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Marcus König_squareMarcus König is a consultant and coach. König has more than 25 years of experience in management positions at various locations in different countries. He accompanies change processes in companies and for this reason always considers processes, methods and tools at the interface between people and business, ie people are placed at the center of business activities. More information at www.menschbusiness.de All texts by Marcus König.

People in business: Handling emotions properly - 4 principles

Changes in Company trigger emotions. Usually these are initially negative: Fear or helplessness are often greater than anticipation or hope. These feelings must not be flattened and ignored. If a change process is to succeed, the correct handling of the emotions of the employees concerned is an essential component.

emotions

Man instead of process

Empathy, appreciation and personality are often used only once a year in employee or management talks. The process looks like this! Forget or knowingly overlooked:

Form appreciation and trust combined with the focus on benefits and Sense the basis, changes are much more promising. It's difficult to pack in processes or methods. And tools can only support. The following four principles help to properly deal with emotions:

1. Recognize emotions

Firstly, it is the abilities to develop emotions to recognize and correctly assign.

  • Are we experiencing frustration right now?
  • Or is it rather grief?
  • Or even fear?

In order to be able to deal with this, it is important to interpret the sensed emotion properly. It does not help the person concerned to take away the fear, although he himself feels mourning. If, on the other hand, his grief is addressed, a good start is made for dealing with emotions.

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2. Emotions

It helps to create a culture where emotions are allowed. Nobody has to be ashamed or even hide when their emotions come out clearly. Through this knowledge one attains Team the feeling that it is dealt with together. The emotions are taken seriously and are not dismissed as weakness, but understood as strength.

3. Emotions

Emotions must also be talked about. The How plays a decisive role: Careful, but open and above all not worthy. It should be communicated with both the directly affected colleagues as well as with the entire team so that the environment is integrated.

  • So who still has concerns, worries, fears, frustration?
  • Who feels the same?

Reasons for the emotions are crucial. “That's all crap” is an emotional outburst, but the starting point is missing. In order to find out this one should investigate:

  • What is crap?
  • What is he / she doing?
  • How does this manifest itself?

4. Measures

Finally, as concrete as possible measures should be agreed with all parties involved. Executives who show how important the topic is to them by dealing with them in a structured way not only bind the person with their individual emotion, but also the others from the team. Small groups of discussion can strengthen and support one another as well as learn from each other. To follow the measures, to allow progress to show and, if necessary, to intervene, should be self-evident.

After the work has been done, it is quite an exhilarating feeling to sit by the pond in the evening, to admire flora and fauna, to enjoy a good drop and listen to the frogs. The stay was worth it!

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