths? Other people make mistakes and move on. Are your fears unfounded?

Interrogate the fear

<ul><li>Fear of being wrong. People with this fear are extremely focused on rules, ethics, standards, and “right vs wrong.”</li><li>Fear of not being good enough. Those with this fear tend to be insecure, intensely focused on their image, and desperate to prove their worth. </li><li>Fear of missing out. This drives leaders to constantly seek new opportunities and experiences and to pursue multiple interests at once.</li><li>Fear of being victimized or taken advantage of. Those suffering from this fear feel the need to win every battle and can be defensive and controlling.</li></ul>

Most common fears

Fear is a natural and universal human phenomenon, affecting top executives as much as anyone else. The majority of management literature is focused on helping leaders conquer their fears. The problem is that stifling fear doesn't make it go away. In fact, failing to address it can lead to highly unproductive and dysfunctional behaviors.

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