Show frog emotions


Emotions play a major role in change processes - after all, people are always involved and affected by it.

One aphorism is particularly popular on the subject of change:

"If you want to dry out the swamp, you don't let the frogs vote on it."

Marcus König, who himself accompanies companies in change processes as a consultant and coach, sees the whole thing critically: "It hardly expresses helplessness and mismanagement in one sentence. Emotions are just as neglected here as the crucial interface between people and business."

It is precisely employees who recognize the signs of change at an early stage. Why are these people not heard and their advice not taken seriously?

"Perhaps it is because the modern business world no longer distinguishes between management and leadership. In German there are the terms to direct and lead. To think about the continuation of the pond is to lead. To deal with the frogs is to lead. Both together are spelled ERFOL G. "

Face the conditions

The pond usually represents an existing business that was built for a good reason. "Even thinking about the drying out of the pond or discussing its closure reveals failures and can only be the final step," says Marcus König with conviction. "But what about the many small steps before that? What about the initially rather inconspicuous signs of a threat? Instead of adjusting to changing influences in good time, you wait until the end, then capitulate and close the business .. . to dry up the habitat of the frogs ... to deprive the employees of their livelihood. " A change in the market, growing competitive pressure or (suddenly?) Existing overcapacities are often taken as the motivation for restructuring or closings. "What an indictment of the management or the leadership towards the frogs - sorry employees - for their own inaction, oversleeping under the changed conditions", says Marcus König, who therefore appeals "to keep an eye on the environment at all times and not under any circumstances To want to sit out changes according to the motto "This is it again!"

One thing is always evident:
Understandably, at the beginning of all change there is often a fear of the new. Just as whistling in the dark basement only gives you a feeling of security, ignoring changes and talking nicely doesn't really help either. Facing the circumstances is still the best option.

Four principles in dealing with emotions in change processes

The following principles are helpful in dealing with emotions, which play an important role in every change process:

  1. Recognize emotions and assign them correctly
    Are we experiencing frustration right now? Or is it more of a sadness? Or even fear? It is important to interpret the emotion in order to deal with it in a focused manner. It is of no use to the person concerned to want to take away his fear - but he rather feels sadness. If his grief is addressed, the start is made for dealing with emotions.
  2. Allow emotions
    In an appreciative culture, nobody has to be ashamed or even hide when emotions come to the fore. Only then does a team get the feeling that it can be dealt with together, yes. The emotions are taken seriously and are not dismissed as weakness, but understood as strength.
  3. Addressing emotions
    It is important to talk about the emotions - carefully but openly and above all not judgmental - with directly affected colleagues and with the entire team. Who has concerns, worries, fears, frustration ... or feels similar? Reasons for the emotions are crucial. "That's all crap" is an emotional outburst, but the starting point is missing. What is crap How does he / she fix this?
  4. Agree on specific measures
    By showing how important the topic is to them by dealing with it in a structured manner, managers involve both the person with the respective emotion and others from the team. Small discussion groups can strengthen and support one another and learn from one another. Follow up the measures, let the progress be shown and, if necessary, intervene if necessary, should be a matter of course.

The iTM has the necessary skills, tools and processes to advise and support you and your teams in these approaches. Talk to us, we will be happy to support you in facing the circumstances: