Understanding Emotions in Organizational Change

Like most leaders, I was very uncomfortable with emotions -- until I learned a few basic rules that dramatically* shifted the way I think about (& engage with) feelings. Some hard-won lessons: 🧩 1. When people feel pushed, they resist. You might not MEAN to be pushing, but if they’re resisting, check yourself. 🧩 2. Emotions drive every decision and action. Want to know why someone did what they did (or didn’t do what you wanted)? Find the emotion. 🧩 3. Emotions are there, even if not expressed. Just because someone’s not telling you their feelings (or hiding), don’t make the mistake of thinking it means emotions are not present (and, see #2) Bonus: We always feel multiple feelings. 🧩 4. You send emotional messages continuously and automatically, even if you don’t notice them. 🧩 5. “Leave emotions out and be rational” is irrational, see above. If you want to ACTUAL be rational, embrace the complex mess of the human brain. It’s more like a swamp than a computer. BONUS: The worst-ever business advice, “leave emotions out of business” -- because then you leave our passion, purpose, innovation, caring, commitment, loyalty.... sure, it SEEMS easier, but unless you want robots, deal with the reality of emotions. 🧩 6. Emotions are a motive force. e-MOTION Emotions are what motivates and demotivates, they fuel innovation, loyalty, collaboration, safety, service, QA, problem-solving, communication, spending (saving) and... well basically everything leaders say they care about. 🧩 7. Emotions are contagious, and people with positional power or status have a bigger effect. Because you influence emotions, it means you are literally shaping the thinking and actions of people just by walking in the room. 🧩 8. When you try to hide or fake emotions, you undermine trust (if you’re that good an actor, Hollywood is calling). Speaking of which... 🧩 9. Trust is an emotion. If you want trust from customers, employees, investors, vendors, board members, your boss, your loan officer... you’re dealing with emotion. Circle back to point 5. 🧩 10. Emotions are real, even if the facts are wrong, even if you disagree. Even if you are in charge and can “boss people around,” you can’t boss their emotions. 🧩 11. Emotions regulate every living cell in our bodies, including our brains, hearts, immune systems… Circle back to point 2. Bonus: these emotion-chemicals last for about six seconds in our brains/bodies. 🧩 12. Just because it’s uncomfortable doesn’t make it negative or bad. “Some days are diamonds, some days are stone,” accept all the feelings. Find the value. That’s the heart of emotional intelligence. * still a work in process! ### In case we've not met ### I’m Joshua Freedman, ceo & cofounder of Six Seconds - The Emotional Intelligence Network. I'm an expert on leveraging emotions to create value in business -- and beyond!

Change is never just strategic—it’s deeply psychological. During transformation, the biggest risk isn’t resistance. It’s silence. Silence means people don’t feel safe to speak up. And without psychological safety, ❌ Ideas disappear. ❌ Mistakes go unreported. ❌ Trust quietly erodes. That’s why high-trust cultures don’t happen by accident. They’re intentionally built—especially during change. Here’s a framework I use to help organizations foster psychological safety during transitions: 🔹 S — Speak Up Create a culture where people can share concerns or ideas without fear of being shut down. 🔹 A — Acknowledge Emotion Validate that change brings uncertainty. Don’t power through discomfort—address it. 🔹 F — Follow Through Keep your word. Psychological safety collapses when promises aren’t kept. 🔹 E — Encourage Learning Reward experimentation. Normalize failure as part of growth—especially during change. Leaders set the tone. If you want your people to lean in, not check out—start with SAFE. If you're navigating transformations and want to build a culture of trust that lasts, DM me “TRANSFORM”. Let's transform the way your organization leads through change.

YOUR LEADERSHIP SUPERPOWER: EMOTIONAL AGILITY   I've been thinking a lot about the double-whammy that leaders are dealing with right now. With so many disruptors interfering with our everyday lives (election season, the rise of AI, the threat of layoffs, etc.), leaders have a tough job because they not only have to contend with their own rollercoaster of emotions but also support the emotional well-being of their team. Addressing all of this emotional volatility can be challenging and overwhelming at times. Enter the importance of emotional agility. Harvard Professor Susan David explains "being emotionally agile means learning to live with our emotions, thoughts, and memories in a healthy way that is consistent with our values." She shares a simple three-step process to help leaders be present to and agile in regard to emotions. We can apply this to ourselves as leaders and also to our employees: 1. Acknowledge their feelings 2. Reassure them that their difficult feelings are valid  3. Make sure they know they are valued This can help foster trust and create a sense of psychological safety, especially during times of uncertainty. To better understand and articulate emotions, go beyond basic labels like "happy" or "angry." Instead, use more specific words such as anxious, resentful, hopeful, or overwhelmed. Encouraging your team to identify specific emotions leads to deeper self-awareness and helps you respond more effectively to their needs. Finally, after significant events, it’s essential to create a safe space for emotional expression at work. Acknowledge the mix of feelings, reinforce the importance of respect, and emphasize shared values. For example, you might say: “We all have personal feelings about the [EVENT], and that’s okay. Let’s be thoughtful about how we express them, focusing on our commitment to a supportive and respectful environment.” This approach demonstrates emotional agility and fosters a culture of empathy and inclusivity. To go deeper on emotional agility, I encourage you to check out Susan David's website which offers a wealth of resources (link in comments).

Over the years of helping organizations lead through change, I’ve learned this: Change doesn’t just test strategies. It tests leaders. In times of transformation, the pressure is high, and people are watching closely. That’s why emotional intelligence isn’t a “nice to have” in change leadership. It’s essential. Here’s what emotionally smart leaders do, and why it matters during change:  1️⃣ They shift perspectives easily. Change means uncertainty. Leaders who stay locked in their view lose the room. But those who seek to understand others earn trust, and unlock better solutions. 2️⃣ They express gratitude often. Acknowledgment fuels momentum. During change, even small wins need to be seen. A thank you can do more than a memo ever could. 3️⃣ They own their mistakes. Change is chaotic. There will be missteps. Leaders who take responsibility, not just credit, build credibility that people rally behind. 4️⃣ They are humble and sincere. When leaders show humility, it humanizes them. People don’t expect perfection. They expect accountability. If you want your change initiative to stick, remember: People don’t follow plans. They follow people. And emotionally intelligent leaders are the ones they’ll follow. 👉 Through uncertainty, resistance, and into what’s next.