For many decades managers viewed emotions as noise that disrupted the rational functioning of organizations, viewing them as irrelevant and ignoring them. But in fact, watching the action of the great managers, they excite us, ignite our inspiration, our motivation, our enthusiasm in achieving the goals. When we try to explain why it is effective, we talk about strategy, vision, innovative ideas, but once again we are wrong, the reality is very basic – the effectiveness of management is in the emotion. In everything that leaders do, success depends on how they do it.
Modern management resulting from a global state, subject to a volatility and speed never once observed, makes it difficult to create long-term relationships between the manager and his team. The dynamics and flexibility of the organic structure never in the past knew the need for this constant change in the process of responding to the organization’s projects. Added to the difficulty is that, because the project manager is not typically the “ad eternum” manager of the developer, the positive energy emanated may not have the same effect and receptivity, thus lacking intelligent emotional management.
It assumes in this way the project manager a fundamental role of leadership in the conduction of the project teams through the ability to influence the behavior of the people, acting objectively and directly on the subordinate’s emotion, suggesting a certain behavior, potentiating positive feelings, creating resonance, Increasing the feeling of empathy and alignment, releasing what is best in people, intelligently leading their emotions towards the achievement of project goals.
If the project team’s emotions are routed in an environment of enthusiasm, performance translates into passion for achievement, if the project team is routed in a toxic and aggressive environment, it creates demotivation, misalignment translating into a poisoned working environment for rancor, anxiety and paralysis.
Scientific studies have shown that optimistic, enthusiastic, empathic managers are more likely to retain employees, functioning as emotional magnets in which people tend to gravitate around them, while those who are dominated by negative and aggressive states of mind typically repel all those who approach. It is observed that the percentage of working time during which people feel positive emotions is one of the best indicators of the degree of satisfaction and consequent indicator of the probability of the employees leaving the company.
If, on the one hand, each human being is in the majority of perspectives someone always exposed in an open system, depending heavily on external sources to regulate himself, having the basis of his emotional stability anchored in relations with other people, on the other hand, No bird can fly with one wing … Talented forms of management only occur when the head and heart are joined – the feeling and the thought. These are the two wings that make it possible for leadership to take place.
Leadership and assertiveness in an environment of positive emotion are endowed with above-average effectiveness, capable of realizing the miracle of productivity and commitment, constituting a true resonant magnet between the members of a team and its manager. Emotional intelligence therefore has a prominent place in the tool bag of any intelligent manager.
Recall Albert Einestein’s phrase: “We must be careful that we do not make the God our intellect. It’s true that it has powerful muscles, but it has no personality”.
By Leandro Pereira,
in RH Magazine Edition, May of 2012