How can you use emotional intelligence to handle office power dynamics?

Beyond just introspection, seeking external feedback provides an unbiased mirror to our emotional landscape. By understanding our triggers and emotional tendencies, we not only enhance our decision-making prowess but also foster a more harmonious workspace. Remember, the first person you lead every day is yourself. Before influencing others, ensure you're navigating your own emotional terrain with finesse. Tools like journaling or emotional reflection exercises can be invaluable aids in this journey.

In my experience I found that confrontation is not effective in the long run. In business a good understanding of emotional intelligence would be expressed through consultation with the other person or group over confrontation. Consulting with the other party in a respectful manner will produce more positive growth than a confrontation. Negative quick triggered reactions can fragment a company and breakdown future communications. When a matter goes wrong emotionally at work learn from it and do better the next time around. High emotions are great for a sales rally filled with positivity but when correcting someone at work in a belittling way this will have a bad impact on an organization possibly creating future fear instead of progress.

Assessing our own emotions requires emotional self-awareness; however, that is only the first step. Once we’re aware of our emotions, it’s important to manage them. This includes emotional self-control, adaptability, and a positive outlook. Emotional self-control is not about suppressing feelings but understanding and regulating them to respond to situations calmly and thoughtfully. Adaptability is about being flexible in your approach to challenges, thinking on your feet, and being willing to change course when necessary. A positive outlook doesn't imply ignoring problems but facing them with the belief that solutions are possible and things will improve. All of these are important EQ dimensions to strengthen.

This subject is close to my heart. I've been working for a long time at large political company. Along the way I needed to make sure I controlled my emotions as much as possible. You can imagine every office politics out there. My advice would be to survey the people that cause you unrest and try to diffuse that before any meeting with them.

My beloved Master frequently says that our body is an engineering & technological marvel. The way our breath behaves and our ability to ground ourselves using it helps us to further exhibit emotions intelligently. This has to be learnt and practiced under guidance as faking it will lead to disaster in the long run.

I had many encounters where I knew I was right - from an objective standpoint based on facts - but you know what? It does not always matter. When dealing with people it's not a matter of who is right - it's a matter to make them feel okay with it. So put yourself in their shoes - how would they feel if I did X or Y? why would they feel that? Try answering these questions and you'll be surprised with the results.

While we will attentively and honestly listen and feel emotions, we should work towards separating emotions from facts. First acknowledge the emotion, address it, and then quickly move to facts and solution. (the What, the Why and the How) Once the solution has been agreed upon, check if it will make them feel better.

Empathy is the compass that guides effective leadership. Truly "hearing" someone—beyond just their words—creates an environment of trust and understanding. It's not about being a mind reader, but a heart listener. When we acknowledge and validate others' feelings, we not only foster deeper connections but also pave the way for more collaborative outcomes. One might consider the practice of "reflective listening" as a tool: reiterating what's shared, ensuring both clarity and showing genuine interest in another's perspective. When we tap into this empathetic reservoir, we don't just understand others, we empower them.

Empathy is the key here. Whoever we meet is walking with a learning for us. We should not be tricked to believe that we are here to provide a solution but should be trained to understand that others are planted in our life for a reason. They are fellow travelers in this journey called life. Thus, we should be grateful to practice empathy in our communication so that the interactions yield useful returns.

Empathy is crucial in understanding the emotions and perspectives of your colleagues who are also part of these dynamics. Put yourself in their shoes. Listen actively & respond empathetically to foster trust and rapport. Develop strong interpersonal skills that transcend power hierarchies. Communication, conflict resolution, & negotiation should be your toolkit for constructively addressing power-related issues. Employ diplomacy & tact to navigate sensitive situations. Recognize the emotional triggers that often accompany, such as the fear of losing control or being undervalued. Be attuned to these triggers in both yourself & others. Employ strategies to manage triggers effectively, like deep breathing or taking a moment for introspection.

In my experience it’s important to share how you feel with your leader, appreciate what he/she has done for you, at the same time tell him/her of few examples where such actions hurt your feelings Ask for help to improve. Work on those improvements objectively. Still if you fail, you need to go to the next level.

I train our workforce to call out exclusionary behavior in real-time and manage emotions using "Selective Vulnerability." This allows employees to empower themselves using tools to address conflict, resolve issues and minimize damaging relationships and/or resentment. It also helps to resolve the conflict by requiring mutual respect and agreement.

Maintaining one's composure during disagreements is a strength, revealing maturity and a mastery over one's emotions. The emphasis on the problem, not the person, is the essence of solution-focused dialogue. Embracing diverse viewpoints isn't just about preventing discord; it's about harnessing collective brilliance. Leaders might consider the "interest-based negotiation" technique, where understanding underlying interests leads to more holistic solutions, turning conflict into collaboration.

The Nonviolent Communication model (NVC or Compassionate Communication) is a powerful tool for creating self awareness about your own emotions and managing conflicts constructively. This model supports individuals to focus on determining their observations, feelings, needs, and requests in the face of conflict, rather than spiralling into judgments and labels, reactivity, blame and demands.

No matter if you are a subcontractor or working full time (or even part time) burning the bridges is just not good strategy. Especially if you're in for the long haul - you never know where that conflict my return back to you. Try to resolve the issue in the most win-win way possible - or at least minimize the lost for you and your counter part

The magic lies in the balance—being genuine in your intent, clear in your communication, and consistent in your actions. Recognizing and appreciating the value others bring isn't mere flattery; it's the bedrock of a nurturing environment. A recommended technique is the "positive reinforcement loop", where timely feedback fosters continuous improvement. True leaders don't just amass followers; they cultivate future leaders.

One of the simplest and most profound definitions of leadership that I have come across is "Leadership is influence". And then there are the good, bad and ugly of leadership. Influencing in a positive way is key to excellent leadership at any level, and probably the best weapon to handle office power dynamics. My studies have shown that there are seven behaviours one can rely upon to exert this positive influence. 1. Demonstrating Conceptual Skills 2. Empowerment 3. Emotional Healing 4. Putting Others First 5. Behaving Ethically 6. Helping others grow and succeed 7. Creating Value for Community. My studies and field implementation of the 3-7-10 model (of which the 7 part is described above), has established the efficacy of these behaviours

Executive leaders should be inclusive leaders who provide a safe space for their leaders to be heard, valued, and respected. I think this will serve them well when it is time to inspire and influence teams to follow their vision. This can make it easier for them to support you and work hard to meet their goals.

Positive reinforcement is a powerful tool that anyone can use to inspire their colleagues. By publicly acknowledging the achievements and significant contributions of each team member, you send a clear message of appreciation and motivation. This not only boosts the self-esteem of those who are praised, but also encourages others to strive even harder to achieve exceptional results. A culture of recognition is a potent catalyst for productivity and collaboration within the group.

The best way to influence is by mere presence. More than words, our actions exhibit emotional intelligence. I personally believe and practice that one cannot be a leader in all situations. Enabling others to take a lead in areas that they are good at has helped a lot in building trust in my organization. This also sends a subtle message (practical feedback) that if you are good at, you will never be overlooked.

Self-awareness and awareness of others' emotions is the first step in the progression. Once there is a solid foundation there, I would recommend that your boundaries be reviewed. Too many times I have witnessed office power dynamics become or stay unstable because an executive could not set the appropriate boundaries with themselves, others, and with work in general. By setting boundaries in your organization and even within your emotions (with your reactions to them) your ability to lead, influence others positively, and constructively move through an obstacle is amplified. Remember that while you are on this journey you may not be able to stop the thought or emotion from popping up. However, you can learn to control your reaction time.

To boost your emotional intelligence, ask yourself these 3 questions (from EQ expert Daniel Goleman): What are the differences between how you see yourself and how others see you? What matters to you? What changes will you make to achieve these goals? By addressing these questions and beginning to modify your habitual responses, you're taking significant steps toward identifying and replacing old habits that no longer serve you with new, more constructive ones.

Emotions vary significantly across cultures —?both in their expression and their meaning.?When communicating with individuals across cultures, treat emotions like another language. If you’re traveling to Japan, you might learn some key Japanese phrases. Treat emotions in the same way. Research the expression and meaning of emotions beforehand and?collect data to help you decipher emotional expressions, rather than relying solely on your initial reaction or presumption.

Self-awareness yields the most in such politically intense situations. Asking yourself "What am I feeling?" seems trite and naive but its power lies in that it gives you a nano-moment to breathe deep, be still inside (and out) and find that question to open up the situation wider so all involved may understand more about what's really.

Every day before the start of the official work, our team meditates together and engage in activities relating to self-care. Even during the day, they are free to engage in gardening or assist other departments or sit for meditation on their own. Work is an integral part of life but in the 24 X 7 work culture work ends up swallowing life. This has to be rectified. The one who is emotionally balanced towards oneself will surely be able to exhibit emotional intelligence towards others. This is the key to an emotionally balanced organization.