Did you aware that emotional emotions can be passed on to others? Emotions like anxiety and terror may spread quickly from one person to another, "infecting" an entire group, according to psychologists.
As these emotional "viruses" spread throughout the workplace, they endanger employees' mental health as well as the company's creativity and production. Furthermore, leaders in the workplace are more likely than others to spread emotional infections.
The sense of dread is growing. You may be wondering how you may help stop the spread of anxiety and fear as it grows.
After all, you're a visionary leader. You wish to help out your teammates. And you're well aware that you can influence how far and how deep these contagious feelings spread.
You want to be a part of a culture that encourages resiliency. Avoid frequent blunders when you consider how you may assist in reducing the stress and anxiety that is spreading throughout your company. No matter how good your intentions are, these blunders can derail your efforts.
Mistake#1: Failing to Recognize and Manage Your Fears
You are not immune to negative feelings stemming from the blazing uncertainty and ambiguity, regardless of your title or position. You have no idea what to expect in the coming months.
Will you be working from home or from an office? Will your children attend school or will they stay at home? What will the economy look like in the next months? Recognize the indicators of worst-case thinking early on as you confront the future.
You're familiar with the scenario. You become hyper-aware of how your current situation may result in unpleasant, if not catastrophic, consequences. You become panicked because you believe you won't be able to cope.
If you don't notice it early and fix it, the all-too-common vicious cycle will only get worse.
Even as a leader, you are vulnerable to the same concerns and anxieties as your team members. And you won't be able to help others if you can't deal with your own problems.
Mistake #2: Ignoring Spiraling Anxiety Symptoms
Once you've mastered your emotional condition, you'll be able to assist others in your team. However, before you can aid, you must first recognise the team members' symptoms.
To begin, pay attention to the physical indicators of tension and worry, such as a furrowed forehead or clinched fists or teeth.
Distress can be indicated by behaviours such as a lack of participation in conversations and meetings, as well as a decrease in productivity.
Pay attention to the themes that come up in their chats. Observe, for example, whether team members who are usually amusing lose their sense of humour. Pay attention to frequent statements of pessimism and hopelessness, as well as a lack of concentration.
In the early phases of anxiety-related emotional contagion, you can be especially helpful. Ignoring the warning indicators will not solve the problem.
Mistake#3: Attempting to Solve Their Issues
While the temptation to give advise may be strong, reject it. Your coworkers may or may not want or want your assistance in resolving their issues.
Observe their cues rather than proposing what you think they should do. Also, ask them questions to assist them figure out how to cope.
For instance, you could say something like this: "You appear to be depressed, John. What are your current feelings about your job?"
Pay attention to their responses and give them your support.
Assume John says something along these lines: "Yes, I'm in a bad mood right now. I'm agitated and unable to concentrate."
Instead of telling him to relax or take a break, accept his sentiments. Also, ask him questions that will help him discover his skills.
You may respond anything along the lines of, "I see your point. Right now, life and work are both difficult."
Then inquire as to if he has previously experienced these feelings and how he dealt with them.
The goal is to assist him in reflecting on his successful handling of earlier challenges. He may recognise that the qualities that helped him in the past can help him get through current difficult times.
Mistake #4: Underestimating or dismissing your concerns
The biggest error you can do is to minimise or ignore the importance of a team member's feelings.
"John, cheer up," you should never say. Right now, life isn't too horrible." "I believe you are exaggerating."
Similarly, don't skip over the emotions by focusing on your own feelings and experiences.
Never say something like this: "John, I understand what you're saying. Right now, I'm dealing with some huge obstacles. Let me to tell you about my difficulties."
When your colleagues or team is overwhelmed by anxiety, don't underestimate your abilities to intervene. Remember how simple it is to fall into the poor behaviours of would-be helpers while you develop your strategy. Make an effort to improve your self-awareness. You can avoid typical blunders by gaining insight into how you deal with individuals who are distressed. By intervening in the spread of anxiety and dread, you can provide outstanding service to your colleagues, team, and company.
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