You may be playing a leading role and it is better that you are aware of it in order to obtain more favorable results and for this reason I present to you some of the emotions that can be paralyzing, risky and even dangerous if there are no preventive or remedial actions. according to the case. Will you come with me?
NOTE: The definitions indicated below come from the portal of the Royal Academy of the Spanish Language
EMOTIONS AND OCCASIONS
Uncertainty – Lack of certainty.
If you have experienced or even led a profound change in your work structure, there is no more present feeling than that of uncertainty. Having the right reasons for a movement of these dimensions to happen may not be enough if it is not accompanied by transparent and timely communication, since in many cases, the change of role of some of our collaborators or the eventual elimination of jobs , can bring this uncomfortable emotion with it.
Remember that as long as people are certain, you will somewhat ease the path that your work team must travel, regardless of whether those decisions impact their professional future.
Frustration – Feeling of dissatisfaction or failure.
Let me bring this example directly from the field. When farmers decide the crop to plant based on the available information, believe me, they know the risks they are about to take, however, if any condition changes, frustration can take over.
Here the expectation plays a fundamental role because if you as a supplier are the ones who created that future environment that you could not meet, you must take charge of the consequences that it brings with it, as in the case of the prices of the inputs or the value of the crops that not in all cases are factors in which a promise can be fulfilled unless there are contracts involved.
If, on the contrary, the expectation is created by the client himself, our obligation will be to frame that desire within the contextual framework of reality, otherwise we become co-responsible for the negative impact of the business results and in this case, we will be silent architects of frustration.
Anger – Movement of the mind that arouses anger against someone.
I ask you for what you want most to avoid at all costs validating the emotions and feelings of your work team or even your clients, because the next level will be anger.
I once showed my supervisor on duty the annoyance I had with one of my peers regarding the performance he was having and it seemed unfair to me how certain negotiations fell through due to his negligence. The response of this ex-boss of mine was: “don’t get mad, it’s not right to get upset, you shouldn’t feel like that.” It was like feeling that he was throwing a bucket of gasoline at a bonfire because I didn’t go to ask his permission to know how he should feel, but rather that we solve together what is truly important.
Another case of anger was when when presenting a new product, farmers in the region were upset with the support that the government had decided to remove for that moment. With this in mind, we recognized three things: the decision of the authorities really had an adverse effect on the finances of our clients, we could not do anything to lessen that blow to their economy and perhaps the launch of the product could increase the chances of success of our market, in such a way that we did not remain oblivious to the uncontrollable but rather saw ourselves as part of a whole in the client’s decision-making process and the results, I must presume, were very positive.
Enthusiasm – Exaltation and fiery spirit, excited by something that admires or captivates.
“Do not punish angry or promise excited” says a wise saying that accurately synthesizes the way in which emotions can cloud our judgment and not in all cases negative feelings are the only ones that can be opposed to good decisions.
Within the framework of a couple of splendid years for the organization, additional positions were opened that, given a more convenient economic framework, were approved; however, the enthusiasm to undertake new challenges and hire more people was not necessarily justified in the medium and long term and after 5 years, the structure had to be contracted to its original form, all this in an organization to which I provided my services at the beginning of my career almost three decades ago.
It is quite natural to think that we can take advantage of the momentum caused by a good run, but we must always be measured and sharp in the evaluation of decisions and avoid the opposite extremes such as viscerality and over analysis. Both, ultimately, are harmful.
SOWING REFLECTION
In a session where I had the honor of leading the construction of the Customer Journey Map, one of the business leaders invited expressed his satisfaction for having included the voice of the customer in the exercise, but mainly, for including a chapter on emotions for those that our clients spend in the process of adopting a new strategy, in addition to the quality time that we decide to invest to lessen the effects that the change would mean for our collaborators.
We must remember that there are times when the high transactional level of our businesses and the speed of events prevent us from seeing that behind each action, there are people with concerns, feelings, distractions and motivations, as well as moments in life that we cannot ignore because regardless of their role as clients or collaborators, they are the ones who will make things happen.