The Impact of Emotional Management on Managers - Recent Research Findings

1 in 3 Managers Fail to Manage Under Stress, Resulting in Failure of the Teams They Manage

The latest research byVitalsmartsshows that when people are under pressure, the success of teams can only be as good as the strength of their managers in this regard.

The latest research conducted by VitalSmarts, one of the training companies in the US "Top 20" list, which we represent in Turkey, shows that whether or not a manager has the ability to communicate under stress directly affects team performance.

In particular, managers who shut down or lose their temper under pressure have lower morale and are more likely to fail to meet deadlines, budgets, quality and performance standards.

Moreover, these teams behave in ways that alienate customers. And unfortunately, many teams fall victim to short-tempered managers instead of managing the situation appropriately. According to a survey of 1334 people, at least 1 in 3 managers do not manage high stakes and high pressure situations.

Especially these managers under stress;

• 53% are narrow-minded and controlling instead of open-minded and eager to understand.
• 45% are more irritable and emotional, rather than cool and controlled.
• 45% tend to ignore or reject instead of trying to listen and understand.
• 43% are angry and heated instead of calm and collected.
• 37% are procrastinating or evasive, rather than direct and open.
• 30% of the time, instead of being sincere and honest, they become sneaky and deceitful.

This erosion in the leadership qualities of managers not only affects companies' key success metrics, but also has a similarly significant domino effect on the staff who report to the manager. The research shows that teams led by short-tempered managers likewise fail to manage stress.

These teams

• 62% more likely to quit than teams led by people who are able to dialog under stress.
• 56% more likely to become withdrawn and disengaged.
• 49% less likely to take their work forward.
• 47% more likely to be frustrated and bored.
• They are 40% more likely to complain.

David Maxfield, Head of Research atVitalSmarts, says that this study points to how effective the communication style of leaders is.

"No one lives in isolation from their surroundings. Our behavior under pressure has enormous power to tip the scales for good or bad. When we behave badly, we not only hurt other people's egos or feelings, we negatively affect their ability to perform.

Joseph Grenny,Maxfield's close colleague and co-author of the best-selling book Crucial Conversation, also highlights the role this plays in society. "Leaders need to recognize their influence on other people everywhere, not just in business, but in politics, society and social life. Those who follow leaders not only mirror their bad communication habits, but also behave in a way that undermines results.

The study also highlights an opportunity for positive change. Teams of managers who manage to stay in dialog despite external pressures perform much better. Managers who communicate well in such high-stakes and high-pressure situations - cool, collected, sincere, keen to understand, direct and willing to listen - not only make their teams happier but also more engaged.

Some of the characteristics of teams led by managers who communicate well;

• They meet quality standards 56% more than the teams of managers who are unable to dialog.
• 56% more likely to treat customers favorably
• 47% more likely to meet deadlines.
• 47% more likely to have high morale.
• They are 34% more likely to improve workplace safety.
• They are 25% more likely to adhere to budget

Contrary to popular belief, a manager's ability or inability to communicate in stressful and high-stakes situations has nothing to do with age or gender. None of these factors are related to dialogue skills and behavior under stress. And the researchers say this is a key finding.

" Our ability to stay engaged in dialog when the stakes are high does not depend on genetic or innate factors," saysMaxfield. "Anyone can learn and adapt these skills, not only to be more effective and efficient as an individual, but also to lead a team to success.

Grenny and Maxfield share a couple of tips that managers can use to improve their style under stress and get better results from the people they manage:

1.Talk Now

When we sense stress and pressure, most of us think about the risks of speaking up and decide not to do so, no matter what the outcome. People who are successful in dialogue don't first think about the risks of talking, they think about the risks of not talking. If they don't talk about it immediately and occasionally, they realize that they are choosing to make the situation worse.

2. Question your story

When we feel threatened or stressed, we magnify our negative feelings by writing ourselves stories of victimization, villainy or helplessness. Instead of taking control of our emotions by questioning our stories, with villain stories we exaggerate other people's negative traits, with victim stories we become innocent victims with no role in the problem. And in stories of helplessness we rationalize our overreaction or inaction by saying "there is nothing I can do".

3.Create a safe environment:

When communicating under pressure, the emotions you feel are likely to hijack your positive intentions. As a result, people either become defensive or withdraw because of your harsh attitude. The reason why people become defensive with you has less to do with the content of what you say to them and more to do with the intentions they think are behind what you say. So, when you are stressed, share your positive intention first. If others feel safe with you, they will be much more open with you.

4. Start with the facts:

Our brains often don't work very well when the stakes are high. In order to maximize our cognitive efficiency, we humans are more inclined to store in our memory the emotions and consequences that occur, rather than the facts that create the emotions and consequences. Before taking action in the face of any stress, gather the real data on the issue. Collect the basic information that makes you think or feel and think through it. Use this factual information to connect with your own emotions or to help others understand the severity of your reaction.

About VitalSmarts: Named one of the Top 20 Training Companies in America, VitalSmarts is the author ofCrucial Conversations®, Crucial Accountability®, Getting Things Done®, and Influencer Training®, as well as the New York Times bestseller of the same name.

VitalSmarts has consulted 350 Fortune 500 companies and trained more than 3 million people worldwide.Success Programme is the only authorized representative in Turkey .

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