Having a shared purpose<\/strong>.<\/p>\n<\/li>\n<\/ul>\n

Humans are hard-wired for connection. We are also triggered by internal or external sources — some conscious and others subconscious, many times during the day.\u00a0<\/p>\n

Self-leadership is therefore essential for the workplace of the future. Through our interactions and the development of any company’s culture, we all contribute to the development of these unwritten norms \u2013 and we should ensure it is positive.\u00a0<\/p>\n

Leaders \u2013 how are you showing up for your teams?<\/strong><\/p>\n

Since you are the group’s most powerful individual, your teams will pay close attention to everything you say and do.<\/p>\n

For team members to excel, be challenged, and feel like they have a purpose in their job, leaders must foster an environment and culture that allows them to bring their best self to the table. Leaders must constantly remember that the way you lead, the things you do and say, affect how others feel on the inside.<\/p>\n

As we enter year three of the pandemic and confront global difficulties that force us to live in a state of uncertainty, empathy in the workplace is now taking on a new level of significance and necessity.<\/p>\n

EQ becomes crucial. What do you say when a co-worker has missed a deadline three times in a row in the past week? What should you do if the team feels unmotivated because you decided to go back to the office full-time? Or when they are waiting for someone else to act rather than taking responsibility for improving a client’s situation. On the other hand, do you acknowledge the team’s modest gains and not just focus on the big stuff?\u00a0<\/p>\n

One of my favourite quotes is Viktor Frankl\u2019s words \u201cBetween stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom<\/em>.\u201d This is sometimes easier said than done.<\/p>\n

So, instead of reacting to a certain moment or heated argument, what should you do?<\/p>\n

Take a pause.<\/strong>\u00a0Never underestimate the impact of taking a few deep breaths to slow down your heartbeat and be able to evaluate what is happening and what will be the best way to respond to this situation.<\/p>\n

Be aware of the 4 F\u2019s.<\/strong>\u00a0When you are trigged, you are in\u00a0f<\/strong>ight,\u00a0f<\/strong>light,\u00a0f<\/strong>reeze or\u00a0f<\/strong>awn state. A chemical reaction results in our neocortex (thriving, problem-solving part of the brain) to not functioning optimally. Instead of allowing an unconscious habit to drive your reaction, reactivate the neocortex and be mindful in choosing how you want to respond. To reactivate your neocortex, ask yourself a question (such as:\u00a0What is the real issue for me? What might support a different explanation? What if this was someone else behaving in this way? What is my behaviour communicating?<\/em>\u00a0) to notice what is really going on in the moment?\u00a0<\/p>\n

Name the emotion.<\/strong>\u00a0It is helpful to be able to name the emotion you are experiencing and consider what is the emotion trying to tell you. Instead of being angry, perhaps you are disappointed with how your idea wasn\u2019t taken despite you being verbally told that your idea was the best idea?<\/p>\n

Reframe your thinking.<\/strong>\u00a0We often jump to a conclusion and easily take things personally. Reframe your thinking by considering what other possible reasons may be for the person to act the way they are behaving. A level of self-awareness is also hugely beneficial. For example: \u2018What is my role in this scenario. How have my behaviour\u00a0impacted the other person’s view \u2013 without being aware of it<\/em>?\u2019<\/p>\n

Tactfully share what you are experiencing.<\/strong>\u00a0Remember, an experience is made up of four elements \u2013 what am I observing, thinking, feeling and wanting. \u00a0When sharing your experience, a good start is to start with the \u201cI\u201d. For example, when the project’s team leader did not schedule sufficient time on the agenda: \u201cI noticed that this is the third time that we didn\u2019t have sufficient time allocated to the brainstorming topic. I feel disappointed that my idea wasn\u2019t heard after the request to make the research a priority. \u00a0How can we ensure we have sufficient time allocated to this agenda-point moving forward?<\/em><\/p>\n

Remain curious.<\/strong>\u00a0Ask questions to truly understand the other person\u2019s perspective.\u00a0 Help me understand why do you want to achieve XYZ? What is the real issue for you? If you choose X what are you saying no to? \u00a0\u00a0<\/p>\n

The sweet spot for raising EQ awareness in teams<\/strong><\/p>\n

It is when\u2026<\/p>\n