The role of the leader is to take his collaborators with him in a common adventure. And in any group trip, whether personal or professional, interpersonal conflicts generally arise at one time or another.
Our education does not train us to manage conflicts or to manage our own emotions or to manage our collaborators who are prey to their own emotions.
There are many articles that question whether emotions have a place in the workplace. At Become a Leader, we believe that all these articles ask the wrong question. The question is not whether they have a place: we are human and emotions are part of communication between humans. The real question is how to recognize them, accept them and deal with them in an informed manner. This is an emotional education that most leaders lack.
Each emotion carries a message. And knowing how to react to them adequately and ask the right questions at the right time brings the leader more serenity in his relationships and communication and especially increased behavioral flexibility. Emotion management is a key skill.
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The management of one’s own stress and that of one’s collaborators is also an invaluable resource for achieving wellbeing and performance at work.
Let us imagine that a leader is confronted with the anger of one of his employees and that his way of reacting is to also become angry and to try to compete in the exchange and/or to win by closing the exchange. In what emotional state does he end this exchange? Is he trying his best to find a solution to his issue? Can he conclude that he has established and conducted a constructive dialogue? What traces does this type of exchange leave in his working relationship with this employee?
A leader might also have to deal with employees who are perplexed by anxiety,who are so stressed or anxious that they no longer know what to do, that they are unable to make any decisions because they are so afraid. They procrastinate without finding a solution and without asking for help. What is the best way to react and allow them to get back on the path of lucidity and action? Give them an ultimatum? Deny their condition? Ask them to move forward faster and stronger because performance is needed above all?
A third scenario that the leader may be confronted with is an employee in a state of total discouragement who questions everything, who devalues himself/herself and who no longer believes in anything and especially not in the continuation or success of his/her project or his/her actions. What are the most appropriate ways to react to this seemingly blocked situation? A pat on the back, a little “It’s nothing; it will get better! “and off you go again? This may be the most logical behavior, but it is not the most appropriate in this situation.
Recognizing and detecting emotions in oneself and in others, reacting to them adequately in order to understand their message is essential in order to initiate a change in one’s leadership practices so as to lead, influence and develop a team. This requires the willingness to welcome the emotions and stress reactions of one’s collaborators and to transform them. This is called stress management or relational stress management.
At Becoming Leader, we know that the development of one’s full potential as a leader requires mastering the management of emotions at home and in one’s relationship with others, regardless of the sector in which you work professionally.
The Becoming Leader team offers specific tools for the development of these stress and emotion management skills thanks to its various expertises.
We deal with this issue in several ways through different types of service offer solutions.
We propose to solve these problems through:
