Many people ‘wander’ through life not cognizant of the effect they have on others. Others simply do not care – they are who they are and they will not change their people-interaction-skills or techniques for anyone. They believe it is incumbent upon others to adapt to their method of communication and their behaviors.
Some leaders are adamant that their stringent, dictatorial leadership style works best; after all, their employees must be handed with force and authority. This triggering of emotions can thrust employees into stubbornness, revenge, resentment and learned helplessness.
Other leaders realize that their employees, and others they interact with, have the same emotions, hopes/needs/wants/desires and motivations that they themselves have. They treat others with a mixture of respect, patience and empathy. That results in forward-moving behaviors and propagation of positive emotions and productive environments.
More importantly, these leaders are aware of their own emotional triggers and are able to mitigate the negative effect these triggers have on themselves. When a leader has the ability, and capacity, to objectively acknowledge and put aside their own emotional reactivity, their employees and others will follow.
How often are you aware of your own emotional triggers — and the triggers of others?
