The emphasis on positivity often overshadows the reality of human emotions in the workplace. Staff are encouraged to focus on the sunny side of things, leaving little room for the more challenging aspects of the emotional landscape.
But what if I told you that emotions are data—valuable insights that can illuminate the inner workings of our organizations?
By engaging only with positive emotions in the workplace, we stifle authenticity and hinder our ability to address underlying issues. Difficult emotions, far from being obstacles to productivity, serve as vital signposts, pointing us toward what truly matters to employees and what needs attention.
Acknowledging and embracing the full spectrum of emotions in the workplace is not about dwelling on negativity or being toxic. It’s about creating a culture where complex emotions or even multiple conflicting emotions are valued as an opportunity for organizational growth and understanding.
When leaders and employees view emotions as data points, they open the door to deeper connections, increased empathy, and enhanced collaboration. Rather than shying away from discomfort, they lean into it, using it as fuel for innovation and transformation.
Let’s use an example: A new knowledge and information management practice is rolled out that changes how staff need to go about labeling and storing information. An employee has a strong reaction of frustration that does not seem proportional to the change being made. This reaction may usually be seen as a difficult employee who won’t buy in and be a team player. In reality this is not likely to be the case.
A reaction like this is an opportunity for a conversation to understand the challenges this poses to the employee. Such as, this is the third knowledge and information management practice change in three years, and the employee is struggling to find the mental capacity to learn something new, assuming that this process won’t be around long. Or maybe this new process was decided on without taking into account staff feedback and insight and changes make the job longer or more difficult. Digging into this employee’s emotions provides valuable insight.
Building a culture that honors the full spectrum of emotions requires a shift in mindset and approach. It means creating spaces for open dialogue, vulnerability, and authentic expression, without penalty or retaliation. It means recognizing that complex emotions are an integral part of the human experience and deserve to be acknowledged and respected.
If you’ve noticed signs of disengagement, burnout, or emotional struggles in your organization, now is the time to take action.
Let’s start a conversation about how we can build workplaces where emotions are embraced, employees feel seen and heard, and everyone has the opportunity to thrive. Together, we can create a culture that honors the fullness of the human experience and unlocks the true potential of our organizations.
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Ready to take the next step? Help drive organizational innovation with a customized leadership and culture strategy for your organization using our research backed models. Available leadership coaching, culture audits, culture strategy development, and equity and belong framework design to contribute to the overall thriving of individuals and communities. Mykella invites readers to join her in making 2024 the year of personal and professional well-being.
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