The Emotional Company
The emotions are important not only in everybody's personal and professional life, but also within the organizations.
Working with leaders gave me the perception that they often worry for their employees behaviours more than they do for their emotions.
Actually, the behaviour is a consequence of the emotional state; and in the moment it is put into practice, it is always triggered by a positive or negative emotion.
This is why in order to create a positive environment as well as the right cultural organization, it is fundamental to understand emotions.
I like to think of a company as a big brain with a right and left hemisphere. The right hemisphere represents the emotional culture, while the left one, the cognitive culture. A shift towards the left is the sign that the company has adopted the emotional culture strategy to encourage the employees to give the best out of theirselves. This will enable a custom oriented attitude, innovation, good team work, and a healthy and positive competitiviness.
On the other side, a shift towards the right, will mark a more cognitive culture orientation. That is to say that aspects such as intellectual values, rules, and resistance to change, could obstaculate the growth and the performances.
I don't want to claim that a company can do without cognitive culture because rules and values always have to exist. However; for a better sharing, it is appropriate to raise the bar and trigger an “emotional revolution” into the organizations.
What I define as a revolution will enable leaders to manage cultural emotion that is so often underestimated and taken for granted. And yet each organization has its own culture, which might also be the anger culture. By understanding and observing the types of the emotions running into a company, the leaders can motivate their coworkers by adopting constructive changes which valorises the company's potential instead of suppressing it.
When I created the Just Like Me@ training program, I had in mind to spread the happiness cultural emotion within the organizational contexts. As many leaders wrongly believe, this culture it is not a utopia, but it originates from a management work of emotional understandings. Research shows that for better or for worse, emotions influence dedication, creativity, decision-making, the amount of work, and the employee's attachment to their leaders. Therefore, future leaders can no longer be disinterested to all of this.
A glowered manager will promote the culture of anger. Some researchers have shown that leaders are more at ease showing anger instead of joy, and this will cause a chain reaction which will turn into a non accomplishment of the business goals, as well as, a decrease in performances.
Here it is the question: how can I change the organizational culture? My answer to the leader is to start from yourself, call into question your emotions (without denying them) and try to be in your coworkers' shoes to have an idea of how they could feel. Listen to your team not with the intent to manipulate it, but to show gratefulness, because results will be accomplished together. Don't take yourself too seriously and without irony. These are small steps to take in order to cultivate self-consciousness and empathy; two very important elements of emotional intelligence. Steps that are taken into consideration by real leaders.
The happy company is the one in which the culture of joy and sentiment are connected and promoted through a revolutionary management approach that I personally define as Just Like Me@.
by Marzia Del Prete
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