You're coaching a manager facing conflicting emotions. How can you guide them through decision-making?

Listen very carefully to the individual talking about the path/process chosen to make the decision. One can also increase the emotional awareness of the individual by asking them to write what they think about the decision and also ask them write down all the parameters and logic they are using for the decision making Look for keywords in the written text that are emotions and feelings rather than facts.

Encourage the manager to step outside their own perspective by asking, "If you were advising someone else in your position, what would you tell them?" This shift helps them view the situation more objectively, often revealing new insights and clarity that may be clouded by their current emotional state.

Sim, o autoconhecimento é fundamental para o gerenciamento das emo??es. A partir dele, o gerente pode criar estratégias eficazes referente a novas possibilidade de atua??o e a??o, o que pode gerar transforma??o e evolu??o, impactando no resultado.

It is not uncommon to feel conflicted when our actions, motivations or thoughts are not aligned with our core values. A values wheel exercise would be helpful in this scenario. That sets the stage to peel back the layers of the onion by way of questions to allow them to discover and acknowledge what the root of their conflict actually is. It's only then that resolution can occur by creating space for them to align their decisions with their values.

I’d start by asking open-ended questions - "What specifically are you feeling torn between?" or "What are the key factors driving this conflict for you?" By allowing them to identify both external pressures and internal values, we can explore how their emotions align with their core values. It's essential to help the manager reflect on long-term consequences: "How will each option impact your team or goals in the future?" or "What feels right to you?" By framing the conflict in terms of values, they can find a solution that not only resolves the immediate issue but also aligns with their authentic leadership style. Ultimately, decision-making becomes clearer when focus shifts from external noise to internal clarity.

To guide a manager through decision-making with conflicting emotions: Identify Core Values: Clarify their fundamental values. Align Decisions: Ensure options match these values. Evaluate Impact: Consider how each choice affects their emotions and integrity. Assess Long-Term Effects: Review potential long-term impacts on their values. Seek Feedback: Get input from trusted sources. Reflect and Decide: Make a choice that aligns with their core beliefs.

Human and behavioral values will guide decision-making processes. Encouraging the leader to reinforce these values can enhance the relationship of trust with the team and peers.

???????? Classify emotions to gain clarity with yourself. And remember that emotions are not the enemies of decision-making but the allies of a reasonable choice i.e. a possible, but not ideal, choice in a possible world ??.

- Help the coachee gain clarity by expressing and processing conflicting emotions. - Guide them to separate emotions from facts for an objective assessment. - Introduce decision-making frameworks to weigh options logically. - Encourage alignment of decisions with core values and long-term goals. - Provide support and reassurance throughout the decision-making process.

When coaching a manager facing conflicting emotions, I guide them through decision-making by introducing the Healthy Thinking Mechanism. This involves asking five key questions: Is your belief always true? Does your belief help you achieve your goals? Does your belief help resolve conflicts and avoid mistakes? Does your belief help you feel how you want to feel? Does your belief protect your life and health? If the answer is "yes" to at least three questions, the belief may be considered healthy. If "no" to at least three, it's likely unhealthy, and we can work on changing it. This tool empowers them to make clearer, more balanced decisions beyond the session.

I would coach the manager in a way that applies Emotional Agility. Most negative emotions overwhelm us and cause managers to go into an angry cycle or denial as they don’t want to experience this emotions. They can risk having an amygdala hijack. Emotional Agility is when the manager uses emotions especially negative ones to guide & give perspective on what is truly happening. In a psychologically safe environment, the coaching insights that emerge can provide a breakthrough to the manager on what is actually happening, what values are under attack, what they stand to lose & what action they need to take. Emotions are data & when used wisely, they can help us grow wiser & elevate the results of executive coaching.

Beside the coaching support, I always provide resources for people working with me to grow their Emotional Intelligence skills. Self-awareness, resilience, empathy, listening, communication, self-confidence, public-speaking, all these skills are needed for anyone in a leadership or management position. Once they master these, the career and personal growth is near.

Developing emotional intelligence (EQ) is pivotal for managers. I once guided a manager who faced conflicting emotions during a merger. He struggled to balance personal anxiety with his leadership responsibilities. We worked on enhancing his EQ by practicing self-reflection and engaging in honest dialogues with his team about the emotional challenges of the transition. This process helped him manage his emotions effectively and make informed decisions that respected both his and his team’s emotional states. His improved EQ led to a smoother merger process, showcasing how crucial emotional awareness is in leadership roles.

Under the EQ umbrella, incorporating a focus on emotional regulation in a way that’s congruent with values can be extremely useful as well. Effective emotional regulation helps to make room for responses that are aligned with core values, which in turns help to reduce internal conflict.

Emotionale Intelligenz birgt zwei Perspektiven in sich. Das pers?nliche Verhalten im eigenen Denken, Fühlen und Handeln. Auf der anderen Seite die Empathie für das Gegenüber. Diese Schlüsselkompetenz ist nicht zu untersch?tzen. Ein entschiedener Faktor ist jedoch das EQ und IQ überdurchschnittlich sind, und sich in der Balance befinden. Die erfolgreichsten Unternehmer, Führungskr?fte und Menschen zeichnen sich dadurch aus. Nicht das gute Zuh?ren entscheidet, sondern dass was daraus im Nachhinein umgesetzt wird. Entscheidungen führen immer zu einer Wirkung. Führungskr?fte sollten nie das Ziel und den Zweck einer Entscheidung aus den Augen verlieren.

"What's past is prologue." I ask managers to think about successful decisions and actions they have made in the past. What decision method did they use and what major actions were taken? Then decide if the current situation needs a new approach, or if past actions will work most effectively. This approach often guides the leader to which emotions should receive the most attention.

Uma Governan?a definida e compartilhada, com acoes e responsabilidades definidas, transparentes e que hajam "Check Points" compartilhado para nortear a execu??o de projetos ou atividades , permite corrigir rota e alinhar expectativas. Ter um plano compartilhado com todos permite uma execu??o eficaz.

Again knowing yourself is the number one tool in putting plans into actions. Supporting our clients in creating plans that are rewarding and appealing is a key part of our role. Implementing change is hard. We have to support our clients in removing as much friction as possible.

Once a decision is made, it's essential to create a clear action plan. I would help the manager break down the decision into actionable steps - to establish deadlines, assign responsibilities, and anticipate potential challenges. This structured approach provides a roadmap for implementation. I suggest reviewing and adjusting the plan as needed. Flexibility is key in adapting to changing circumstances. By creating a well-defined action plan, the manager can effectively execute the decision and monitor progress.

Reflection is the point of the process where the greatest understanding and learning can happen. Reflection allows us to observe ourselves with a new lens to better understand what was occurring under the surface that caused us to process and react in a particular way and what worked or didn't work for us at that time. As leaders, prioritizing reflection will allow us to put our learnings into action at a faster speed.

Energy is emotion and emotion is energy. Creating an energy map to identify the energy level as high, low, medium would be a great tool to understand ones energy during the day. Also asking reflective questions like, whom I was interacting to and what was I speaking to myself and other person during my low energy zones would help understand the underlying root challenges one faces in dealing with emotions. Being aware is the first key and then setting up practises is another step to change the behaviour and response.

Unfortunately, we'll face conflicting decisions throughout our careers. While we'll never be perfect at making these decisions (since there usually isn't one predictably correct answer), we can improve. The key is to record our controversial decisions and review them after the dust settles. Did we make the right choice? Why or why not? Is there something we could've done differently to arrive at a better answer? Did my decision match my goals? By logically reviewing our answers after the emotions fade, we can methodically improve our ability to make future difficult decisions.

When coaching a manager facing conflicting emotions, help them gain clarity by first acknowledging and validating their feelings. Encourage them to articulate the emotions they’re experiencing and the reasons behind them. Use tools like a pros and cons list or decision matrix to objectively evaluate each option's potential outcomes. Guide them to connect decisions with their core values, goals, and the organization’s objectives, asking, “What aligns most with your long-term vision?” Encourage them to consider different perspectives and potential consequences. Lastly, remind them that no decision is perfect and to trust their intuition, embrace uncertainty, and commit to learning from the outcome.