Thus the practice of fake it till you feel it is based on three principles
Posted: Thu Jan 23, 2025 8:38 am
1. Modeling behavioral reactions to emotions in the team.
2. Trusting employees who initially do not show sincere feelings, but consciously adapt to the mood of the team.
3. Helping employees who need to develop emotional intelligence and the skill of consciously managing reactions.
Monitoring the state and working through emotions in the moment
From the experience of our agricultural holding, emotions romania telegram database need to be monitored in the moment. Employees are people with their own problems, both work and personal. Practice shows that it is simply impossible to always leave all the negativity at home. Bad feelings will definitely interfere until you work through them.
There are companies that encourage employees to note their psychological state after the end of the working day. The difficulty is that negative events can affect the mood in the morning, which means that you will have to work with it for the entire 8-12 hours. At the same time, regular suppression of emotions will lead to a deterioration in the mental state over time, and therefore will affect the efficiency of the staff as a whole.
That is why at Dary Malinovki we have implemented a special practice of attunement before the start of the working day. There is a special time when we, at our discretion, gather with a team of top managers and devote one hour to our internal state. Employees openly share what worries them and discuss how to solve problems.
Sometimes such practices give amazing results. For example, a person can come to the office in a state of complete devastation, but an hour later he is 100% ready for work and does not even remember the difficulties of the morning. Following the attunement, the participants jointly develop recommendations and solutions.
In our agricultural holding, such meetings are held in a free form: we do not have strict regulations by which we organize attunements. Other players can try to standardize the format: for example, add mandatory recording of results on a large board or limit the time for analyzing one problem.
In general, monitoring the psychological state of employees is an ongoing process. For example, in our agricultural holding, managers have a chat where they can write about the good and bad things that happened to them during the day. In the chat, you are allowed to freely and without restrictions share your feelings. Managers can create exactly the same communication formats for subordinates from their departments.
At the same time, not all employees are willing to make contact when they have difficulties. There are people who are uncomfortable sharing their experiences openly, but by certain signs in their behavior (for example, closed postures, taciturnity, withdrawal, etc.), you can understand that something clearly happened to them. In such cases, the manager's task is to try to find an approach to the employee, to get him to talk in a comfortable environment, for example, over lunch or dinner in a cafe.
In general, building an emotional culture is a complex and lengthy process. You can start by choosing the type of emotional culture (joy, comradely love, etc.), as well as by developing appropriate practices - for example, regulating the emotional background, monitoring the state of employees and working through negative emotions in the moment.
2. Trusting employees who initially do not show sincere feelings, but consciously adapt to the mood of the team.
3. Helping employees who need to develop emotional intelligence and the skill of consciously managing reactions.
Monitoring the state and working through emotions in the moment
From the experience of our agricultural holding, emotions romania telegram database need to be monitored in the moment. Employees are people with their own problems, both work and personal. Practice shows that it is simply impossible to always leave all the negativity at home. Bad feelings will definitely interfere until you work through them.
There are companies that encourage employees to note their psychological state after the end of the working day. The difficulty is that negative events can affect the mood in the morning, which means that you will have to work with it for the entire 8-12 hours. At the same time, regular suppression of emotions will lead to a deterioration in the mental state over time, and therefore will affect the efficiency of the staff as a whole.
That is why at Dary Malinovki we have implemented a special practice of attunement before the start of the working day. There is a special time when we, at our discretion, gather with a team of top managers and devote one hour to our internal state. Employees openly share what worries them and discuss how to solve problems.
Sometimes such practices give amazing results. For example, a person can come to the office in a state of complete devastation, but an hour later he is 100% ready for work and does not even remember the difficulties of the morning. Following the attunement, the participants jointly develop recommendations and solutions.
In our agricultural holding, such meetings are held in a free form: we do not have strict regulations by which we organize attunements. Other players can try to standardize the format: for example, add mandatory recording of results on a large board or limit the time for analyzing one problem.
In general, monitoring the psychological state of employees is an ongoing process. For example, in our agricultural holding, managers have a chat where they can write about the good and bad things that happened to them during the day. In the chat, you are allowed to freely and without restrictions share your feelings. Managers can create exactly the same communication formats for subordinates from their departments.
At the same time, not all employees are willing to make contact when they have difficulties. There are people who are uncomfortable sharing their experiences openly, but by certain signs in their behavior (for example, closed postures, taciturnity, withdrawal, etc.), you can understand that something clearly happened to them. In such cases, the manager's task is to try to find an approach to the employee, to get him to talk in a comfortable environment, for example, over lunch or dinner in a cafe.
In general, building an emotional culture is a complex and lengthy process. You can start by choosing the type of emotional culture (joy, comradely love, etc.), as well as by developing appropriate practices - for example, regulating the emotional background, monitoring the state of employees and working through negative emotions in the moment.