For instance, I've studied senior management teams in which a lack of psychological safety contributed to long-winded conversations (indirect statements, with veiled criticisms and personal innuendo, take longer than candid ones), elongated meetings, and an inability to come to a resolution about crucial strategic issues. Decisions that could have been resolved in hours stretched over months.

We started by reading the book The Five Dysfunctions of a Team by Patrick Lencioni and hired a facilitator from the author’s company, the Table Group, to help oversee daylong and multiday off-site retreats every few weeks. This was quite a commitment of time and required a stripping away of old costumes and the summoning of our catalytic curiosity.

Excellent colleagues trump everything else,” explains Patty McCord, former chief talent officer at Netflix, in a recent Harvard Business Review article.

Fixing people issues for your team can also mean “firing” a client. Unreasonable clients who mistreat your employees and disrupt your business can become an important energy drain.

As the damage caused by excessive speed ripples throughout an organization, it can turn into a vicious downward spiral that, once it gains momentum, is hard for leaders to reverse. As harried leaders make bad decisions and errors that create more pressing problems that are left unsolved, and one overwhelmed member after another burns out, turns selfish and nasty, makes more flawed decisions, and becomes less creative, everyone tangled up with the organization suffers.

Another of Carl Jung’s admonitions reverberates: ‘Until you make the unconscious conscious, it will direct your life and you will call it fate.’ We look at our organizations and logically conclude that they are fated to be dysfunctional messes. That we, because of our lack of skill, are fated to fail as leaders. To never feel safe enough, warm enough, or happy enough.