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Managing Workplace Emotions – Latest Findings
In A League of Their Own, a haunting 1992 film about a little-known area of American baseball history, Tom Hanks berates a female player: “Are you crying? No crying ! There’s no crying in baseball!” The point is, both business and baseball have an emotional fulcrum, and emotion is everywhere.
Think of the fall classics, FIFA championships, even IPO launches — a veritable melting pot of emotions. Any line of business generates as much emotion in its employees as any sporting event generates in its fans. Emotions affect our daily lives. We all have different emotional and psychological needs that cannot be ignored, overcontrolled or abused. Cultivating awareness of these needs brings us one step closer to finally meeting them. Emotions generally do not run freely in any business, as an employee’s uncontrolled emotions can adversely affect the productivity, sensitivity, and focus of other employees.
Employees with hurt feelings and damaged self-esteem either retreat into closed shells to avoid colleagues or act as saboteurs. They happily skip deadlines, don’t contribute in meetings, and even belittle clients. However, nine times out of ten this behavior is believed to be unintentional and can result in huge losses for the company in terms of market control, financial health and employee turnover. There is an old Chinese saying: “People don’t regard emotion as superior to reason, they call it reason.
When people can do these two things, it is called wisdom. “It hardly needs to be emphasized that in modern organizational cultures any suggestion, expression or application of emotion is seen as unpraiseworthy and futile. In 2002, Michael Kramer and Jon Hess, communication scholars from New York University University of Missouri-Columbia conducted a major study of emotional expression in organizational settings. They found that a) proper emotional management is key to professionalism, b) both negative and positive emotions must be expressed in appropriate ways, and c) masking negative emotions constitutes Oddly enough, those surveyed felt that even positive emotions should be conveyed in moderation. Employees advocated covering up such emotions when someone gets a promotion or raise, mostly because co-workers might have missed it. The entire call The center industry is a clear reflection of how subtly agents manage their emotions, sticking to only positive ones regardless of any emotional situation.The performance of a business or any other activity is affected by emotions.
If the skill to manage emotions is not available, all other skills and techniques are lost. A-list performers understand that minds are superior to skills or material resources. For example, in tennis, from Martina Navratilova to Maria Sharapova, every great player is not on the court but in their Battled in the head. Mental toughness is so important to productivity, yet we’ve found that it’s largely neglected in employee training programs. Negative emotions such as nervousness, doubt, anxiety, and anger can be effectively controlled through a mental skills training program. All organizations are emotional places, and a good measure of leadership is all about managing emotions. Recent research has shown that career success can be attributed more to emotional intelligence, or EQ, than cognitive intelligence. Our ability to effectively detect, interpret and respond to our own emotions and those of our colleagues constitutes our emotional intelligence. In his 1999 book, Working with Emotional Intelligence, Daniel Goleman argues that EI is distinct from, but complementary to, academic intelligence or IQ.
Bruce Cryer, vice president of global business development for HeartMath, based in Boulder Creek, California, and co-author of “From Chaos to Coherence: Improving Emotional and Organizational Intelligence through Internal Quality Management” (1998) Mann’s ideas were pushed to a higher level. “From proven biological models, we now know that emotional intelligence isn’t just a new twist on relaxation techniques, it’s about actually increasing one’s inner coherence and balance. There’s no doubt that our emotional state affects Our brains and their ability to process information.” Employees and bosses with high emotional intelligence are good at maintaining a positive attitude, adapting to change, getting along with others, and empathizing with them at the same time. The higher the professional environment, the greater the role of emotional intelligence.
In the words of Dr. Stein, CEO of North Tonawanda, New York-based Multi-Health Systems, which conducts psychological assessments for professionals, “IQ is what gets you hired — it’s what gets you in the door. EI It’s something that helps you climb the ladder.” The fascinating side, however, is that, in contrast to IQ, our emotional skills can always be learned and improved when we really want to. Goleman said, “Emotional competence determines how we manage ourselves…[and] Sociability determines how we handle relationships. A 2007 study by Multi-Health Systems showed that stress can impair emotional intelligence and productivity. Of the 1,014 employees surveyed, nearly 53 percent believed that stress was impairing their relationships with co-workers, and 43 percent noted Getting to this point often affects their decisions in the workplace as much as it affects their productivity.
Despite several studies on the benefits of emotional intelligence, these facts are often overlooked by pundits and commanders. The typical persistence of a leader in the old pattern of coercion and intimidation keeps most employees in a state of demoralization that induces grudging compliance. Take Vipul, for example, an online media manager at a social media agency. After six tough years at the company, he has received the best evaluation year after year for his benchmark contributions. A horrific car accident has left him battling pain and mounting medical bills. However, after informing his marketing executives that he might need to take a 5-week vacation, Vipul received the shock of his life. “Such an extended absence could really spark a debate in the upcoming budget meeting where I would advocate for increased media funding.” The boss gave no reassuring “I’m going to fix the problem” statement, while Instead of fulfilling a vacation request, it sent a message of utter indifference. Needless to say, the company lost a dedicated performer that day.
Basically, ignoring the motivation, commitment and intelligence of others in your company is a serious mistake. An “I don’t care” or “I’m the bottom-line leader” attitude may be technically valid, but adopting it when dealing with employees in any organizational setting is detrimental. What employees, especially those with in-depth knowledge of their field, need is to be heard and their opinions valued by others. When frustrated, reluctant employees lose commitment and motivation, opportunities are missed, results are lowered, and overall resources are wasted. Existing research consistently shows that emotion, or more precisely emotional intelligence, shapes human behavior in different domains, including the workplace, community, and school. On an individual level, it has been found to be linked to job performance, our ability to communicate effectively, form meaningful relationships, solve everyday problems, academic success, and even our potential to make ethical decisions. Acknowledging that EI has the potential to expand our understanding of how individuals behave and adapt to social contexts forms an area of immediate concern for HR managers and practitioners.
They need to integrate the importance of EI-based capabilities into organizational functions. Results of Spencer, McClelland, and Kelner’s 1997 study Capability Assessment Methods: History and state-of-the-art are interesting. An assessment of 300 top executives from 15 global companies shows that six emotional competencies separate stars from the average: organizational awareness, team leadership, self-confidence, achievement drive, leadership and influence force. There is plenty of data to show that emotionally intelligent leadership is a way of creating a work environment that develops employees and pushes them to perform at their best. The resulting enthusiasm, in turn, boosts overall business performance.
This trickle-down effect was noted, for example, in Daniel Williams’ 21st Century Leadership Study involving US insurance company CEOs. Comparable-sized firms whose CEOs exhibited higher EI competency demonstrated better financial outcomes, based on growth and profit calculations. In general, HR practitioners and managers should be especially careful not to view their emotions and emotions as something that just “happened.” They need to understand that emotions and emotions can affect performance, behavior and relationships at both the individual and organizational levels. They need to understand and manage their own emotional states before they can deal with the emotional states of others. No good organization can claim to be completely free from emotional pain. However, this important factor should always be checked and controlled by HR personnel in general, and especially by all other personnel in any workplace.
Bad emotional experiences invariably affect problem solving, innovation, commitment, creativity and productivity. Diversity in appearance, eating habits, beliefs, thought patterns, responses, choices, etc. defines any workplace. There is nothing easier to deal with than to respect it. Human resources personnel need to ensure that employees have ways to express their different beliefs and opinions. To encourage and inspire a healthy emotional climate among employees, HR managers should:
1) Promote open communication and honest feedback.
2) Emphasize that it is okay to talk about emotions within the organization.
3) Explain that it is okay to think aloud among team members.
4) It is not a sin to inspire employees to admit that some of management’s ideas may be flawed.
5) Organize standardized training on EQ and capacity building.
6) Emphasize the value of creating an emotional connection with one’s assigned tasks.
7) Emphasize the benefits of maintaining an informal, pleasant and positive workspace.
Emotional intelligence should be a sensitive hiring criterion along with other relevant technical skills or business knowledge. In the case of promotion and succession planning, EI should be used as a decisive factor, mainly where leadership roles are foreseen. This should be emphasized even when selecting and developing individuals with good EI potential. Likewise, training and development programs must feature EI. Whether it’s through a few emotional release sessions or team-building exercises, the truth is, today, more and more CEOs are donning the consultant hat for their employees. The greatest imperative before all leaders and business owners is to ensure that negative emotions do not end up creating negative spaces and negative consequences within the organization. Unleashing a culture of positivity and openness is key to effective emotion management in any company.
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