Understanding the Power of Emotional Connection for Organizations

Workplace Relationships

Healthy workplace relationships are closely linked to healthy and profitable companies.  Cultivating strong connections at work can have a positive impact on both employee wellbeing and productivity. In contrast, workplace isolation and conflicts can lead to a variety of negative outcomes at both an individual and organizational level; including stress, illness, poor performance, low morale, absenteeism, staff turnover, expensive legal processes, among others. The CPP Global Human Capital Report indicates that 86% of employees at all levels experience some level of conflict and 25% have reported that avoidance of conflict has resulted in sickness or absence from work. One estimate is that dealing with conflict wastes 3 hours per person per week on average; other estimates are much higher. A successful approach to both resolving team relationship distress and nurturing effective interpersonal functioning, is the Emotional Connection Process (EmC). 

The Role of Secure Relationships

EmC aims to cultivate a secure relationship among leaders, employees, teams and peers at various levels in the organization.  Secure relationships play a crucial role in creating an environment of safety and connection.  A large body of research has shown the importance of creating psychological safety at work. Research shows that secure relationships:

• Improve cognitive functioning
• Lead to the successful completion of tasks and achieving organizational goals
• Contribute to the emotional wellbeing of employees
• Build team resilience in times of uncertainty and stress
• Provide opportunities for optimal human development and growth
• Positively impact morale and cohesion
• Positively impact conflict resolution outcomes among team members

The EmC approach focuses on fostering secure relationships by equipping leaders with the tools to navigate complex team conflicts and facilitate relationship repair. There are clear steps and stages in the process, which entails being attuned to the needs and emotions of team members and fostering an environment where open dialogue and mutual understanding can flourish. 

EmC – what’s different from Conflict Resolution approaches

The EmC approach is rooted in a fundamental belief in people’s capacity for growth. EmC represents “a comprehensive and human-centred methodology that prioritizes the cultivation of strong emotional connections and the nurturing of empathy among team members.” It does not focus merely on the content of the disagreement and it transcends mere problem-solving. It does this by delving into the realm of emotional experiences in order to strengthen the bonds that facilitate strong team relationships. The EmC strategy is centred around the systematic exploration of emotions present during moments of great stress, uncertainty and volatility.  When understood and addressed, participants can work to create emotional safety in the workplace so relationships can be restored, stronger bonds can form, and satisfaction and productivity can increase. There is no finger-pointing or fixation on a single individual as the ‘problem’. It is always about the relationship. EmC interventions are not typically applied in situations involving aggression except under clearly defined and limited circumstances. 

Emotions – at work?

Novice leaders often feel apprehensive about incorporating emotions into their leadership approach, fearing the intensity of emotional experiences and uncertain about how to manage them effectively. A common fear is that emotions might ‘overwhelm’ team members and that creating a safe space for emotional expression in meetings could prove challenging. It is true that leaders who are attuned to and engaged with their own emotions are better equipped to guide and support their teams effectively through this process. However, anyone who is interested can learn this process and develop the skills and the emotional attunement by taking incremental steps towards adopting a new, more engaged approach in their interactions and learning how to share vulnerabilities and needs in a safe way. By offering validation and acceptance, for example, leaders can create an atmosphere where team members feel acknowledged and supported. As leaders gain familiarity with the EmC process and become adept at applying its tools and techniques with their team members, a foundation of trust begins to take root within the relationships. This newfound trust enables team members to reach out to one another, fostering the creation of new interactions characterized by safety and connection. 

Up until now, emotion has been ignored and marginalized in team dynamics and organizational culture. But emotion is a most powerful agent of change – it is imperative for leaders to recognize the importance of working with emotion and leveraging it as such. Emotion is present in every disconnection, every miscommunication, misunderstanding and conflict. It is there anyway. When emotion is not addressed, it comes out in behaviour, attitude and conflict. Finally leaders have a science-backed process to understand the language of emotions, to know how to respond to emotions, how to slow things down to repair the rifts that occur so easily, and to strengthen team relationships – thereby boosting team performance, building engagement and benefiting both the individual and the organization. 

References

This article was based on information gained from 2 key sources:

“Enhancing Emotional Connection: A Path to Employee Engagement, Conflict Resolution and Retention” White Paper, by Dr Lola Gershfeld, Dr Victor Gombos, Dr Dan Hyun.

“The Power of Emotional Connection: Becoming an Emotionally Connected Organization” (2024 – awaiting publication) by Dr Lola Gershfeld, Dr Amanda Wickramasinghe, Dr Kerri Cissna and Dr Charles Gross. 

You can access EmC information and resources (including Case Studies) on emcleaders.com