Today, talking about emotions and the impact they have on people is not a new topic; however, it seems that this conversation does not fully penetrate some sectors, one of them is business. Despite the fact that managing emotions is the key to good leadership.
When the subject is discussed, it is usually directed towards work teams and how to keep them motivated, inspired and productive, tasks that fall to a leader. But what happens when a leader loses control of his emotions?
It is true that sometimes emotions seem too subjective or ambiguous to have a place in the business world, but the reality is that their impact is real and may be more relevant than we imagine.
Bety Galván, Business Coach.
He explains that a clear example of this is given by the founder of Virgin Group, Richard Branson, in his autobiography Losing My Virginity, where he describes that he did not give importance to his emotions until one day he exploded against one of his collaborators and understood that he needed to improve his emotional intelligence. Since then, Branson has been open on the subject and concludes that happiness is a great force multiplier.
If you have a happy team, you have a productive team.
Richard Branson, founder of Virgin Group
He adds that the case of Branson is not extraordinary, since given the daily workload and responsibilities, managers tend not to pay attention to their emotions, despite the fact that they directly impact the way they manage their company, how they lead their team and also in their physical and mental health.
emotions are contagious
A Harvard University study found that human emotions are contagious. In the case of happiness, it was found that those who said they felt happy could influence their social environment (family, friends, partner, co-workers) and increase their happiness by up to 15%.
On the other hand, negative emotions are also contagious. In this regard, the Mexican Social Security Institute (IMSS) warns that “stress is potentially contagious, since being close to or seeing other people in stressful situations can increase the observer’s cortisol levels.”
An example of this is when a leader is very anxious or aggressive in a crisis situation, which can trigger an environment of uncertainty and fear in the team and negatively affect its performance. Instead, when the leader is empathic, he triggers a healthier and more collaborative work environment.
“It is often taken for granted that the reasons a leader does their job so well are merely hard skills like planning, foresight, creativity, or any other hard skill. But the reality is that great leaders are people who know how to manage their own emotions. Many times it doesn’t even matter that they know how to do what they do perfectly”, points out Bety Galván, Business Coach.
5 Emotional Intelligence Practices for Leaders
Identifying a leader who knows how to manage their emotions is simple: they enjoy what they do and reflect on situations, what they think, what they feel, and they question what they do. They also use work life to enrich their internal world and probably also have a very enriched spiritual life.
- Take a few minutes each day to reflect on your emotions. Observe how you feel in different situations and ask yourself why you feel that way.
- In times of stress or tension, practice mindful breathing. Take a few minutes to take a deep breath and focus on your breath.
- Set regular times in your schedule to take care of yourself. It could be exercising, doing a hobby you love, meditating, or just enjoying some quiet time.
- When you interact with your team, practice active listening. Pay genuine attention to what they are saying and show interest in their emotions and perspectives.
- At the end of each day, reflect on three things you are grateful for in your life and in your work. They can be small achievements, moments of joy or appreciation for the people around you.
Editorial Team The editorial team of EMPRENDEDOR.com, which for more than 27 years has worked to promote entrepreneurship.