The manager’s double vision: strategies to reconcile well-being and productivity

The relationship between managers, co-workers and employees is not always easy and at times can become a source of negative emotions and misunderstandings that can affect both the well-being of the individual and the productive capacity of teams.

Of course, there are several factors within a company that can affect these aspects.

In this article we will try to understand what managers can do to create a working climate that promotes well-being by focusing on people's emotions and moods, and we will point out some strategies to reconcile well-being and productivity.

Manager ed emozioni

When working with people, one is not only dealing with thoughts and actions, but also with feelings that can have repercussions on professional practice.

The manager must manage two different but interacting aspects

  • one's own emotions;
  • the emotions of co-workers.

The Manager's Emotions

With respect to the first point, the manager must be aware that his or her emotions, especially the negative and intense ones, can affect the working climate.

In fact, not recognising one's own moods, not managing one's own emotions and the situations that can activate them, can have repercussions on the well-being of one's co-workers and the achievement of objectives.

Demotivation, feelings of bewilderment and sadness can limit the manager's actions and transmit negative feelings to the group.

It is important to remember that we do not need words to express what we feel, but through our body language we convey what we feel and hear, influencing the other person and showing something about ourselves.

Consequently, if we are in front of someone who is inauthentic, who tries to disguise his or her intentions, feelings and thoughts, we can feel it and perceive it on an emotional level; equally, we can perceive the authenticity of the other person, which leads us to trust and enthusiastically follow him or her.

We therefore understand how important it is for a manager to do some work on himself, which leads him to be aware of how he can best manage his emotions and thus be in the best condition to work with others.

This task is not easy, but if the leader succeeds, the people behind him will feel more enthusiastic, more motivated, more involved in his team and, above all, will place more trust in him.

Trust is something that is earned over time, it is conquered through small daily gestures, by being authentic and consistent. It is something that goes beyond the technical skills and qualifications a manager may possess.

The emotions of employees

Concerning the second point, i.e. paying attention to employees' emotions, it is not always easy to take this into account and manage it, due to the demands and challenges companies have to meet in order to maintain economic stability.

The manager can achieve a good emotional climate and have a view on productivity by mastering different modes of interaction according to the situation that arises: he or she can switch from the mode in which he or she gives confidence, allows freedom of action and encourages collaboration between people, to the mode in which he or she demands what is expected.

Research has shown, in fact, that managers who combine these modes succeed in integrating a focus on the objective and on creating a positive working climate for employees.

Daniel Goleman, a scholar of emotional intelligence, speaks of 'resonant leadership', which enables the achievement of a company's goals and the motivation and involvement of employees. Those who implement it are managers who know how to connect with the hearts of employees, show themselves to be authentic, have a set of important ethical criteria that guide them in their work and know how to inspire others, and thus arouse in people the desire to work not only because they have to, but because they can express themselves.


Strategies to reconcile well-being and productivity

In order to be able to build a focus on employee well-being and performance at the same time, we can highlight the importance of certain aspects.

Knowing how to manage oneself: being able to manage even strong and conflicting emotions and keeping the focus on the objectives to be achieved is an important aspect for a manager, which leads him/her to adapt to different work situations.

Knowing how to communicate: sharing with one's co-workers what the goals are and how to achieve them using clear and precise language makes it possible not to create bewilderment and uncertainty during work.

Activating the potential of each employee: it is essential that everyone feels valued and feels they can express their opinion freely. Feeling recognised affects not only one's self-esteem, but also motivation and the quality of the work performed. The manager's task is to ensure that all employees have the experience of feeling recognised for their work.

Involving the individual in the team or project that best suits his or her needs: it is essential that everyone finds the group within the company that best activates him or her and allows him or her to express his or her potential. Indeed, even the most competent employee, if placed in an unsuitable team or project, may not achieve the set goals.

Developing soft skills: it is important to create moments of confrontation in which these skills, which are transversal and supportive of daily work, can be developed. Courses to implement conflict management skills, to improve communication skills or stress and time management skills can be useful to foster the employee's personal growth and increase skills that can be used to deal effectively with the challenges of everyday work.

Encourage team spirit: it happens that in a company with the arrival of new employees or with transfers of staff, relational arrangements can change, also leading to the activation of feelings of fear and mistrust towards others. It is important to take care of these aspects too, creating moments that foster the development of team spirit and a positive relationship between colleagues.

Promoting psychological security, i.e. the feeling experienced by the person when the manager listens to him, recognises his potential and encourages him in his work. Perceived security allows the person to freely experiment with his or her own ideas, increases creativity and problem solving skills.

In conclusion

The success of a company does not only depend on the technical competence of its managers, but also (and above all) on their ability to motivate, involve and develop their employees, finding the right strategies to reconcile well-being and productivity.

By being able to calibrate his relational methods according to different situations, a manager can create the best working conditions for his employees, motivating them and making them feel actively involved in the company's success.

This is important to develop an emotional climate that leads employees to work within a workplace that recognises competence and promotes the need for fulfilment.