Wednesday, March 29, 2023
HomeUncategorizedDon't share crying selfies after layoffs

Don't share crying selfies after layoffs

School trains me to find and solve problems. To that end, the teachers encouraged me to brainstorm a potential solution to a problem, calculate the costs and benefits of each problem, and choose the option with the greatest benefit.

When I started working, I became aware that there was another, stronger layer of reality that I barely understood: the realm of human emotion. For me, the discovery of emotional intelligence and the concept of emotional intelligence (EQ) was a powerful revelation.

But, with my relatively low emotional intelligence, just being aware of these concepts didn’t give me a sudden Clinton-esque ability to feel the pain of others. Still, I learned something useful: People don’t care what you know until they know you care.

I thought of this a few weeks ago when considering a LinkedIn post of a CEO crying selfie that appeared in my feed. This article features Braden Wallake, who recently fired two of the 17 employees at his sales and marketing firm, HyperSocial. According to The New York Times .

His post generated over 10,000 comments – many in line with my reaction that his post was a shameless attention grabber. To be fair, Noah Smith, one of the HyperSocial employees that Warlake fired, said he just wanted to join a new company whose CEO shares Walleck’s “positive outlook on life,” according to Times.

Here are three steps business leaders should take to determine how much emotion to share.

1. Be clear about your values.

Business leaders are unlikely to change their values. However, before they decide to share their emotions with their subordinates, they should be clear about their worth to themselves and others.

There are many different types of leaders who espouse different values. As I wrote in August, here are two examples:

  • Those who value Victory, it doesn’t matter who gets hurt in order to win. One example is Meta CEO Mark Zuckerberg, who suggested that employees unwilling to work hard should quit. Values ​​people who keep employees and customers happy. Zoom Video CEO Eric Yuan concluded — and I think rightly — that a new video conferencing company could use the value to take market share from established players like Webex.
  • Depending on your values, you might Have very different feelings about the same topic. For example, a CEO like Zuckerberg might take pride in Meta replacing underperforming employees with more skilled and motivated ones. By contrast, CEOs such as Yuan may feel very sad if they announce layoffs.

    2. Share emotions and let people know you care.

    Business leaders can’t motivate their employees without letting people know you care. As Carole Robin, who taught the popular interpersonal dynamics course at the Stanford Graduate School of Business, puts it, in the era, “the budding leaders of the future It’s almost impossible to really motivate people without feeling emotional.”

    If many of your employees have short tenures and work together online most of the time, Then business leaders must share emotions and encourage others to do the same. In my opinion, business leaders should encourage their employees to talk about their favorite non-work activities, share their experiences of raising a family, or talk about a particular game, movie Or a common interest in a TV show.

    By contrast, if most of your people had been with your company for a long time before the pandemic started, you may have built strong emotional bonds and kept them strong habit. Such leaders simply need to continue to follow well-established routines and create new ones to accommodate change.

    3. Don’t share uncomfortable emotions.

    Sadly, it’s not clear how to draw the line between enough emotion sharing to motivate people and too much emotion to make your people uncomfortable share. Clearly, Wallake crossed the line.

    So, in my opinion, so does Ryan Caldbeck, the former CEO of fintech company CircleUp. As he told Times Caldeback was in the office and his leadership team was walking around the room asking how was your weekend, he told his team, ‘Oh, I came in and had a tough fight with my wife,'”

    Sharing like this goes way too far and makes other people uncomfortable – not inspired. Fair play Walleck, Caldebeck, and others have cross-borders, and a negative reaction to them sharing too much may prevent them from crossing the line in the future.

    By following these three tips, you can share the right amount of emotion with you The person.



    Please enter your comment!
    Please enter your name here


    Featured NEWS