You're navigating a Culture Change. How does emotional intelligence impact your professional relationships?

Navigating a culture change can be a challenging experience, and emotional intelligence (EI) plays a vital role in how effectively you manage this transition. Emotional intelligence begins with self-awareness, which is crucial when adapting to new environments. By understanding your own emotions and how they influence your actions and decisions, you can approach change with greater confidence and composure. Self-awareness allows you to recognise emotional triggers and adjust your responses accordingly, ensuring that your reactions help build positive relationships rather than creating friction.

Entenda que Inteligência Emocional é diferente de Inteligência Comportamental. Na Inteligência Emocional precisamos considerar nossas cren?as, valores e o que somos internamente. Na Inteligência Comportamental levamos em conta como nos posicionamos e agimos quando diante de outras pessoas em situa??es onde precisamos tomar decis?es. Use sua sua Inteligência Emocional para moldar sua Inteligência Comportamental.

Emotional intelligence (EI) plays a crucial role in navigating culture change, as it helps you understand and manage your emotions, while also being sensitive to the emotions of others. High EI allows you to empathize with colleagues' concerns, communicate effectively, and handle resistance with patience and tact, which strengthens professional relationships during times of change. For example, if a colleague feels anxious about the new culture, instead of dismissing their concerns, use active listening and empathy to acknowledge their feelings. By offering support and addressing their worries thoughtfully, you build trust and foster a positive, collaborative environment during the transition.

Emotional intelligence (EI) is critical during culture change as it enhances communication, trust, and adaptability. Leaders can develop EI in their teams by encouraging self-awareness through regular feedback, fostering open communication in safe spaces for discussing emotions, and promoting empathy via group discussions on diverse perspectives. Offering EI training and modeling transparency and emotional resilience in leadership are also key. By reinforcing these behaviors, leaders create a supportive environment that boosts morale, collaboration, and performance during transitions.

A inteligência emocional é crucial durante uma mudan?a de cultura, pois permite que o profissional compreenda melhor as rea??es dos colegas e lide de forma eficaz com suas preocupa??es. Ao demonstrar empatia e ouvir ativamente, ele constrói confian?a e facilita o engajamento. Além disso, gerenciar suas próprias emo??es ajuda a manter o foco em solu??es, mesmo em situa??es desafiadoras. Essa habilidade fortalece os relacionamentos e promove uma colabora??o mais saudável ao longo do processo de mudan?a.

Active listening is crucial to emotional intelligence and to navigating culture change. If we do not listen, we do not hear. If we do not hear, we do not learn. If we do not learn, we cannot understand. In addition to our own hearing, we must also do what we can to ensure all parties listen, hear, learn, and understand. Building active listening by all parties may result in culture change that is unifying rather than divisive.

Coacharya's LASIE process supports active listening using frameworks of Rosenberg's Non-Violent Communication and Grove's Clean Language. Use this process to 1. Listen and observe verbal and non-verbal expressions non-judgmentally, objectively, curiously, empathetically and generatively 2. Acknowledge appreciatively and respectfully the fact speaker has been heard. 3. Share what you sense and emotionally feel in an empathetic and respectful manner, reframing as needed to create awareness 4. Inquire first and then explore as needed cognitively, emotionally and sensorily addressing the client holistically. This process creates a safe and trusted space in which emotionally bonded relationships can be established successfully.

Navigating a culture change requires emotional intelligence (EQ) to maintain and strengthen professional relationships. Emotional intelligence helps you recognize and manage your own emotions while understanding and responding to the emotions of others. In this context, empathy, a key component of EQ, becomes essential. By showing empathy, you can better understand your colleagues' perspectives, concerns, and needs during times of change, fostering trust and collaboration. Empathy enables you to navigate diverse viewpoints and emotions, building stronger, more inclusive relationships where everyone feels heard and valued. This emotional insight leads to more effective communication and smoother transitions during the culture shift.

Empathy is key! - recognize that change can be hard for everyone - step into the shoes of others to understand how they are really feeling (not just looking at the surface where through potential fear, everything seems fine) - communicate effectively… due to our natural negative bias, our go to may be to think the worst, so ensure you are communicating clearly and regularly. Fill in any gaps where assumptions can be made by others - include others in the discussions, so stopping yourself make assumptions too. To empathize you need to notice how others may be feeling and support this in anyway you can. Change is inevitable, but how it is managed makes the difference.

Hace 13 a?os, cuando fundé el Grupo IMm, uno de los grandes retos era generar empatía para promover el proceso de cambio. Fue entonces cuando decidí incorporar la técnica del teatro, convirtiéndose en ADN el "TEATRO DE EMPRESA". A través esta técnica conseguimos que las personas se vean reflejadas en la situación que se está cambiando y les damos la solución para que vean el efecto que produce cuando se cambia la forma de hacer las cosas. En una sola sesión vemos como a través de los actores, el público se conecta y comprende "el porqué" "El para qué" y el "Cómo" de esta nueva forma de hacer. La herramienta: Teatro de empresa . La fórmula, "el efecto peluca" que no nos falla. La empatía también necesita disrupción.

Managing emotions during cultural change is essential for maintaining stability and focus. A professional who controls their reactions to uncertainty and pressure can make more rational and effective decisions. By identifying emotional triggers and working to reduce them, they avoid unnecessary conflicts and keep the work environment more productive. This emotional self-management also inspires confidence in the team, promoting a smoother and more collaborative transition.

Understanding and managing one's emotions in an emotionally stressful situation is challenging and crucial. To achieve this 1. Centre yourself by deep box breathing for a few minutes and if possible, meditate before actively entering the discussion space. 2, Look within yourself as you experience the expressions of others as to what you sense within your body. This sensory energy awareness of the body allows you to understand your emotional state a fe milliseconds ahead of your brain. If you are angry you will tense. 3. When you are aware of what you sense and you're able to label the emotion, think of when you have been in control, and anchor yourself in that space. I teach people this process to be emotionally intelligent.

Influir es un tema clave, para los líderes transformadores. Sin embargo, últimamente estoy viendo que existe alguna confusión entre influir y manipular y son dos conceptos diferentes. - Influir es inspirar y motivar. Se basa en el respeto y la confianza. - Manipular, implica controlar a los demás en beneficio propio. La influencia nos va ayudar a generar un entorno de Inteligencia Emocional Colectiva (David Coleman). La inteligencia emocional colectiva positiva (IEC) es fundamental para que los equipos gestionen sus emociones, de manera constructiva y colaboren en situación de cambio. En un proceso de gestión cultural se necesita líderes que generen entornos de inteligencia emocional colectiva positiva para impulsar el proceso de cambio.

To successfully lead a Culture change within your Organisation begins with consulting and listening to the Feedback, Fears and Concerns of the Staff, and this requires a Leader who cares for his/her People. For the Leader to care, he/she should be able to put himself/herself in the Shoes of the Staff and understand their Concerns. With this understanding, he/she should come-up with Ways to manage and address those Concerns in an honest and transparent manner for Trust to be created. Once there is trust, he/she can influence Staff on the Benefits of the proposed Changes and the Opportunities for development, and then persuade them to support the Changes. The ability to connect emotionally with Staff is the determinant for success.

Learning how to understand and manage one's emotions is the first step in emotional intelligence before one practises EI in a societal relationship. The process I outlined as an answer to an earlier question on managing emotions can be practised, especially of learning to anchor oneself in a space of emotional control. This can be used as a kinesthetic anchor by keeping two fingers together pressed hard. This process needs to be used in different situations such as when in an argument, or facing a person one is afraid of or giving developmental feedback to someone one likes. Repeated practice and observing one's experience and reflecting upon it helps one to anchor an emotional managment behaviour and adapt it as needed in situations .

En mi opinión, la inteligencia emocional no es un aprendizaje teórico, sino un entrenamiento diario y constante. Saber la teoría es importante, pero el verdadero reto está en aplicarla. A menudo, sientes que tienes todo bajo control y... surge una situación que pone a prueba tu autocontrol, lo cual es aún más complicado en un proceso de cambio, donde el estrés y las emociones están a flor de piel. Hacer una "pausa consciente", "respirar" "tomar agua" y "reflexionar" es esencial. A veces, después de esa reflexión, es necesario pedir PERDóN, algo que ocurre pocas veces y que debemos aprender a hacer. Una herramienta poderosa y no muy utilizada es la humildad. La humildad nos ayuda reconocer que, aunque seamos líderes, tenemos limitaciones.