Do you let emotions run your moods?

In the day-to-day operations of boardrooms and the decisions taken there, emotions play a significant influence. Consider how often you have a gut feeling that something isn’t right. The limbic system, the area of the brain that handles emotional emotions, causes this physical reaction. That means ignoring or suppressing your emotions isn’t going to help you make better decisions; instead, learning to recognize and control your moods is your best choice.

So, how do you go about doing that? Let us begin with a definition. A mood is essentially a filter that influences how you perceive and react to the world around you. There are six basic moods of life, according to life coach Alan Sieler. These are the result of negative or positive responses to Facticity, Possibility, and Uncertainty, as he defines them. Let’s take a look at each one individually.

Facticity refers to factors that are out of your control, such as your age or the company’s current CEO. Acceptance of these realities fosters harmony, whilst opposition fosters bitterness. Possibility, on the other hand, refers to things that can be changed, such as obtaining a new puppy or diversifying your board. Accepting this option leads to aspiration, whereas rejecting it leads to resignation. Finally, there’s Uncertainty, which refers to factors that are difficult to forecast, such as organizational change or weather. Accepting randomness creates a sense of wonder, whilst rejecting it creates anxiety.

Isn’t that a bit abstract? Let’s put that in context, shall we? Assume you’ve had a run-in with a sassy coworker that has put you in a nasty mood. The past is now irreversible. This suggests you’re dealing with a case of facticity, which you can’t change. Your response is the one thing over which you have some control. If it’s something along the lines of, “I can’t believe she talked to me like that,” you’re likely to grow resentful.

But what if you just go along with her behavior? “Oh well, these things happen,” or “Perhaps she was simply having a bad morning,” becomes much simpler to say. That not only changes your mood to one of peace, but it also allows you to get out of your thoughts and reach out to her. Rather than resentfully ruminating, ask your coworker if anything is wrong and if you can assist!

So, where should you begin? The objective is to ensure that everyone on the board is on the same page. As a result, you’ll have to initiate a dialogue. As we’ve seen, diversity provides a lot of benefits, but there are other ways to get there. You’ll need to produce concepts that fit your needs if you want to find the policy that’s perfect for your company. A speculative conversation is one in which you try to figure out where you are now and where you want to go. To put it another way, does your organization’s governance represent the variety of the communities and customers it serves?

You’ll need the information and data on hand to respond. These are actually less difficult to come by than you may believe. Customer relationship management systems at your company should have plenty of hard data on who your customers are. The rest should be taken care of by contacting local government statistics bureaus.

You’re all set to start talking now! Because confronting one’s own biases is a difficult subject, it’s best to be patient and realize that true inclusion takes time. Here are some questions to get you started: How do you reach out to underrepresented groups if your organization doesn’t mirror the demographic diversity of its customers? Could you, for example, place job ads in local newspapers? Do you consider your understanding of different languages and cultures when making recruiting decisions? Do you inquire about how candidates for leadership roles feel about collaborating with people from various backgrounds?

One thing to keep in mind as you go through this is that “tokenism” frequently causes more harm than good. Nothing weakened the confidence and morale of “diverse” people more than the feeling that they’d been employed to fit a quota, as the authors discovered while conducting a program to attract new leaders onto boards.

Diversification initiatives work best when organizations give diverse recruits actual responsibilities right away so they can make an effect. This not only makes new board members feel welcome, but it also allows you to begin acting on their unique viewpoints, so strengthening your organization!

Diversity isn’t simply appealing to the eye; it’s also beneficial to business. That isn’t surprising. Because we live in an increasingly complicated world, it’s only natural that businesses that best represent their various consumer bases succeed. Human prejudice is the reason why more firms aren’t adopting a more inclusive approach to leadership. Fortunately, the preference for in-groups may be unlearned.

So pay attention to what your body is saying about your emotions, a tip from the book, Difference Makers by Nicky Howe and Alicia Curtis. We’ve already discussed how moods influence your vision of the world, but how can you actually notice these often subtle emotional states? It’s a reasonable bet that your body is already attempting to tell you something.

Start by looking at your body language: stiffness in the face, jaw, neck, and shoulders, for example, is a sign that you’re dealing with negative emotions. After you’ve checked in with your body, ask yourself, “What am I rejecting in this situation?” “What am I opposed to?” and “What is my current mood?” That should help you sort out your emotions and begin to see the bright side of things.

Check out my related post: How to recruit for diversity?


Interesting reads:

https://aicd.companydirectors.com.au/resources/bookstore/difference-makers

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