Organizations are bubbles of suppressed emotions.

‘Don’t let your emotions distract you from doing what needs to be done.’


‘It’s business. Leave your emotions at the door.’ ‘Emotions don’t make you successful; they make you weak.’


‘It’s not personal; it’s business.’ 


‘Be strong.’


‘Show no emotions.’

Sounds familiar, right? Often, we are not consciously aware of our beliefs and how they affect our actions. But the truth is: sometimes our beliefs can have a limiting effect on our behaviour. Most of us are conditioned to believe that emotions have no place in professional organizations.


In this article I would like to talk a bit more about beliefs that have become sayings in our society, quotes we use every day and we believe in without thinking about them. We read them, we repeat them out loud and accept them as ‘the truth’. 


The problem, with stating that emotions have no place in organizations, is that it’s impossible to deny that we all have them. But because of our collective beliefs, we try hard to delete our emotions or hide them and that’s how suppressed emotions become ‘emotional land mines’ in organizations. As a leadership coach I always say that organizations are bubbles of suppressed emotions and that it’s important to dismantle them. This is a crucial part of our team and organizational development programs.

Why is emotional awareness important in business?

What I have seen happening in different organizations, what I have experienced myself as a leader and what I keep noticing in leadership coaching sessions, is that these kind of beliefs can hold you and your organization back from its true potential. 


I am not saying that emotions should be gushing all over the place. But what I am saying is that the better you are at identifying the emotions you’re experiencing at any given time, naming them and understanding where they come from, the better you will be at managing them.

Feel it, name it, understand it and control it. 

I often refer to the ‘14 cycles of emotions’ of the stock market as an illustration of the importance of emotions in business. Understanding this cycle of emotions is a key competence for market investors who want to make informed decisions.


To quote Warren Buffett (an investor and business tycoon): “If you cannot control your emotions, you cannot control your money.”


So, let’s circle back to our learned beliefs about emotions and business. If we are not allowed to connect with our emotions because we must ‘leave them at the door’, how can we learn to control them? Reading and understanding emotions of others is even more important to establish real leadership.


As D. Goleman (an author and science journalist) said:, “Leaders are hired for their intellect and business expertise and get fired for a lack of emotional intelligence.”


Being able to manage and read emotions is a skill every leader should master in order to increase business efficiency. 

Facing emotional facts. It’s all over your face.

So how can we, as leaders, find a portal into the emotions of others? Well, it’s literally right in front us, most of the time. If you need to know how someone is really feeling, just watch their face. Learning how to read emotions on someone’s face is very valuable in every interaction we have with others, because the face is the best indicator of a person’s emotions. Being able to gauge a person’s emotional state by reading their facial expressions will result in a more effective management of interpersonal complexity within your business, both internally and externally. In fact, studies have proven that your emotional awareness increases with an average of 10% after the Body Language Practitioner TM Training. Watson & Associates is certified to offer you these trainings. It’s time to re-examine our collective, often unconscious beliefs about emotions in a business context and take a more nuanced, informed and efficient approach.


What is going wrong? 

Digging Deeper: Why it’s not working

Turning it Around: Our Game Plan

Some companies bemoan the challenging job market instead of investing in their people, perpetuating a detrimental cycle. 

Onboarding processes often halt after day one, and the absence of a feedback culture results in widespread frustration. Managers must take the lead by embracing and encouraging regular feedback.

Revitalize onboarding into a continuous process, cultivate an environment that welcomes feedback, actively respond to received feedback, and prioritize ongoing personal development to foster happier, more enduring teams. 

Let’s – walk the – talk…

Layla El Mourabit

Founder & Managing Partner, Certified leadership Coach, Master in Body Language, Transformation Facilitator, Headhunter