Managing Team Emotions

One of the most underrated risks in investing isn’t market volatility, it’s emotional attachment.   Over the years, I’ve had countless conversations with investors, new and seasoned and I’ve noticed a recurring pattern. 
We talk strategy. We talk timing. We talk diversification. But we rarely talk about what really clouds judgment: emotion.   The truth is, the moment you get emotionally attached to an investment, objectivity starts slipping.
 You overlook red flags. You rationalize poor performance.
You confuse conviction with hope and worse, with ego. I’ve seen this happen up close; not in theory, but in real portfolios, with real money, and real consequences. 
Portfolios don’t always erode because of market conditions. They erode because of delayed decisions, driven by an unwillingness to let go. Let’s call it what it is: emotional paralysis. And in investing, that’s costly.   Here’s what I’ve learned and what I remind myself often: Investments are not relationships. They are not personal.   Discipline and detachment aren’t just good habits. They’re survival tools. Review. Rebalance. Exit when necessary. Not emotionally. But intentionally. Because ultimately, this is what builds long-term wealth: Not loyalty to an asset, but clarity of purpose.

Engaging with community members that are facing change or difficult circumstances (which is not uncommon in community engagement & social impact measurement work, especially during community transition or major project scenarios) can also impact the health and wellbeing of the people doing the engaging. We often give thought to preventing harm and ensuring safety for participants in our work. Yet it's not uncommon for feelings to arise for the project team like sadness, helplessness, frustration, sense of guilt, and over-identification. One of thought-provoking takeaways for me from last week's IAP2 conference in Sydney was the incredibly high % of practitioners that shared challenges with their personal wellbeing, with many experiencing burn out or a critical mental health episode in the past 12-24 months. It led me to thinking about what improvements & supports might be needed as part of regular practice. Recognising the importance of engagement activities to be "trauma-informed" and leaning on what is known about effective trauma-informed practice could be one way for improving this situation. As emphasised in this practice guide on "How to do trauma-informed research and evaluation" from the Australian Institute of Family Studies, it’s a good idea to have a plan for how you and the team can be supported and what to do when potentially distressing events arise (noting too that "self-care is only part of the picture and cannot solve things like stressful work environments"). Some things suggested for "Project Team Self Care" include: * Know who in the project team and amongst the community partners will have contact with participants and/or data and develop a plan for their safety and wellbeing * Arrange formal and informal support and supervision for all team members. * Prepare to hear a wide variety of traumatic experiences * Consider the impact of studying traumatic stress or the experiences of historically marginalised populations on your own thoughts and emotions * Reflect on your own trauma experiences and how these may lead to unexpected reactions for you throughout the project * Develop a plan for a variety of your own self-care strategies that you can use to manage possible emotional reactions. * Take time to focus before you engage with participants * Schedule adequate breaks between data collection sessions I know for myself I often need to have some quiet time on my own to process what I've heard and how I'm feeling afterwards. I also find reassurance in debriefing with trusted colleagues - especially as I have a tendency to worry I've said the "wrong thing" to someone, and it can be helpful for me to go over a difficult stakeholder conversation and get a third-party perspective. What have you found useful in your own work? #wellbeing #evaluation #socialimpact #communityengagement (document release initially seen in an alert from the Analysis & Policy Observatory (APO))

Change is messy, isn’t it? Change management plans might look good on screen, but emotions like uncertainty, frustration, or even fear are where these can unravel. The truth is, you can’t shift an organisation without addressing the hearts and minds of the people in it. 🧠 That’s where the SCARF™ model can help. In my latest article for IABC Catalyst, I explore this simple, brain-based framework that helps leaders and change communication professionals turn emotional resistance into engagement. SCARF focuses on five emotional drivers (status, certainty, autonomy, relatedness, and fairness) influencing how people respond to change and social contexts. 💡 Why does this matter? Because when you tap into these drivers, you help people feel seen, valued, and supported. That’s what can turn hesitation into engagement and make change possible. 👉 If you’re leading through change, take a few minutes this weekend to explore this framework. It’s practical, relatable, and could help you connect with your people at a deeper level. Link to article in comments 👇 #change #transformation #leadership #brainbased #communication #IABC

Memoirs of a Gully Boys Episode 37: #EmotionalIntelligence – The Key to Meaningful Leadership Leadership isn’t just about strategy and execution; it’s about understanding, connecting with, and inspiring people. Emotional intelligence (EI) is the ability to recognize and manage not only your emotions but also those of others. Over the years, I’ve learned that while technical skills can get you started, it’s emotional intelligence that keeps you ahead. Leading with Empathy During a critical system overhaul, one of my most skilled team members began missing deadlines and appearing disengaged. Instead of reprimanding him, I called for a private conversation. It turned out he was struggling with a personal issue that was affecting his focus. Rather than pushing harder, I offered him flexibility and reassigned some tasks to lighten his load. Within weeks, his performance rebounded, and his gratitude translated into renewed dedication to the project. Lesson 1: Empathy isn’t a weakness in leadership—it’s the strength that builds loyalty and trust. The Art of Active Listening In a client negotiation years ago, tensions were high due to differing expectations. The meeting began with both sides defensive and unwilling to compromise. Instead of countering every point, I focused on actively listening to their concerns without interrupting. Once they felt heard, their stance softened, and we found common ground to move forward. That day, I realized that listening is not just about hearing words—it’s about understanding emotions, intentions, and the bigger picture. Lesson 2: Active listening dissolves barriers and creates pathways for collaboration. Regulating Emotions in High-Stress Situations During a complex software migration, an unexpected system failure triggered panic among stakeholders. As the project lead, I felt the pressure mounting. However, instead of reacting impulsively, I paused, analyzed the situation, and communicated a clear action plan. Keeping emotions in check not only reassured the team but also set the tone for a calm and focused recovery effort. The project was back on track within days, and the team’s confidence grew as a result. Lesson 3: Emotional regulation isn’t about suppressing feelings—it’s about channeling them effectively to lead under pressure. The Power of Recognition Emotional intelligence also lies in recognizing and appreciating people’s contributions. During a grueling project, I made it a point to acknowledge every team member’s effort, no matter how small. The simple act of recognition boosted morale and created a sense of shared ownership. When the project was completed successfully, the celebration felt more collective than individual—a testament to the power of emotional intelligence in fostering unity. Lesson 4: Recognition fuels motivation and strengthens connections within teams. Closing Thoughts Emotional intelligence is the bridge between leadership and humanity. To be continued...

Conversations on Leading People: Invisible Work, Visible Impact About a year ago, I made a managerial misstep during the early stages of our return to the office (RTO). I was on a mission to rekindle my team’s sense of connection and remind us why we enjoyed working together. Plus, I was thrilled at the thought of reuniting with my team in person! However, a few days before a scheduled team gathering, and with my assistant unavailable, I suddenly remembered that I needed to coordinate the food and activities. Feeling the time pressure, I approached someone conveniently seated in my office, saying, "Hey, I totally forgot about it. Could you step in and organize this event?" With a subtle smile and a twinkle in her eye, she responded, "Daisy, you're always reminding us to balance the workload among the team. I'm swamped right now, and I'm pretty sure someone else with a lighter workload could take care of it." She was right! I sighed, thanked her, and mentally kicked myself for automatically turning to her just because she happened to be in front of me. To ensure fairness, trust, and credibility in the workplace, our actions must align with our stated values and principles. This memory came rushing back to me when I read S. Mitra Kalita's piece on TIME and Charter, "How to End the Unfairness of Invisible Work," where she delves into the harmful impact of unpaid, unacknowledged, and unregulated work, and how it disproportionately affects women and people of color. Here are some key takeaways: - Make it visible: Even though these tasks might not appear in a typical job description, responsibilities like providing emotional support, handling conflict, offering mentorship, and nurturing relationships are crucial elements of a healthy workplace and should be recognized. - Seek understanding: Begin with an emotional labor audit and follow it up by equitably redistributing the workload. - Reward the often-overlooked champions and networks shaping culture: Conduct pay equity gap audits, assess diversity across all levels, embrace salary transparency, and fairly compensate those who actively participate in committees and ERGs for their contributions. - Acknowledge the harm: Don't underestimate the impact of loneliness and job dissatisfaction. Imagine a workplace where we prevent burnout by unveiling the invisible labor that shapes culture and providing the autonomy to effectively manage the pressures of people-pleasing, workaholism, and relentless time constraints. We say "yes" when it aligns with our capacity, energy, and goals. Our "yeses" and contributions are recognized and rewarded. Moreover, we have the confidence and grace to respond as my team member did: "Thanks for thinking of me, but I'm currently deeply engaged in a critical project. Perhaps someone with a lighter workload could take this on?", without worrying about facing negative consequences. https://lnkd.in/eUqd6jiv

Your tech solutions might be universal, but business cultures rarely are. For founders expanding globally, understanding cultural nuances can make a world of difference. I've seen so many brilliant construction tech solutions face unexpected challenges internationally not because of product issues, but because of cultural cues that were hiding in plain sight. What works smoothly in your home market frequently encounters unexpected barriers abroad. In our latest Practical Nerds episode, Shubhankar and I explored three cultural patterns we've observed that often create unexpected challenges for founders expanding internationally: 1/ Trust deficit can kill deals in Asia before you realize what happened. Asian markets require relationships BEFORE transactions. That mid-deal silence? It's not disinterest—it's a fundamental lack of trust. When things stall, don't send another "just checking in" email. Request a direct call: "Hey, can we get on a call? I'd just like to hear from you." 2/ Europeans want facts, not hype. Your high-energy American pitch style? It can be "overcompensating" to Europeans. They're engineering-minded—lead with observations, not judgments. And remember: Europeans minimize downside before maximizing upside. Frame your solution as risk mitigation first, opportunity second. 3/ Middle East surprisingly loves American tech but demands in-person presence. Virtual meetings barely register as "meetings" at all. And forget the org chart—decisions flow through specific gatekeepers who might not even appear in formal hierarchies. What seems to work well for many companies in global expansion? Maintaining consistent products and channels while building localized teams who can navigate the nuances of each market's business culture. 👇 Dive deeper into our full analysis of global construction tech expansion below. #ConstructionTech #GlobalExpansion #BusinessCulture

How can you effectively navigate change so that you and your team not only survive but thrive? How can you cultivate resilience in the face of uncertainty? Here are a few key points to keep in mind: 1️⃣ Embrace change as a constant Change has become the new norm in today's fast-paced business landscape. Rather than resisting it, successful leaders embrace change as an opportunity for growth and innovation. Reframing your mindset and encouraging your team to do the same can transform challenges into stepping stones toward success. 2️⃣ Foster open communication. During times of change, clear and transparent communication is paramount. Ensure that your team is well-informed and aligned with organizational goals. Encourage open dialogue and actively listen to the concerns and ideas of your employees. Creating a safe and supportive environment empowers your team to navigate uncertainty collaboratively. 3️⃣ Adaptability is key. As a leader, it's crucial to be adaptable and agile in the face of change. Encourage your team to embrace a growth mindset, challenging them to continuously learn and develop new skills. Fostering a culture of adaptability will create an environment that thrives despite unexpected challenges. 4️ Build resilience. Resilience is the ability to bounce back from adversity. As a leader, it's essential to model resilience for your team. Encourage self-care, provide resources for mental and emotional well-being, and emphasize the importance of work-life balance. Prioritizing resilience will strengthen your team's ability to handle change and uncertainty with grace and tenacity. 5️⃣ Authentic Self-Leadership. As leaders, it's easy to prioritize the business and forget about ourselves. Yet, leading through change starts from within. Explore the concept of authentic self-leadership and how it fuels your capacity to lead others through dynamic shifts. Leading through change is not about eliminating uncertainty; it's about empowering your team to successfully navigate it. #LeadingThroughChange #ChangeManagement #Resilience #Leadership #Uncertainty #Adaptability #GrowthMindset #Collaboration #Humanresources ***************************** 👉 Follow me for more leadership and practical insights on building high-performing teams. 👉 Ring the 🔔 for notifications.

On Emotion and Risk Perception Anger has been shown to make people feel less threatened by risk, while sadness makes them feel more threatened. Our personal affinity for a behavior also influences our perception of its riskiness. Activities like boating and skiing, which are objectively dangerous, are often overlooked as sources of bodily harm because they are so enjoyable. In contrast, good investing, despite being tedious, is inappropriately labeled as risky simply because it lacks excitement. Often, when assessing risk, we ask ourselves, “Is this fun?” rather than “Is this dangerous?” Happy people are much more likely to believe they will win the lottery; however, this optimism doesn’t improve their odds. The overarching tendency to associate emotion with risk might seem intuitive, but the intensity with which we distort probability can still surprise you. For instance, Rottenstreich and Hsee (2001) found that if the outcome of a bet is emotionally rich, its attractiveness or unattractiveness remains insensitive to probability changes from as high as .99 (nearly certain) to as low as .01 (highly unlikely). Similarly, Loewenstein et al. (2001) discovered that participants’ self-assessed likelihood of winning the lottery was the same whether the probability was 1 in 10 million or 1 in 10,000. Emotion imparts an all-or-none quality to uncertain outcomes, focusing on “possibility” rather than “probability.”

Leading across borders is not just about strategy, it’s about adaptability. When I moved to the UK as an Area Manager overseeing operations across the UK, Italy, and Spain, I was stepping into a world of contrasting business cultures. What worked in one country often didn’t translate seamlessly to another. In the UK, efficiency was key. Structured work hours, quick lunches, and firm handshakes defined business interactions. In Spain, negotiations were animated and could stretch for hours; yet the same people who debated over 10 Euros would happily spend 200 on a meal, because trust was built through conversation, not contracts. In Italy, relationships drove business, deals were shaped as much by expertise as by shared values and genuine connections. Navigating these nuances taught me that success in international leadership isn’t about imposing a single leadership style, it’s about understanding, adapting, and aligning teams around a shared vision. What I’ve learned about leading globally: ✔ Cultural intelligence is a leadership skill. It’s not just about etiquette—it’s about understanding decision-making, collaboration, and motivation across different markets. ✔ Influence is built through trust. In international roles, credibility comes from fairness, consistency, and the ability to unify diverse teams. ✔ Adaptability is a competitive advantage. Business operates within cultures, not outside of them. The ability to pivot, listen, and integrate different perspectives is what drives impact. The more adaptable we are, the stronger we lead. How has cultural awareness shaped the way you lead?

If fear stops you from engaging on LinkedIn, here’s how you can address it. I often hear fears like this from my clients: “I want to build my brand, but I worry about saying the wrong thing or that people just won’t like me.” If you experience fears like this and can’t seem to shake them, it may be time for a different approach. In Internal Family Systems (IFS) therapy, we embrace and explore our emotions and what they’re trying to do for us. Embracing uncomfortable emotions is important because they need to be heard and acknowledged. What we resist persists. So if you’re suppressing or resisting your fear, it can become louder, leading you to feel even more stuck. But embracing doesn’t mean obeying. Our emotions offer us recommendations on how to handle situations in our lives. It’s up to us whether we follow those recommendations or consider the bigger picture. Fear doesn’t always have access to the bigger picture. In fact, it often operates on old data—past experiences from other areas of your life. So, a previous negative experience with putting yourself out there could be the thing that stops you from building your brand. This is a great example of fear trying to help but missing the mark and reinforcing unhelpful avoidance that keeps you stuck. Take a look at how I might approach this particular fear using concepts from IFS. Then make this conversation your own, and expand on it. Acknowledge your emotions, but don’t let them stop you from achieving your goals. Let's embark on this journey together 🌻 ♻️ Repost if your network could benefit from this approach to everyday fears. P.S. Let me know if this post taught you something new ⬇️ - 📅 Click the 𝐁𝐨𝐨𝐤 𝐚𝐧 𝐀𝐩𝐩𝐨𝐢𝐧𝐭𝐦𝐞𝐧𝐭 link at the top of this post to schedule your free consultation now! 👋 I’m Matt McDavid, a licensed therapist who helps creative individuals thrive. I specialize in enhancing creativity and purpose, improving mental well-being, and empowering clients to live a more authentic + fulfilling life.