The Emotional Aspects of Team Collaboration

*One emotion over all* Say you are your company CEO. A funky, purple, corporate genie appears to grant you a wish - at your command, you can confer one emotional state on your entire workforce. Every leader, every team member. What would you choose? Energy? Purpose? Happiness? Creativity? It’s Friday evening. I am a young flunky, and B is my scary, hyper-successful boss. “It is absolutely essential”, B warns me sternly, “that you finish this project X task ASAP! I need it first thing Monday.” I groan, there goes my weekend. I slog for two days - skip movies with my friends, skip meals, skip showers (hey, who’s smelling me?). Unkempt, dead tired, but somehow done, I drag myself into office on Monday and wait for the dreaded call. It never comes. The entire day passes, and B has shown no interest in me or this super-urgent project. I am half crying when I get to the flat I share with a colleague. “I had a horrible day”, he tells me morosely. HE had a terrible day?! Wait till I tell him my story! “What happened?”, I ask. “B yelled at me in front of everyone today. For 15 minutes! For ‘wasting my time’ on project X over other priorities!” B was an extremely talented professional. But in one day - two team members were bereft, their confidence shaken, deep resentments seeded, conflicting messages sent, and (at least) one major bitching session ensued. So much emotional scarring! So unnecessary. To spread most emotional states all across your company, you are indeed going to need a purple genie. You are unlikely to have a team where everyone is creative, or everyone has positive energy … or everyone is content with their performance Rating. But there is in fact one state that is entirely in your control as the boss. To me, the most important of all emotional states in my team - Psychological Safety. Do your employees feel psychologically ‘safe’ at the workplace? Do they feel like genuine contributing members of a team? Do they know what roles they play? Feel valued for playing those roles? Does everyone have necessary context to bring their best to work? Do people speak up when they disagree, or when they have a new idea? (Or are they scared the boss is going to chew their head off?) Does the boss ever express vulnerability or doubt in front of the team? Or does (s)he always know everything and is always right? Is it ok for the team to take chances, maybe make mistakes, or will one mistake be your end? Is the leader like MS Dhoni, in short, or like B? As a boss, creating an environment of psychological safety isn’t that hard - just be a good human being! Treat people with respect. Openly share company context. Ask questions, listen to everyone’s answers. Encourage divergent ideas. Appreciate good work generously. Use mistakes as learning moments, not beating sticks. Admit your own mistakes. Don’t humiliate people publicly. Basically: DON’T. BE. AN. A-HOLE. It’s not that hard, bosses. And you don’t need a purple genie to get this wish.

Conflicts within a team are rarely about tasks alone—they often come from unresolved emotions like comparison, lack of recognition, or past grievances carried silently. When managers try to solve these issues by simply #grouping people together in the same assignment, it only masks the problem for a short time. The unspoken tensions will show up in missed deadlines, subtle resistance, or lack of trust. It’s important to realize that outer collaboration without inner healing is like painting over cracks in a wall—the structure still remains weak. True leadership requires going #deeper than surface solutions. Managers carry a responsibility not just to distribute work but to create an environment where inner conflicts can dissolve. This means moving from task management to people understanding. They can hold one-on-one conversations to listen without judgment, facilitate team circles where concerns can be voiced respectfully, and lead by example through fairness and humility. Introducing mindful check-ins, communicating transparently, celebrating small wins, and recognizing efforts equally helps reduce hidden competition. Over time, these practices shift the team’s energy from ego-driven reactions to collective trust. A manager who takes responsibility in this way does more than resolve conflicts—they cultivate a culture where people evolve, both as professionals and as human beings.

The most surprising finding in my team research? Collective emotional intelligence is often the strongest predictor of team performance. While studying transformational teams, I discovered that individual emotional intelligence doesn't automatically create team emotional intelligence. A team of emotionally intelligent individuals can still function with low collective EI. The research revealed distinct patterns in high-EI teams: • Members acknowledge emotions when they arise • The team has established ways to manage difficult moods • All members (not just the leader) take responsibility for the emotional climate • Communication patterns reflect awareness of impact on others • Conflict is approached as opportunity rather than threat One particularly fascinating insight: emotions are literally contagious in team settings. Our brains synchronize emotional states with those around us, creating team moods that transcend individual feelings. This understanding transformed how I approach team development—building structures that support emotional awareness before diving into technical skills. What's one practice that has increased emotional intelligence in your team? Share what's worked. P.S. If you’re a leader, I recommend checking out my free upcoming challenge: The Resilient Leader: 28 Days to Thrive in Uncertainty  https://lnkd.in/gxBnKQ8n #EmotionalIntelligence #TeamDynamics #LeadershipDevelopment #WorkplaceCulture #TeamPerformance

I recently worked with a team driving a significant change initiative, only to face a lot of pushback from their team members. It reminded me of something Dr. Brené Brown has shared from her research: The number one shame trigger at work is fear of irrelevance. When we’re in shame, we behave in very patterned ways: we avoid, we appease and people-please, or we fight against. As leaders, we often find ourselves in positions to lead change. If we’re not considering how that change might trigger fears of irrelevance, we’re only making the process harder. Think about it. When team members feel irrelevant, they might: Avoid: Missing meetings, not engaging in discussions, or failing to contribute ideas. Appease and People-Please: Agreeing with everything without offering genuine input, overcommitting to tasks, or trying too hard to please everyone. Fight Against: Openly resisting changes, being overly critical, or spreading negativity. These behaviors can seriously hinder your change initiatives. Avoidance leads to a lack of innovation and progress. Appeasement results in half-hearted efforts and burnout. Resistance creates friction and slows down the entire process. As leaders, it’s crucial to recognize these patterns and address them head-on. Start by acknowledging the potential fear of irrelevance. Open up conversations about how changes might impact roles and responsibilities. Show empathy and understanding. By creating an environment where team members feel valued and relevant, we can ease the transition and make change less threatening. Encourage open dialogue, validate concerns, and highlight the importance of each person’s contribution. Remember, leading change isn’t just about the new processes or strategies—it’s about the people. Addressing the emotional aspects of change can transform resistance into resilience and pushback into progress. Next time you're leading a change initiative, consider how you're addressing these emotional triggers. How have you navigated these challenges with your team? Let’s share our stories and insights! #facilitator #thoughtleadership #businessleaders #teamdevelopment #decisionmaking Leading Authorities, Inc.

One of the most common challenges leaders bring to me is this: “My team feels disconnected, and I don’t know how to fix it.” Have you ever felt like your team is there physically but disconnected emotionally? You’re not alone. Many leaders struggle to bridge the gap between “getting the job done” and creating an environment where people feel truly seen and valued. The truth? Emotional disconnection is one of the most significant barriers to high-performing teams. Here’s why it happens: Leaders focus so much on results that they overlook the human side of leadership.📉 Conversations stay surface-level, avoiding topics like fears, challenges, or even aspirations.☹️ Team members don’t feel safe enough to speak up, share ideas, or even admit mistakes. But the good news is that this can change with a straightforward shift—creating moments of intentional connection. Here are three simple behaviors you can start practicing: 1️⃣ Ask the right questions: Instead of jumping straight into tasks, open your next meeting with, “What’s one challenge you’re currently facing, and how can I support you?” This builds trust and shows your team you care about their experience. 2️⃣ Show your humanity: Share a personal story of a mistake or a time you struggled. Vulnerability inspires others to feel safe and take risks, too. 3️⃣ Recognize effort, not just results: Acknowledge your team’s contributions. Say something like, “I noticed how much thought you put into that presentation—I valued your effort and extra mile.” These small but intentional actions can create a ripple effect in your team's confidence, boosting engagement, trust, and collaboration. 💬 What’s one small change you could make next week to reconnect with your team? I’m reading you... 👀 #leadesrhipdevelopment #teamengagement #inclusiveleadership #emotionalintelligence

“Let’s celebrate our differences!” — easy to say when you’ve never actually had to WORK through real differences. Here’s the thing: Real differences don’t feel like a celebration. They feel messy, uncomfortable, even threatening. 🧠 Our brains are hardwired to detect difference as potential danger. When someone thinks, works, or communicates differently than we do, our first instinct isn’t to embrace it—it’s to resist it. Recently, I worked with a team trapped in conflict for years. The problem wasn’t competence or commitment. It was cognitive diversity they didn’t know how to handle. 👉 One part of the team was task-focused—eager to get to the point and skip the relational aspects of collaboration. 👉 The other part was relationship-driven—prioritizing emotional connection and dialogue before diving into action. Celebrate their differences? Not likely. 🚫 The task-focused group saw the others as emotionally needy attention-seekers. 🚫 The relationship-driven group saw their counterparts as cold and disengaged. So, what changed everything? Not a shallow celebration of their diversity, but finding their common ground. 🚀 I used my D.U.N.R. Team Methodology to transform their conflict into collaboration: 1️⃣ D – Diversity: we explored their differences without judgment and recognized the strengths in both approaches. 2️⃣ U – Unity: we found their shared purpose—every one of them cared deeply about the team’s success, just in different ways. 3️⃣ N – Norms: we co-created practical norms that guided their interactions and set clear expectations. 4️⃣ R – Rituals: we introduced rituals to honor both styles while reducing friction and fostering collaboration. The real breakthrough? Not pretending their differences were easy, but building bridges through shared values. My honest take: If you’ve truly worked through real differences, you know it’s not about celebrating them—it’s about navigating them with care and intentionality. 💡 Celebrate your common ground first.  That’s how you unlock the power of team diversity. What’s your experience with managing real differences on a team? 🔔 Follow me for more insights on inclusive, high-performing teams. ___________________________________________________ 🌟 If you're new here, hi! :) I’m Susanna. I help companies build an inclusive culture with high-performing and psychologically safe teams.

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...

𝗪𝗵𝘆 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 𝗙𝗮𝗶𝗹𝘀 𝗮𝗻𝗱 𝗛𝗼𝘄 "𝗣𝗹𝗮𝘆𝗶𝗻𝗴 𝗪𝗲𝗹𝗹 𝘄𝗶𝘁𝗵 𝗢𝘁𝗵𝗲𝗿𝘀" 𝗖𝗮𝗻 𝗕𝗲 𝗬𝗼𝘂𝗿 𝗖𝗮𝗿𝗲𝗲𝗿 𝗦𝘂𝗽𝗲𝗿𝗽𝗼𝘄𝗲𝗿 Collaboration is a buzzword in today’s workplaces, but why do so many attempts at it fall apart? From miscommunication to ego clashes, barriers often stem from a crucial but underestimated skill: "playing well with others." I wrote this article to dive deeper into what this is, why this ability is vital, how it can transform your career, and offer practical ways to master it. Drawing from my personal journey—from social anxiety to leadership coaching—and lessons learned through improv theatre, I uncover how “playing well with others” is about cultivating a healthy ego, emotional intelligence, and a collaborative mindset. 𝗧𝗟𝗗𝗥: → Collaboration success relies on emotional energy, not just strategy. → Childhood social dynamics often mirror workplace interactions. → A healthy ego enables you to balance humility and leadership in group settings. → Improv taught me the subtle dance of trust and co-leading—a game-changer for collaboration. → 𝘗𝘳𝘢𝘤𝘵𝘪𝘤𝘢𝘭 𝘵𝘪𝘱𝘴: Center yourself, check biases, foster curiosity, and prioritize the group’s success. If you want to embrace authentic collaboration as a superpower in your career and life, read the full article! #WholeHearted #CollaborativeMindset

From Good to Great: How to Build a Culture of Trust and Empathy 👇 "A team is not a group of people who work together. A team is a group of people who trust each other." – Simon Sinek Imagine a team that communicates seamlessly and collaborates effortlessly. The secret? A corporate culture steeped in emotional intelligence. Can this be reached easily? No! And it takes time. But it's well worth it! Building Trust and Empathy in Leadership A great example some time ago once again confirmed how powerful corporate culture and emotional intelligence are. A talented team struggled with communication and trust in a challenging project. Working together showed that a culture based on trust, transparency, and empathy can unlock a team's full potential! What did we do to foster such a culture in a fast-paced, agile environment? 💠 Modeling Emotional Intelligence as a Leader 1️⃣ Active Listening: 👉 During critical meetings, I noticed team members were hesitant to share ideas. By consciously practicing active listening—truly hearing to understand their thoughts and validating their feelings—we built an atmosphere of trust. This led to innovative solutions and greater team engagement. 2️⃣ Emotional Awareness: 👉 Managing my emotions was crucial during setbacks. Instead of reacting with frustration, I remained calm and shared my feelings transparently. This encouraged the team to be open, fostering a more honest work environment. 3️⃣ Empathy: 👉 Showing genuine concern for the team's well-being was transformative. Supporting a team member through personal difficulties significantly increased their engagement and dedication, highlighting the power of empathy in leadership. 💠 Building a Culture of Trust and Transparency 4️⃣ Reliability and Trust Building: 👉 Keeping even the smallest promises built reliability and encouraged open communication, reducing fear of judgment among team members. 5️⃣ Transparency: 👉 Sharing information openly, especially during challenges like budget cuts, fostered trust and led to innovative solutions through team brainstorming. 6️⃣ Encouraging Collaboration: 👉 Creating a safe space for idea-sharing sparked innovation. Recognizing and celebrating collaborative efforts motivated the team to keep working together seamlessly. 7️⃣ Providing Growth Opportunities: 👉 Investing in training, mentorship, and new challenges kept the team motivated. After advanced training, one member successfully led a critical project, demonstrating the impact of continuous development. 💠 Transformational Results The initially struggling team became cohesive and high-performing, driving several successful projects. A thriving team requires consistent effort and dedication to improving culture. It is an ongoing journey—a journey that is well worth it. The results are transformational. How do you work on trust and empathy? --- 🔔 Enjoy my posts? Follow me Eva Gysling, OLY #leadership #culture #coaching #emotionalintelligence

Talking about “What’s going on between us” is uncomfortable. And it is necessary in team coaching. I've worked with teams that are quick to discuss what they’re working on: deadlines, goals, strategies. But members rarely talk about how they’re working together: the unspoken dynamics, emotional undercurrents, and patterns of interaction. Why? Because it’s uncomfortable. It feels personal. Exposing what’s happening in the space between us. Defining who dominates, who stays silent, who avoids conflict can feel awkward or even threatening. But this is where real growth happens. When teams lean into these conversations, they build trust, clarity, and resilience. They move from surface-level coordination to deep collaboration. And this is a superpower of #teamcoaching - process interventions! Process work that aligns with result delivery is strategic and indispensable for teams continuous development. The teams that thrive are good at tasks AND they’re good at being a team. What’s going on in the space between your team members? How brave are you to talk about it? #siliconvalleycoach