Tariq Chauhan, Group CEO of EFS Group, explains the significance of emotion management for leadership success and earning respect in the workplace.
Recently in my conversation, with a senior C-suite executive from another firm, we discussed the importance of respect in corporate environments. Indeed, every individual deserves respect, and no one, irrespective of their position, can choose to take that away from anyone.
During various corporate conversations, often certain instances come where leadership has its abbreviations. In such situations, leaders have to guard their behaviors, requiring a calm and composed posture. However tricky or explosive the mistake or problem may be, a quiet and head-on-the-shoulder approach is fundamental for any resolution.
Often time-specific correctional interactions that may be necessary between the boss and the subordinate leads to specific aggressive postures from their seniors. It is unwarranted and unnecessary though it seems natural by some in the corporate world.
These fracas or aggressive behaviors are unhealthy. Even taunts or comparisons, or corrections need to adhere to specific protocols, and deviating from it is a mistake that corporate cultures have to protect.
Anger and aggression for a boss in dealing with his colleagues is not an option but an unnecessary evil. The role requires a deep calm and restrain. It takes away the very impact of respect, a value that any organization stands on.
The CEO needs to build a medium of engagement with its C-suite colleagues or others, where corrective outcomes are sought without aggression or loss of patience. Where mistakes are diagnosed, not dissected, the CEO can indeed express his disappointment with a tone of assertion but not explode.
Unexpected results or bad outcomes do come under the scrutiny of bosses and do face the ire but what matters is the conduct of the CEO to manage these situations.
While it may be frustrating, no positive results can be achieved through adverse reactions. Respect for the CEO does increase amongst colleagues if he chooses patience and correctional engagements under the forms of etiquette as this emboldens his trust.
However severe it may be, no amount of his goodwill or intention is any good if he does not adhere to the basic code of respect that every individual needs. Leadership roles require clarity of purpose, a loftiness of vision but also compassionate communication. It is a two-way process where respect is earned, not demanded.
This also applies to leadership roles where one has to be mindful of their communication with their colleagues. Even in the most difficult conversation, they must maintain their composure. One must prevail on a corrective approach to seek positive outcomes.
Punitive actions such as threatening job security, financial penalties, or any personal attacks are disastrous, but more conciliatory tones of a corrective process need to be outlined. Always take the opportunity to engage the proponent to know their mistake to own it and embark on the correction process.
In my journey as the Group CEO, my engagement outcomes with my team have always been a critical area of focus. I address my weaknesses as well as work tirelessly to overcome every impediment that I have, to be a fair and compassionate boss.
I try to ensure that no one fears me. Often, anger and intense reactions out of my frustrations have haunted me. Later, changes in such behavior have helped me see some great results.
There remains a lot of work in progress, but this process requires perpetual introspection to mend. This aspect is always on my list of habits to improvise upon. Though late, I realized that while my dismay on specific outcomes may be too intense, it must not be lost as a boss’ anger but owned lessons by colleagues for correction and mutual good.
Source: Forbes Middle East
Source: Gulf News