By Laurent Schütz
In the first part of our article, we outlined the main principles of emotional intelligence and dreamt of being able to apply them to our organisations. But how can we put this intuition into practice? ? That's quite a challenge! However, qome actions simple and accessible allowstent alreadyinitiate a concrete and promising project. And our faraway places ancestorsstorytellers without equal, who have passed on to us ltales and lhe myths which still populate our imagination collective are whispering a promising lead.
The emotional state of your organisation
Asking the question of an organisation's emotional intelligence is not just a question of its ability to give pride of place to the emotions of the people who make it up. Above all, it means asking:
- What is the emotional state of the organisation itself?
- And what is its capacity to manage and use this dimension constructively?
We know from experience that emotion is contagious! And in our companies, this contagion most often takes an informal and roundabout route. It's much more likely to be found in the corridors and cafeterias than in the official circles. So, in much the same way as our own emotions impose themselves on us without our knowing it, the emotional state of the organisation is built beyond its awareness and far beyond its control.
Developing collective emotional awareness
Making these flows more transparent, becoming more attentive and integrating emotion as essential information would therefore be a useful first step. If emotions were made visible, they would be better received and therefore more easily integrated into the way we think about everyday life.
Strengthening the organisation's emotional awareness therefore already means giving this dimension its rightful place, being a good listener, verbalising feelings openly and developing a way of talking about them that is directly linked to the actions and objectives of the organisation. decisions we take.
Nur wager is that it must be possible to create these spaces where people can express themselves freely and be open to their feelings - spaces for doing, for action, for work and for meetings.
The transformative power of stories
Armed with its new emotional awareness, the organisation could begin to develop strategies to better manage its challenges. Firstly, to better choose the emotionally propitious moment to act or make a decision. Secondly, to approach things with more finesse in order to arouse constructive emotions or prevent injury.
But there is a more powerful lever that has accompanied our human adventure since the dawn of time and to which we attach great importance at Talk: storytelling. Beyond the events they recount, the stories we share also convey emotions that leave a lasting mark on our culture and our representations.
Sharing powerful founding stories, transforming strategic turning points into epics, but also listening to what happens on a daily basis. This embodies the pride of the teams and the values at work in the organisation. This has a major impact on developing the emotional management skills of our companies.
Make room for emotions in your company, listen to them and express them openly.
Towards a new vision of emotion in business
Can an organisation dare to change its paradigm and embrace emotion as a resource and an asset? We want to believe it's possible!
Thanks to our technology and our work on emotion over many years, we have been able to measure the impact on individuals, as well as on collectives. We are convinced that a careful process, supported by powerful learning tools and methods, can bring about this evolution towards collective emotional maturity.
Beyond these few avenues, we are convinced that there is still much to discover together and to imagine. Rassemble-and be inspired by from ideas and from on 30 May.
Article submitted by Laurent Schütz
A psychologist specialising in work psychology and organisational sociology, Laurent held a number of HR management and development positions, as well as management roles in the private and public sectors, before focusing fully on improving corporate relations by developing a culture of partnership and humanist leadership.
Former head of training and development at RTS and cin charge of the radio presenter training programme at the Centre Romand de Formation des Journalistes, he attaches particular importance to speaking and communication in his coaching. A speaker specialising in human relations and co-founder of the Equites equicoaching method, he has been working for more than 18 years as a coach and senior trainer in organisations and businesses to encourage changes in managerial culture, bring about innovative systems of shared governance and strengthen the resilience and commitment of teams. His work, which combines the relationship between people and horses, is driven by the conviction that a caring and compassionate bond is at the heart of any lasting success.
