How managers manage team emotions

Every employee will have different emotions. As a manager, how do you deal with these things? Below I have carefully collected for everyone how managers manage the emotions of the team for your reference~

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When an enterprise undergoes rapid transformation, all levels of the enterprise face pressure, but the pressure is also different. The pressure on top managers is to move the company in the right direction. The pressure on middle managers is to lead team members to achieve high performance in rapid transformation and ensure transformation results. The pressure on grassroots employees lies in the need to adapt to rapid changes in the company.

I often hear the voice of middle managers - when the company they work for undergoes rapid transformation, the team they lead is affected, the team atmosphere deteriorates, and the mood of the members is generally low and negative, not to mention The effectiveness of transformation implementation often leaves middle managers feeling at a loss.

Introduce managers how to use the 4A model to manage team emotions. The 4A model is a tool to help managers transform the team's negative emotions into positive emotions. It is divided into 4 steps:

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Aware Recognize Emotions

Recognizing the negative emotions of the team is the first step, because only by identifying the negative emotions of the team can we begin to deal with this negative emotion.

How to identify negative emotions in the team? Managers need to focus on two aspects:

1) Discover changes in the team’s daily behavior. When the mood of a team is affected by rapid transformation, team members' daily work behaviors change. For example, team members are not as active in communicating with managers as before, and the frequency of communication has dropped rapidly; they usually come to work on time, but now they often arrive late and leave early; problems that they could easily deal with before are now very difficult to wait for.

2) Pay attention to the characteristic behaviors of negative emotions. The negative emotions of the team have corresponding characteristic behaviors. There are three main characteristic behaviors: "silence", "complaining" and "shirking". Silence is a very typical manifestation of team negativity, which is not responding to the current situation or problems faced; complaining is another common characteristic behavior. When seeing team problems, they always complain instead of actively solving them. ; Shift. When the team faces a problem, everyone will find various reasons to shirk it instead of taking the initiative to take responsibility. These three characteristic behaviors often manifest themselves through team meetings.

Accept emotions

Accepting employees’ emotions instead of suppressing them is the second step in team emotional management. As managers, we need to accept the negative emotions generated by our team members and understand them instead of suppressing their emotions.

It is normal for employees to have negative emotions when facing rapid changes in the organization. From a human perspective, few people like change, because change means risk and means paying more but not doing so. There may not be any reward. When experiencing rapid transformation, the mentality and emotions of team members tend to go through 4 stages:

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1) Unwilling to face it, when the organizational transformation begins, the team will easily Developing an ostrich mentality, unwilling to face this change, and still working in the old way will naturally lead to a decline in organizational performance;

　2) Resistance, when organizational transformation continues to advance, has become an established fact, and may When the interests of team members are jeopardized, they are likely to begin to resist, and organizational performance is likely to hit a low point;

3) Refocus, when individuals can no longer prevent the transformation, team members begin to accept and refocus Focus on work, and organizational performance begins to improve;

4) Give full play to abilities. When the improvement of organizational performance allows team members to see positive results, it will have a positive impact on the team, and everyone begins to exert their abilities. In this way and improved organizational performance.

Only by accepting the negative emotions of team members can team members feel that managers understand them, and can they accept your help to quickly adjust their emotions, go through the first two stages as soon as possible, and quickly enter refocusing and ability to perform.

Aware analysis of emotions

The key to analyzing employees’ emotions is to analyze the source of employees’ negative emotions. When an organization undergoes rapid transformation, grassroots employees are particularly likely to develop three negative mentalities due to misalignment between senior management and grassroots, and the delay in conveying key information in a timely manner:

1) Victim mentality , I was innocently involved in the transformation of the organization. It was not me who caused all the problems in the organization, but I was asked to bear the consequences of these problems;

2) Bad guy mentality, the company’s senior management had various aspects in the past Stupid decisions have caused all kinds of problems. What kind of rapid transformation are we starting now? It will only bring more problems;

　3) The mentality of a helpless person. As a small employee at the grassroots level, I speak lightly. There was nothing I could do about the rapid changes in the organization.

These three negative mentalities will not only cause negative emotions among employees, but are also more likely to be contagious through daily communication among employees. Once these three negative mentalities spread to the entire team, the team's atmosphere and morale will be severely damaged, thereby affecting the team's performance.

Aware Adjust Emotions

Once we understand the source of employees’ negative emotions, we can find ways to adjust employees’ negative emotional states into positive emotional states.

When adjusting employee emotions, the following four points are crucial for managers to achieve their goals:

1) Maintain timely, two-way, and candid communication. As we mentioned earlier, the reason why employees are prone to the three negative mentalities of victim, villain, and helpless is related to the inability to obtain timely information about organizational changes and the lack of opportunities to express their concerns. Therefore, as a middle-level manager, you need to understand and convey the latest information on organizational changes to employees in a timely manner. In the process of conveying information, you must be frank and not secretive. The more secretive you are, the more likely it is for employees to misunderstand. In addition, middle managers also need to understand the issues that employees are concerned about and give them opportunities to express themselves. When necessary, issues of concern to employees should be communicated to the company's senior management to ensure that information is shared in a timely manner from bottom to top.

2) Push the team to focus on "goals" rather than "past". When employees have the three negative mentalities of victim, villain, and helpless, they are actually focusing on the "past", but the "past" has passed. Too much focus on this will make everyone fall into negative emotions. As a manager, you should lead the team to actively focus on the goals, that is, accept the current status quo and discuss together how to achieve the team's new goals through our current efforts. This can help the team redirect their energy and focus towards the positive. Produce a positive emotional state.

3) Use the two methods of "self-reflection" and "empathy" to help employees change their mentality. "Self-reflection" and "empathy" are very powerful tools for adjusting emotions and mentality. "Self-reflection" does not force the team to think about what went wrong with itself, but guides the team to think about the negative impact of the current negative emotions on the team itself, making team members aware of the adverse consequences of indulging in negative emotions; "empathy" It refers to combining the current internal and external environmental changes to guide the team to think from the perspective of managers, helping the team to better understand and accept the company's various adjustments, so that team members can have a calmer mood and mentality, and gradually begin to face it positively.

4) Use the positive influence of the "opinion leaders" in the team. "Opinion leaders" in the team refer to those employees who are promising in the team and have influence on other team members. The emotional state of the entire team will be greatly affected by opinion leaders. When a team falls into negative emotions, if managers can first mobilize the positive emotions of these opinion leaders and then let them influence other members, they can help the entire team adjust to a positive emotional state.

In the next few years or even more than ten years, "change" will become the main theme that enterprises need to adapt to in order to survive. As a manager, only by mastering certain team emotion management skills can we adapt to organizational changes, and then Seize opportunities in organizational changes and lead the team to grow with the company.