A Blog about Sensory Processing Sensitivity from the Worldview of a High Sensing Male
 
You no doubt have heard of the term fight or flight. It is often used to describe the physiological effects of an organism’s response to stress or danger. We often think of this when witnessing an attack from an aggressor or predator animal to an animal designated as prey. I’m thinking of the lion and zebra on some sweltering African savannah.

It is often applied to human reactions to stress as well. More scientifically called the acute stress response, it can be invoked by even the perception of danger, whether real or imagined.  From a physiological standpoint, it involves the discharging of energy from the sympathetic nervous system to prepare for various responses to danger. Much of this reaction is unconsciously bypassing our critical thinking processes.

The reaction to the perceived threat may consider several survival strategies. The actions may take the form of freezing, fleeing, fighting, or internalizing a state of fright, producing a condition known as tonic immobility, fawning, or even fainting. The reactions are often instinctive, genetic, and can also be learned behaviors.

As HSPs, are we more prone to falling into these states more quickly than others? Does our extra cautious nature put us in conflict with life more often and create the crucible for creating one or more of these states? Is there anything we can do to be more assertive or proactive when dealing with perceived threats or dangers? I think the answer is yes, and I’ve even included a fifth reaction that would override the unconscious responses and put us squarely in control of dealing with many of the imagined dangers. For now, I will call it the Flow Mode, in deference to the flow state.  

Defining the reactions to acute stress response
Besides fight or flight reaction, there are several other responses to acute stress that are worth noting. These are both physiological and behavioral reactions. I’ll break them out below.

• Freeze Mode -typically, this response is non-reactive, passive (deer in the headlights), can make the response hypervigilant, and being on guard. It generally is the first response in a sequence that would also involve Flight mode and later Fight mode if necessary.  The idea here is to immobilize, regroup and take more decisive action as the circumstances unfold. It is equivalent to being still for hiding purposes and may be a precursor to submission.
• Flight Mode- is the response to run and withdraw from confrontation, much like the zebra runs from the lion. The body mobilizes the necessary systems to flee and escape the danger, run like hell, and hope for the best. It is an essential survival strategy, especially when confronted with an overpowering or formidable threat. Speed of locomotion matters here, and that could even mean evasive maneuvers.
• Fight Mode- is an aggressive self-defense mechanism and sometimes an emotional retaliation, much like a wounded animal fighting for life and preservation. It is a damn the torpedoes approach that is the action to realize that either the individual fights or dies. The energy expenditure is likely the last constructive action left, perhaps combined with flight if the counterattack surprises the source of impending danger.
• Fright Mode- now, logically, this sounds like this would be the first option, but it is a defensive strategy often employed as a last resort. The idea here is that the individual enters a dissociative state brought about by fright and begins to internalize its impending and imminent demise. It may play dead, create disinterest from the threat, or, in the case of other dangers not as life-threatening for humans, may turn to people pleasing (also, known as fawning) to soothe and lessen the threatening source. It may be a prelude to fainting as the amygdala goes wild with fear, and the individual falls into overload.
• Flow Mode – does not necessarily follow this model, but I thought it should be considered. Flowing the stressor would require a certain degree of brain training, learning, and teaching the mind to allow threats to flow through the individual. It would require a quick determination of the likelihood of immediate life and death circumstances and would, in essence, bypass the sympathetic nervous system for situations that are not life and death. It would call into play the parasympathetic nervous system or the “rest and digest” system to deal with the panic or anxiety and allow the aggressive energy to flow through. Simultaneously, the individual would firmly stand their ground, be centered, and let the reactive emotions discharge. Without training, this will not happen automatically as the other reactions do but can be called into play with conscious triggers.

HSPs and Fight or Flight
Seldom in modern society do we have to confront life and death situations daily. However, our reactions to stressful everyday life events are often converted to acute stress and reacted to by the body as if we still live in forests or plains complete with modern equivalents of predators. For some, and especially for HSPs who have more highly tuned startle reflexes , who are subject to emotional reactivity, we as HSPs may have more reactions attuned to anxiety and aggression.

Because HSPs are more keenly aware of environmental cues, we often can misinterpret our bodily signals to represent significant threats and cut to an emergency reaction akin to panic.  These threats are not usually life-threatening, but the reaction is still strong. The simple hearing of a threatening, angry voice within earshot can elicit a response to danger.  Couple this with conditioning and life experiences, can set off without much conscious effort, a call to fight or flight.
How each individual reacts can be influenced heavily by genetics, experiences, and individual personality. I suspect many HSPs when reacting to threatening situations, might employ the fight mode last, as it is the least confrontational and least taxing to our systems. This response may seem to make us look weak in the eyes of aggressors, but in reality, we are survivors. How we respond is a function of our inherent nature and our drive to survive. It seems nature built this into our brain wiring.

To illustrate the point, an animal study was done on guppies swimming in a tank with an aggressive bass. The guppies were divided into three groups based on personality characteristics of bold, ordinary, and timid. After the study, 40 percent of the timid guppies who swam in the tank with the bass survived. Only 15 percent of the ordinary guppies survived, and yes, none of the bold guppies made it.  Being a timid, cautious guppy has its benefits.

We are not guppies but being cautious does not necessarily mean being passive. Surviving doesn’t necessarily mean we flee from confrontation, though; fighting should only be used in the direst circumstances. Whatever our reaction to fear may be, we have the capacity to overcome what we perceive to be threats but it will take action before we experience the threatening situation.

HSPs should note that we can train our reactions to perceived threats with various brain training methods. Whether you use mindfulness training, meditation, EFT (tapping), self-hypnosis, neurofeedback training, or any other brain training technique, you can teach your mind to react to stress in a more ordered and calming way. Remember, this is not to reengineer your HSP sensibilities but rather to allow you to flow the stressors through your system to allow a mindful and moderate response. It is not emotional suppression but rather emotional regulation.  Use that extraordinary HSP brain to survive. And you will swim with the guppies.
 
 
 ​Please share your thoughts in the comment section. 

A Blog about Sensory Processing Sensitivity from the Worldview of a High Sensing Male
 
Have you ever had a recurring, intrusive thought or thoughts invade your thought space? You know, the mostly involuntary thoughts, perhaps, unpleasant, and even a bit scary. Thoughts of death, yours or someone else’s, thoughts of committing some unspeakable act, or maybe even performing some sexual act that goes against your grain?  

A few years back, I wrote a blog about something similar that the French call “l’appell du vide,” or the call of the void. I bent the definition a bit to make a point about taking a leap of faith. However, the strictest definition of l’appel du vide is an intrusive thought to end it all – swerve on the centerline, leap over the edge, pull the trigger, or jump into the void.

These intrusive types of thoughts have other names- negative automatic thoughts, obsessive thoughts, worry, rumination, or yes, intrusive thoughts. I have wondered lately if these thoughts plague other highly sensitive people. Highly sensitive people do seem to tend to worry (future thinking) or ruminate (past thinking) about a lot in their lives.

Does that make us more susceptible to intrusive thoughts? Could these intrusive thoughts be the origin point of our rumination or perpetual worry? Do highly sensitive people see these intrusive thoughts as unfavorable, or merely some quirkiness of our personalities, odd but still adaptive. Some types of rumination are considered a kind of cognitive emotion regulation.

Apart from being some pathology such as Obsessive-Compulsive Disorder (OCD), it appears that we all experience these little fireflies of intrusiveness, flickering off and on in our brains from time to time.  Intermittent intrusive thoughts are normal and quite common if they remain transient and don’t become obsessive rumination.

What are intrusive thoughts?
Intrusive thoughts are generally involuntary thoughts or flashes with unpleasant overtones, and if repetitive, can be distressing or feel difficult to manage.  For most of us, they are a momentary annoyance and are never acted upon. They can jolt you because the nature of these thoughts is often an imagined act of carelessness, violence, or sexual promiscuity. Imagine the devil on your shoulder, easily swatted off but sometimes persistent and tiresome. Just having these thoughts doesn’t mean that you are weird or have uncontrollable issues. Remember, it is a matter of degree. Everyone gets them, even thoughtful, well-meaning HSPs.

Is there a point when these thoughts should cause you to worry? The moment you become obsessive about the thought, however disturbing, you are likely calling the thought back in a repetitive way, just by becoming preoccupied with it. Consider this,  we sometimes create random, meaningless residue as Dr. Martin Seif and Dr. Sally Winston refer to the detritus that our brain sometimes create as “junk thoughts”  Most of these are just that – junk. The more energy you put into it, the likelier you are creating a neural pathway for that thought. You are making it obsessive, and it will repeat the more you think about it.  You can see where this may be going. 

Sometimes these thoughts are simply a way the brain communicates a sign that there might be something else wrong in your life . The thoughts often bubble up from the unconscious and, like dreams, may be full of symbolism, not to be interpreted literally. Yet, there may be a message there. Then again, it may just be junk. Regardless, don’t obsess about it.

HSPs and Intrusive Thoughts
Are HSPs more likely than non-HSPs to have intrusive thoughts? That is an intriguing question with no definitive answer. The fact that HSPs tend to be deep processors of thoughts and that we are sometimes emotionally reactive, it would seem the ingredients are there for this type of thinking. HSPs can be more anxious, with the antecedent being unconscious anxiety bubbling up into consciousness. HSPs that are more inclined to depression may also have problems with rumination or running thoughts repeatedly as a form of self-punishment or negative self-talk.  

Does that mean all HSPs will have this problem? No, but for HSPs with a history of trauma, OCD or depression may have more trouble with these recursive thoughts simply because we are wired for deep processing. We tend to have a more substantial internal monologue, including inner discourse about ourselves, our lives, and our relationships with the world. This self-talk is not a bad thing in itself, but without testing externally these ideas spawned by our self-talk, we may get looped in erroneous thinking. Bad dialogue can get driven down into the unconscious with repetition and can be served up again as intrusive thoughts.

Do we need to control intrusive thoughts?
Not really. As was stated previously, the less we dwell on these thoughts, the better. They come and go and releasing them as they come into awareness is probably your best strategy.  Recognize that it is nearly impossible to control all your thoughts . It is not just about mindfulness either; if you try to suppress these thoughts or any thought mindfully, you will likely only bring it back. Think about being told not to think about something – what do you wind up thinking about? Yup.

Only become concerned if they turn into an obsession. Likely this is related to some other matter, perhaps the beginning of a problem or the continuance of an ongoing issue, generalized anxiety, depression, or obsessive-compulsive issues that need professional attention.
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Like most HSPs, we tend to keep our internal house (our mind) safe, clean, and habitable. We live there a lot and having something weird pop into our minds unexpectedly can be exasperating. Recognize and see intrusive thought for what it is – a fleeting thought, a mere firefly of the mind. Like a firefly in hand, observe for a moment, release your grip, and let the thought go, flying away into the darkness.
 
Please share your thoughts in the comment section. 

A Blog about Sensory Processing Sensitivity from the Worldview of a High Sensing Male
 
One of the common misperceptions about Highly Sensitive People is that they make poor if not reluctant leaders. It's not that they don't have the chops to be good leaders; it's more like they would rather avoid the hassles of leadership altogether and get on with their work in a solitary and workmanlike manner.

There are challenges for HSPs in leadership positions, especially in high-profile and large organizations.  The weight from enormous pressure, the constant bombardment of expectations, and the steady flux of amplified and dynamic objectives would overwhelm almost anyone and could easily drown an HSP. The drain of our energy, the hassles of always dealing with people, and the weight of managing would seem to erode our strength. It’s no wonder many HSPs shy away from leadership roles.

Besides, the traditional industrial leadership models of the 19th and 20th centuries, with its' adherence to top-down authority, would have little appeal to highly sensitive people who would prefer more egalitarian and cooperative methods of leading others. The latter half of the twentieth century began to see the implementation and development of more humanistic leadership styles, styles that would be more authentic, empathetic, and appealing to HSPs.

Today, more companies follow these new leadership models that would make it easier for HSPs to become effective and compassionate leaders. Let's look at some of the options available and compare them to the older traditional models.

What are the options?
First, traditional styles or top-down models of leadership emphasize a more autocratic and perhaps more bureaucratic model for leadership. These types of leadership styles place enormous focus on the top of the leadership chain. The boss is the boss. Autocratic styles focus on the person at the top who generally has command and control of the whole enterprise.  The focus here is on results and efficiency – very machine-like.

On the other extreme -Laissez-faire or hands-off management styles, while seemingly giving more control to the workers, delegates the results to others while providing little or no supervision. This style depends on accountability, creativity, and autonomy. Many HSPs might find the delegation part appealing, but this may create distance between the leader and the employees, not fostering rapport with the leader. Like managing from a castle turret, surveying the serfs plow the fields in the distance below the disconnect would be obvious to HSPs.
  
The Pacesetter leadership model is a performance and goal-oriented leadership style, which can be pushy and lead to stressed-out staff. The emphasis on fast-paced results and hard-driving staff objectives.  Do you see a pattern here? More focus on the goal and less on staff wellbeing and empathy. Again a less compassionate style of management.

Still, another performance-oriented leadership model is the transactional leadership model. If you like to micromanage, you are into the corporate structure, focused on metrics, and like staying focused on short-term objectives; this might be your style. However, I suspect many HSPs wouldn't like this either.

The above management styles are more traditional, emphasizing top-down management, not very receptive or open, not very emotionally aware, and certainly not focused on staff wellbeing. These styles don't appeal to creative thinking or real independence, out-of-the-box thinking, or as one CIO I had worked for once said, 'following forward' thinking. These traditional styles are more tactical, short term, lack supportiveness, and empathy. They are more “me boss, you employee”, which means what the boss says is the law, and you had best be compliant and obedient. Perhaps, a gross oversimplification, but still lacking heart.

Newer More Open Styles of Leadership (Humanistic)
The newer leadership styles focus on a more democratic, participative, and more cooperative leadership style that I think would appeal to more HSPs. These styles range from Transformational Leadership models, Servant Styles of leadership, and Authentic Leadership models.

Transformational Leadership Style
This style of leadership is all about inspiring your teams to achieve and reach their untapped potential. As the name implies, it is about transforming and exceeding team expectations and perceptions of their capabilities. This leadership style often requires a charismatic leader who invokes inspiring goals, energizes the team by example, and provides challenging objectives. These leaders often maintain high ideals of ethics and morality, cooperation and harmony, authenticity, and freedom of choice. All the outcomes of this style would promote an environment that would play well with HSPs, although I wonder if this is a leadership style that many HSPs might adopt. The energy levels needed to keep the team inspired might challenge many low energy HSPs, and the drain emotionally could be problematic.

Servant Style Leadership
The next leadership style is perhaps the most empathetic of the leadership styles surveyed, Servant Leadership. In Servant Leadership, the leader's primary goal, not surprisingly, is to serve. The servant leader puts the employees first, creates an environment for employee development, and encourages them to perform at their best. This management style was pioneered by Robert K. Greenleaf, who was inspired in an almost spiritual way to create this model by making the leader the servant of the team. The theory is that the team will be inspired by and motivated to serve themselves, thus creating an environment of service, each helping the other.

Terms often associated with this leadership style are altruistic, healing, wisdom, stewardship, honesty, trust, integrity, and empowerment. Now we are getting into the wheelhouse of HSPs. This empathetic and compassionate model results seem to impact employee life, goal achievement, success, and, most importantly, engagement. Most impressive about this model is the effect on the environment – a receptive, open, and accepting work landscape.

What are the qualities that make an excellent Servant leader? The ability to listen and show great empathy, promote healing and awareness, use persuasion instead of coercion, promote a long-term vision, show intuition and foresight. The servant leader is a steward of the organization, committed to the staff's growth and edification, and works to build community. Wow! Where do I sign up?

Authentic Leadership Style
Another new leadership style is called Authentic leadership. I like this already. Authentic leaders are positive individuals that display self-awareness, transparency, balance, and a consistent moral foundation that influences decisions and actions. Authentic leaders tend to be more optimistic and display hope and resiliency.  Authentic leaders often take the strategic view of goals (vision), maintain a steady helming of the organization, show a certain impeccability of character, know themselves and their values, and strip bare to be transparent as possible to those they lead. These core values represent integrity and open communication. They lead by example.

Authentic leadership seems to me to more a personal style of accountability than an organizational steering model. I like it as an HSP because it embodies the characteristics, I aspire to myself. Perhaps the model of attributes an authentic leader needs to motivate and lead a conscious and self-aware organization effectively makes this more appealing to me as an HSP.  

Taking the Best of Servant and Authentic Styles
Both Servant and Authentic leadership models seem more twenty-first century, more modern, more humanistic than the older traditional models. They reflect what I see as HSP values. Perhaps the two are slightly different aspects of a new and, shall I say it – sensitive and empathetic management model. The overlap is quite pronounced. Yet, one seems to empathize the leader's role; the other emphasizes the new style leader's qualities. Both seem right for our times, and both seem right for HSPs.

Can HSPs become influential leaders by adopting some of the new empathetic leadership styles?
Yes, I do think HSPs can and should be influential leaders. What we do well is to be nurturing, intuitive and empathetic people. Generally, we are excellent in one-on-one situations – coaching and mentoring. But can we step up to leading larger groups of people? As leaders, do we create the environment best for us, or do we gently mold a lousy environment to our liking and others' benefit? In the right places, we thrive; in the wrong environment, we struggle.

Yet, I believe influential HSP leaders show up in the right places at the right times.  We have all the qualities of authentic leaders. We have the same motivations as the ideal servant leader. The time is now for HSP leaders to arise. Dr. Tracy Cooper refers to this perfect blend of HSP mindset, authenticity, and Servant leadership as Quiet Leadership. He proffers the idea that the time is right for us to take on this role. He is right.

To be sure, all HSPs are not inherently leaders, which is fine. No population has all leaders with no followers. And many HSPs, no matter what style of leadership, don't want the hassle that leadership brings. It is, after all, a lot of responsibility and added pressure. But there are many HSPs out there who can make a difference in business, politics, academia, and in life if given the right encouragement. It's just confidence meeting the right environment.

Let me end with a few closing notes. One assumption that we see in all these styles is that all that is needed is the right leader, and an organization will miraculously thrive and grow. Even when the leader fosters a supportive environment, the employees must also be willing to buy in, and not all will. Call it organizational cynicism or burnout on new leaders, but a leader and organization dynamic must be in sync and harmony.

Another question is that the higher the interpersonal style, the subsequent effectiveness may be influenced by organization size. Smaller organizations may adapt more quickly to the Servant leadership model over larger, more bureaucratic, more diffused environments. Think one leader, many employees, means less direct interaction, less influence.  

Any of the humanistic models must be authentically emplaced within the organization. That means two downs, three downs, and beyond must be authentic as well. Otherwise, it becomes less real and more "management by airline magazine or mandate from on high." Organizations will see through that immediately.

Finally, at the end of the day, like it or not, organizations that are profit-centered must strive for profitability or, as they say, perish. As idealistic as I am, this can't be only about being an awareness retreat. Nobody will be feeling good when the organization goes bankrupt. Business goals must be met, and I don't see that changing any time soon. Nevertheless, there needs to be a blend of business, organization dynamics, and humanity. John Rockefeller meets Carl Rogers.
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Please share your thoughts in the comment section.