What place occupy emotions in communication?
Every human conversation is contained in emotions that condition how we talk, how we listen and, above all, how we interpret what happens. A message said from fear is perceived as threat. The same message, said from trust, can inspire commitment and open doors to collaboration.
Charles Darwin argued that an important function of the expression of emotions was to be able to show others the emotional state in which we are and in that way, encourage or discourage the other to physical contact. Therefore, attending them consciously is vital and enhances work environments.
From neuroscience we learned that when an intense emotion seizes the brain (emotional kidnapping), our listening and logical thinking capabilities are drastically reduced. That is: a brain in “alert” mode does not collaborate, it does not innovate and much less learn.
That is why, I recommend as a daily practice to promote well -being, have a space for physical activity and reading. These practices not only improve concentration and focus, but also stimulate creativity and critical thinking.
What does coaching give us?
Coaching invites us to observe our emotions without judging them and to use them as an internal compass. A conscious leader learns to recognize what he feels before speaking, and reading the emotional state of the other before reacting. Thus, communication ceases to be a control tool to become an authentic connection bridge.
Three simple and powerful practices to transform communication into companies:
1. Emotional mapping of the team: Ask frequent questions such as: How do you feel today? It can make a difference. It allows us to anticipate conflicts, accompany change processes and be more connected to the people of our team.
2. Breathe before answering: Taking a conscious pause between the stimulus and response can change the course of a meeting. This little action is a great sample of emotional self -regulation and mature leadership.
3. Validate emotions in difficult conversations: Instead of avoiding the issues that bother, name them and offer solutions. Example: “I know this can generate frustration, let’s talk about that too.” What is named, can be transformed.
Today, companies need more than good speakers; They need leaders with emotional intelligence and multiple social skills. Authentic people who communicate clearly, strategy and sensitivity. Leaders capable of initiating different conversations to generate real transformations. Because agile organizations with rigid conversations are not built. Nor collaborative cultures with leaders who do not know how to listen. Emotional communication is not a luxury: it is the new essential competition of the century and the time to develop it … it is now.
Contact data
MARIA JOSE HADAD
379-4403604
IG @majohadcoach
Web www.mariajoehadad.com
By CEDOC
