Leading through Emotions

Leading yourself

Leadership is so much more than just guiding other people and dealing out tasks. It really

involves leading yourself, especially when you have anxiety (Camp, 2012). An effective leader has to be aware of their own emotional state and keep from projecting their anxieties on to the group. When leaders are emotionally stable they can create a trusting environment where those they lead feel safe and focused on the shared vision.

The self differentiated leader

Someone who is a self differentiated leader can help set the tone for everyone that operates underneath them. When they operate with resiliency and adaptability, others around them will also want to and strive do the same.

False stability

Emotional triangles may seem like a stable situation temporarily when two people use a third to reduce anxiety, but really they can drive dysfunction and distrust. They cause teams to get stuck and drive more anxiety (Camp, 2012).These triangles must be addressed so that focus can remain on the actual issues rather than relationship problems. It is the job of the leader to identify these triangles and help bring safety and trust back to the team.

Change is coming

When introducing a big change it is important to be aware that sabotage may occur... Sabotage is really a natural reaction to change and is less about someone wanting to cause harm. This is really from the anxiety that people feel due to change and transition. Good leaders see it is a signal to strengthen communication and vision and help put aside fears (Camp, 2012).

The Conversations are Crucial

Crucial Conversations are important for driving change, especially in emotional situations. Following the Crucial Conversations process can help keep focus and promote productivity (Grenny et al., 2021).

Get unstuck: identify and address hidden issues preventing progress

Start with heart: focus on intentions and what really matters

Learn to Look: recognize when emotions are rising and there is avoidance/silence

Make it safe: Make sure the space is safe for everyone to discuss their thoughts

STATE my path: Share facts, tell yours tory and invite others to do the same

Explore other paths: Give other perspectives a chance

Move to action: Make sure everyone agrees on how to move forward

Both strategies offer great advantages to be able to achieve change results. They complement each other. The differentiated leadership provides and emotional foundation while Crucial Conversations gives practical ways to have the hard conversations that can otherwise paralyze progress.

For my change strategy to implement my innovation plan I would like to start with Crucial Conversations and then work on developing my own skills in differentiated leadership. This will help with immediate and long term issues.

Resources

Camp, J. (2012, February 10). Friedman's theory of differentiated leadership made simple [Video]. YouTube. Retrieved from https://youtu.be/ixEI4_2Xivw

Grenny, J., McMillan, Patterson, K., R., Switzler, A., & Gregory, E. (2021). Crucial conversations: Tools for talking when stakes are high (3rd ed.). McGraw-Hill Education.