Managing for Emotional Profit

It’s Monday morning. You woke up 30 minutes late because you forgot to reset the alarm after the weekend sleep-in. You rush to get ready, skipping breakfast to make up for lost time. Traffic wise, all is looking good, when you turn the cornemotions01er and you see an accident in front of you. Tick, tick ,tick, you are never going to make you 8am meeting. You call ahead from your cell phone to alert them you will be late and your blood pressure goes up just a touch more. By the time you get to the office, the rest you gained from the weekend has been replaced with a stress-o-meter score of 10+.

After the meeting you notice two of your staff members waiting at your desk. “What do you want??….. I mean what can I do for you?” you bark. You have not given a seconds thought to how you are feeling and how this might influence your reaction to your staff. In those two minutes of unconscious interaction you have set back the teams morale and motivation for the day. Word gets out that you are in a bad mood and down goes the teams motivational bank balance.

So what you say? These are your staff members, and you are the boss. It’s your job to ensure that they turn up to work each day. To make sure they deliver on their job specs, sell more, do more, and achieve more for you and for the company. You have to manage your up-lines expectations and your down-lines demands. If you have stress, they damn well better just handle it. Well, if the outcome you are driving for is company profit and low staff turnover, best you start paying attention to your own emotions, and change that attitude

Emotional Intelligence is the ability to be aware of, understand, and manage the emotions in yourself and others. There are four main branches involved in emotional intelligence. These are:

• Self –Awareness
• Self-Management
• Social Awareness
• Relationship Management

(Daniel Goleman, 2002)

Research has shown that the best leaders are people with high levels of emotional intelligence (EQ)(Golman, 1996). Studies have also shown that people with high levels of EQ create higher performing teams and generate greater profits (Golman, 1996).

Although there are four branches of EQ, (shown above), in this article I am only going to focus on one aspect of the Self-Awareness trait, and that is Emotional Self Awareness.

Emotional Self Awareness is the ability to understand your own emotional reactions. It is the voice of reason inside your head that can observe your reactions and realize that the emotional state you are in e.g. anger or frustration may not be the best for the particular situation. Developing your own awareness is the first step to gaining control over your emotional states.

Try this exercise as a suggestion to see how aware you are of your emotional states. Set an hourly alarm on your phone or watch to remind you to think about your emotional state during the day. On the hour, stop for a moment and note down your emotion that you are feeling. I would even encourage you to make a note of these emotions in your diary. This activity will bring your awareness inward and allow you to actively think about how you are feeling. Try and describe the emotions in as much detail as possible. For example, instead of just saying “anger”, give some thought to the question of are you feeling slightly ticked off, or are you livid? The varying degrees of emotional states are important to comprehend as they affect our ability to deal with situations.

Once you have been able to recognize these emotions in yourself, the next step is to understand which of them assist you in doing your job and drive towards the best outcome, and which are a hindrance to you. A slight degree of frustration may focus you towards a specific task, while intense anger will just blind you from seeing potential solutions.

Employees are usually very in tune to their manager’s moods. Knowing very well when to stay out of his/her way and when would be a good time to discuss that raise. If you want to ensure that you get the best out of your employees, the first step is knowing how to get the best out of yourself. Understanding your own emotions is key to starting this journey.

So the next time you feel your blood pressure rising and need to engage with members of your staff, take a quick time out. Breathe deeply and think about how you are feeling and if your emotions are going to help the situation. Then either modify your reaction, or suggest that you meet with the person a little later.

I find keeping the concept of having an emotional bank balance with your staff in the back of your mind, a great help. When things are good, and you can motivate and inspire them, you make great deposits into the account. However, one instance of losing your cool can deplete the entire account, making it hard work to get your balance back.

So why not start giving a bit more thought to your own emotions and how you are affecting your own work environment and those around you. I am prepared to bet that the results will speak for themselves. A more in control you and a more profitable and happy team. Create your life.

If you would like to hear more about the benefits of Emotional Intelligence, why not book Kevin for his talk on “The Emotional Advantage – The business benefits of EQ”. More details on

The Dangers of Multitasking

My name is Kevin and I’m a multitasker. I need help. It starting to happen more and more often. I’m sitting eating a bowl of soup and I’m thinking, “I should be checking my email while eating, I’m wasting time.”. I’m on the phone having a conversatimultitasking3on, I open Facebook, then LinkedIn, “yes of course I’m listening to you”, whats happening on Twitter, I should go through the last proposal, got to maximise my time, wonder if I can listen to the latest talk on TED while talking, “yes, I know, that’s terrible, what it’s not? um sorry can you repeat the story.”. If I am not multitasking, I am left with a feeling of panic that I am wasting time, when in reality the opposite is true.

A great example of the ever busy, doing, multi-sensory society we live in is restaurants. Pioneering this fad in the early ninety’s , Sports Cafe’s were the start of this downward trend in human relationships. Come to a restaurant with friends, each table has its own screen, and if you find the conversation boring, well you can zone out and stare at the screen while appearing to be in conversation. Today, you would be hard pressed to find a restaurant without a TV screen. The next time you are in a restaurant, have a look at the amount of people sitting at a table together but either engaged with text messages on their cellphone or staring at a TV screen, while the people in their immediate vicinity are ignored and clearly disengaged from any personal interaction.

In business, the problem is compounded further by the many modes of communication we have available. Phones, cell phones, text messages, numerous email accounts, instant messaging, skype etc. are just a few of these. We have made ourselves so contactable that we don’t have any time to spend with the people who are lucky enough to get hold of us. I have been in management meetings where every single person in the room (except the one speaking) is answering email. I have been the boss who listened with one ear to a team member while continuing an online conversation in order to satisfy both parties. The unfortunate result is neither is satisfied. People know when we do not give them our full attention. In the end our relationships with our colleagues and staff suffer, leading to  further problems for the company down the line. In order to grow people we need to give them our attention. Half the attention will yield half the results.

We are living in a society that encourages multitasking. We are bombarded by messages all around us that tell us we have to do more. Use the tools, maximise your time, communicate and connect, do more with less. The sad fact of the matter is the more we do, the less we experience. Our minds are only capable of a certain bandwidth of experience. So while we might be able to be physically present in a conversation and type a text message at the same time, the reality is we are missing out on being mentally present with the person we are having a conversation with. When it comes down to it, our lives are an accumulation of our experiences. There is nothing more. Even the possessions we collect along the way mean nothing if we cant experience them. By multitasking we are cheating ourselves out of fully experiencing the very things we engage with. Human or inanimate, multitasking removes us from being directly engaged and the full experience.

My suggestion is that we keep a time and place for multitasking. I think a few ground rules would serve us well in this regard and here are my top five suggestions:

  • Try not to multitask when interacting with others. Apart from being rude, it robs you of the experience of the interaction.
  • Remind yourself that the value of time is in your experience during that time, not how much you can get done.
  • In business, focus on the task at hand. Set aside time for email, and messages. Don’t be ruled by interruptions of a digital nature.
  • Set aside a technology free day, once a month or once a week if you can manage. It brings about a sense of reality to the connection chaos.
  • Learn to switch off, and take back control on when to be contactable. This way you will be very present in your interactions without distractions.

I have to check my mail now and answer the phone so good luck with the suggestions. Seriously though, once the panic settles and you decide when to multitask, you will be more effective and engaged than ever before. So take back control. Create your life.