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John Faisandier is managing trector of TUF: Thriving Under Fire, a programme for t[aining staff to deal with angry and aggressive customers and improving workplace communication. Send now for your special report "Seven Misconceptions About Responding to Emotions in the Workplace" enquiries@tuf.net.nz or visit www.tuf.netnz
in the workplace
recent employment court ruling against a manager who sacked a worker recovering in hospital from a heart attack highlights the need to attend to emotions. "He just handed me the letter and said he couldn't afford to wait until I got better," the complainant told the court. The manager on the other hand said, "It was the hardest thing I have ever done n my life. When I got out of the room I broke down and cried." The court ruled against the company. It stated the manager neither showed consideration for the feelings of the sick worker nor followed an adequate dismissal process. The case illustrates graphically the significance of emotions in work situations. Workers and managers are not simply units of production. They are people. People are distinctive because they have emotions. They feel things in response to what is going on around them. They especially feel in response to other people they interact with. Emotions affect life and relationships in all parts of the organisational system. There is a high price to pay when they are ignored. No matter how much you try, the old saying "leave your personal feelings at the door" does not apply.
emotions
The Gallup Great Workplace Survey lists no fewer than six of their twelve criteria for assessing a great workplace that involve recognition of the person and their feelings. One surprising question that they insist is a key to a great workplace culture is " I have a best friend at work. " An important quality in a best friend is that you can taik about your feelings with them. People who had a 'best friend' at work were able to deal with their upsetting emotional reactions successfully with
someone in the workplace. Creating a workplace culture of friendliness where the person is recognised and valued can lead to increased productivity, improved morale, better staff retention and greater customer satisfaction. People want to stay and want to work well because this fundamental human need is being met. It seems almost trite to say that if your organisation has peopie who are friendly with one another you will be more profitable but that is what it amounts to.
Fearing emotions
Emotions get bad press. In many places they are a dirty word. They are shunned, feared and avoided at all cost. We say he 'broke down'; she 'lost it'; 'I'm sorry to burden you with this'; 'I shouldn't be like this' as if feelings are wrong, unpleasant for others and unhealthy. The manager in the hospital room was afraid of his feelings, he was afraid of 'breaking down' so he avoided any mention of his or his worker's feeiingsFeelings are energy. E = outward. Motion = movement. Emotions are neither good nor bad, they |ust are. They pass through us moment by moment. Some emotions get noticed and expressed, and some don't.
around the business at hand. In fact many of your feelings may tell you an awful lot more about yourself than about the other person. Emotional intelligence, as popularised by Daniel Goleman, is the ability to know what you are feeling and to manage those feelings appropriately in a way that maintains healthy relationships with those around you. This would include having somewhere you can process the feelings you have 'put on the shelf at a later time. Often a good debrief with an understanding friend can do it. For those feelings that are persistent and disturbing a session with an EAP eounsellor or trained therapist might be beneficial.
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