An appreciative nod, a skeptical, ciritical glimpse- many people, especially in management positions, don’t allow themselves any more emotions on the job. Those who show more feelings are often considered to be less resilient, not controlled enough. But it just takes away many opportunities. The reputation of emotions in everyday professional life is not the best. The prevailing opinion: feelings block the access to rational decisions and “overpower” us. Arriving at the executive floor, you should hand them in at the elevator door and adapt your feelings to the well air-conditioned rooms. A common cliché is that women often fail to make it to the top because they are strongly driven by their emotions. Those who show emotions are “not made” for the tough business world.
Those who show emotions are more convincing
These prejudices are completely unfounded. People who suppress their feelings do not seem to be authentic. Listening to them creates the perception that they appear being controlled, sometimes unsympathetic and somehow lifeless. Who tries to leave his/her emotions in outside business, takes away the chance to inspire, to emotionalize, to convince and to lead. Why is that so? In many professional situations, success depends on communication skills: in sales, in acquisition discussions, in presenting new ideas, in convincing other colleagues to support a certain project, in employee discussions, in conflict situations and last but not least in salary discussions.
These persons who are able to show genuine enthusiasm or also resistance for or against certain things and topics, works clearly more convincingly on its surrounding field. When they recognize and consciously control our own emotions and those of our counterparts, their emotions turn out to be effective resources in everyday work. They can therefore e.g. choose exactly the right approach to win someone for their goals. For each individual employee, profound knowledge about his or her emotions and their interaction has immense advantages – regardless of the position he or she holds in a company. At every hierarchical level, the most successful person is the one who manages to develop the people of his professional environment into a real team – whether colleagues, leaders, employees, customers, service providers or business partners. The greatest success is, when we “get people on board” not only in terms of content, but also emotionally.
There are neither good nor bad emotions
We are convinced that there are no good or bad basic emotions. We can only use them well or badly. Each emotion has a specific goal: fear leads to increased attention, anger to determination getting something. done In principle, every person owns all 7 basic emotion as a ressource. But we have become accustomed to suppressing certain feelings. We need emotions in our professional lives: without enthusiasm and curiosity there would be no progress. Without anger and determination there would be no competition. Without fear there would be no safety measures and quality control.
Conflicts are fundamental!
Stefan Sohst and Christoph Theile have therefore placed emotions at the center of their activities. They show people how to access their own emotions, how to recognize and control them. When they first started, they naturally encountered restistance in companies and even among employees. Many people think that emotions don’t fit to company life. Everyone instinctively tries to stay out of possible conflicts. Why? Because we are probably afraid of losing control in a conflict. We’d rather look the other way: “He will manage to come to himself.” But facing the situation is much better! Conflicts make sense and are just part of life! In companies employees and departments sometimes just have different interests, which is why arousing tensions are completely normal and even healthy – just like in any family. It is therefore important for employees to develop the emotional skills to face conflicts constructively. Therefore they need emotional sovereignty and an understanding of the emotional set of their counterparts. In order to gain this sovereignty, they must first recognize and accept their own emotions, name them and know their mutual relationships. Then they use countermeasures and control their own emotions and even help their counterparts to get out of difficult emotional situations.
The EQTing method
In the EQTing Academy’s training and coaching sessions, participants first learn and actively experience the seven basic emotions researched by the American anthropologist and psychologist Paul Ekman in the 1970s. In the following step, they develop techniques to consciously lower or raise them on free will. Those who normally get angry quickly during a conflict in the office will learn in the training how to identify their feelings directly, become aware of them – and take countermeasures. At the same time, the participants learn how to recognize and correctly classify emotions of their counterparts.
The Circle of Emotions© is basis of all EQTing Academy training courses. It shows seven basic emotions in a circle and names different qualities (shown here in simplified form). The findings of 8 years of EQTing emotion research with groundbreaking, new findings are reflected. Thus each emotion has a goal, a function and three different intensity levels. Emotions have relationships to each other, i.e. an emotion that rises lets other emotions fall directly or also rise others. Emotions can be combined to create new ones and even have a definite effect on the environment. These insights are the essentials for emotional communication and leadership in everyday corporate life.
Emotional Leadership – what’s new?
Being in a leadership position today can be an outstanding challenge. In times of digitalization, generation change X,Y and Z and the new demands to be agile, flexible and sovereign. Previous motivation methods such as status, money and career seem to have had their days. Loyalty and the will to take on responsibility are no longer the top priorities for the modern employee. What does the EQTing method offer to meet these extreme challenges?
The time for lone warriors is over
The time for lone warriors is over. In the meantime, this sentence has become reality in everyday company life. The younger generations are introducing a new central concept that, although it seems almost antiquated, is more evident than ever: community. The ability to form a true community, a true team with all participants is the key to successful teamwork. Trust is the basis and it ends with the inner attitude and obligation to stand up for each other, to take responsibility for oneself and one’s team – with all consequences.
7 emotions for successful leadership
Standing up for your employees requires courage and self-confidence first and foremost. Addressing conflicts and sometimes even tolerating them is one of the emotional core competencies of successful managers. Building trust to delegate with deep conviction and support is proven to be one of the greatest challenges of leadership, giving up control. It is not always easy to create a good level of relationship with each individual employee and to shape it in the long term – it requires the ability to listen actively. The list can be continued for a long time. All these described problems, tasks and challenges cannot be solved without the sovereign access to one’s own basic emotions. This statement can be easily turned around. The high-level leader, who found a sovereign access to his/her emotions, are able to lead cross-generation teams to success.
The EQTing team has already won two innovation awards for the management target group. In 2016, the method was awarded by the DVCT Coach & Trainer Award and in 2017 with the HR Excellence Award in the Leadership Development category went to the EQTing’s team and the radio company Medienzentrum Berlin. The top executives of the Berlin radio stations BRF, RS2 and KISS FM took part in the executive development program “Emotional Leadership” and, together with the team of the EQTing Academy, convinced the jury of highly educated corporate personnel managers.