Become a “Feeling” Leader
Determining the collective emotional state of an organization is the critical starting point for bringing about real culture change and paradigm shifts. Simply glossing over the glaring realities of a corporate culture breakdown is unproductive and ensures ongoing difficulties.
Seeing fully, however, means understanding that inherent in any system—at any time—is both the capacity for success and failure. In other words, a team in breakdown is also a team that could be on the verge of a breakthrough. The same is true of the reverse, which is why high-performing teams must always be just as committed to new growth as teams in trouble.
We have all heard the term “thought leaders” used in corporate environments to describe those who drive organizations forward through the power of critical thinking. But what we have paid little attention to is the idea of “feeling leaders.”
“Feeling leaders” are those who drive organizations forward by using powerful feelings and connection to instill a sense of purpose and passion in others. I know many CEOs whose firm determination and belief drove their organizations to success because of the feelings of confidence they communicated to others. Great “feeling leaders” are sports coaches, military leaders, and entrepreneurs who use feelings of belief to drive achievement when skills and ideas are not enough.
These successful leaders do not “step over” any glaring realities or challenges, instead they authentically acknowledge them, and at the same time affirm their commitment to achieving success anyway. If the team is down in the final quarter, a great coach does not ignore the significant challenge—a great coach inspires his team into believing they have the skill to still win it. Miracles happen every day, but not without someone believing they could.
As organizations face growing challenges these days, it is more important than ever for leaders to understand and manage the emotional health of their organizations and develop creative ways to produce paradigm shifts. Developing greater skill in being an effective “feeling leader” is as vital today as being a great thought leader.
