Should we leave our emotions at the door, or are they more useful than that?
Imagine this scenario: you’re in your regular weekly meeting, and your manager excitedly announces that the organisation is considering hot desking. She asks for opinions, but there’s only a short 15-minute slot to discuss it. Afterwards, she concludes, “Well, it seems like everyone is in favour of it. That’s a positive sign, excellent!”
However, you realise you’re feeling anxious, but you stay silent. As you glance around the room, you notice some fidgeting and wonder how everyone else truly feels. The meeting ends, and people gather in small groups around the office, expressing their dislike for the idea. Your manager remains oblivious to this. In fact, she plans on reporting to the CEO that her team fully supports the concept.
We often hear the phrase “leave your emotions at the door” because, at work, we’re expected to be rational and focused, not driven by our emotions. However, what we fail to recognise is the dynamic interplay between emotions and thinking.
Emotions provide us with valuable information. They reveal our beliefs, values, and attitudes. They signal if we’re uneasy about a decision, if we need more discussion or information to feel confident, or if we simply disagree but are afraid to voice our opinions.
Emotions hold power because, whether we acknowledge them or not, they influence our actions and motivation. They can push us to commit, reject, or even undermine an initiative. They make the difference between feeling angst or energy.
Leaders who take the time to check in with their team members’ emotions gain a more complete understanding of the situation. Whether it’s during meetings, training sessions, brainstorming, or even casual chats in the hallway, asking both “What do you think about that?” and “How do you feel about that?” creates an environment where team members can honestly express their emotions. This, in turn, builds trust and fosters openness within the team.
One effective approach is the ‘Mood Monitor’ process, which can be used during meetings when discussing important issues. The leader provides each team member with a handout featuring columns of emotion words such as happy, concerned, shocked, content, inspired, etc. Each team member receives a sticker to place on the word that best describes their feelings about the topic under discussion. This process can also be conducted anonymously, allowing the manager to get a sense of the group’s emotions while respecting individual privacy. The manager can then allocate time to address any concerns that arise. It’s far better for concerns to be shared during this time rather than whispered in huddles by the printer.
In the hot desking example, if your manager had known you were feeling anxious, you could explore why and make sure all concerns are addressed before implementation.Â
If you’re interested in obtaining a PDF copy of the Mood Monitor process, feel free to reach out to Kylie Bell at kylie@wrenlearning.com.au.
Remember, acknowledging and understanding emotions in the workplace can lead to more productive and supportive environments.
Best regards,
Kylie
