Emotional intelligence: essential strategies for leaders

When challenging issues arise at work, they often involve other people. The combination of differing personalities, emotions and motivations can create tricky management scenarios in any workplace, and they demand a keen sense of empathy, communication and adaptability.

Whether it is delivering tough feedback that inspires rather than demotivates, untangling communication breakdowns that stall progress, managing emotional reactions or overcoming resistance to change, there are techniques leaders can adopt to help manage the issues without creating further problems.

Dealing with any issue effectively comes down to good communication skills and planning ahead for difficult conversations, says change and leadership coach Louise Gilbert.

“To help address any kind of tricky issue, leaders should be having three ongoing conversations with their team members. They should be asking, ‘How are you going? How are you getting better? How are you feeling?’” she says.

That will set you up to deal with most challenges as they arise, she adds.

“The second tip is to plan and prepare well before going into any conversation that may be difficult. In most cases, people want to just wing it, and there’s a time and a place for that. Even impromptu actors prepare, and if you plan ahead, you will be able to manage the situation better.”

Here are five tricky management issues and how to deal with them.

“Nobody really likes giving or receiving feedback, but that may be because it’s often perceived as negative,” says Ilona Charles, founder of human resources consultancy, Shilo.

“We approach these conversations expecting them to be challenging. However, the best advice I ever received was that giving feedback is a sign of respect for the other person.

They can’t improve or know what they need to work on unless someone tells them,” she explains.

 

"Most people want to do the right thing and improve. Providing regular feedback, which is constructive as well as positive, allows managers to address issues in the moment and offer support where needed."

 

Rather than saving up feedback for a quarterly review, it is more effective to provide it regularly, she suggests.

“Most people want to do the right thing and improve. Providing regular feedback, which is constructive as well as positive, allows managers to address issues in the moment and offer support where needed.”

2. Dealing with staff disputes

Staff disputes are an inevitable part of any workplace. They arise from differences in opinions, misunderstandings or conflicting interests among team members. Left unaddressed, they can affect productivity and morale and create a toxic work environment.

However, Charles says that when disputes are handled effectively, there is an opportunity for growth, improved communication and stronger team dynamics.

“The first thing managers need to do is take the time to really listen to what’s going on and try to get to the bottom of it. There are always two sides to any dispute, and it’s important to listen and let people explain,” she says.

Leading and managing change, especially during challenging situations like redundancies, is another area that some people can find tricky to navigate, Gilbert says.

“Change is a high-stakes game, and its success depends, in large, on a manager’s ability to lead it well.

“Communication has to be effective, timely and clear. It must include real reasons for the change, and employees have to be involved to help minimise uncertainty and resistance,” Gilbert explains.

When a change process involves redundancies, it is crucial to acknowledge the impact on both those leaving and those remaining, Charles adds.

“Redundancies can create a challenging situation, but strong leaders must take ownership and guide their team through this period. Often, the focus is rightly on those being let go, but it’s important not to overlook the impact on the remaining staff, who may also be affected by the departure of their valued colleagues,” she says.

4. Managing up

Charles notes that managing up can be tricky if there are significant differences in communication styles, conflicting expectations or if power dynamics create barriers to open dialogue.

“Managers like to be kept up to date, so it’s less about managing up and more about making sure you and your manager are clear around expectations about how often you are reporting and what methods of communication work best.

“If you know what your manager needs and how they respond the best, it will help you to do your job well,” Charles says.

5. Managing former peers

When an employee is moved into a management position that means they are now working with former peers, the dynamic can be challenging.

The change from colleague to manager can create awkwardness and challenge your authority, especially if previous friendships or informal interactions were common, Charles says.

“The best approach is to talk through how you want to make it work. There is nothing wrong with showing vulnerability and being open about how you would like to work with them, as well as asking how they want to make it work.

“Showing support and empathy will go a long way to building trust with people,” Charles adds.