Managing Organizational Emotions

My guest today, Emily Levada, is a seasoned Chief Product & Technology Officer. Currently, she is the Chief Product Officer and Interim co-CEO at Embark Veterinary, a company dedicated to leveraging genetics to enhance the health and longevity of dogs. During her tenure, the company has achieved notable recognition, ranking as the #3 fastest-growing private company in Massachusetts and earning a spot on Forbes' list of promising venture-backed startups.

She also serves as a Board Member at JCC Greater Boston, bringing her expertise to contribute to the organization's growth and development and holds a significant role as a Member of the Customer Advisory Board at UserTesting, where she actively engages in guiding and advising the company.

Emily is also a two-time podcast guest, my first ever!  We did an episode a few years back where she shared some wonderful insights and frameworks about Trust, Communication and Psychological Safety in teams.

Emily was also gracious enough to be a guest mentor for the Innovation Leadership Accelerator cohort I co-ran with my friend Jay Melone from the product innovation consultancy New Haircut some years back. 

In this conversation, we sat down to talk about managing organizational emotions, especially negative emotions, and especially during critical junctures, like layoffs - something that many folks have been through, and many folks in the past year. I knew that Emily had some experience with this in the past and had some great thinking to share around this crucial leadership topic. 

There’s no *good* side to be on in a downsizing event - the people who are losing their jobs and income are also losing a sense of identity and need to navigate an uncertain future. But the loss of identity and the need to face an uncertain future is also true for the folks who are still with the company - both the “rank and file” and the leadership. 

Layoffs done poorly can dent a company culture.

Emily emphasized the importance of transparency in the period leading up to a layoff, as it builds trust and can mitigate negative emotions. 

On the other hand, leaders often have a desire to protect people from such difficult conversations until the last possible moment, so the whole team can focus on their day-to-day jobs.

I explored this polar tension between these two fundamental values, transparency and protection, with Emily using a tool called Polarity Mapping, developed by Barry Johnson Ph.D., the creator (and registered trademark holder!) of The Polarity Map®! You can read more about polarity mapping in my friend Stephen Andserson’s short blog post here and check out Dr. Johnson’s company, Polarity Partnerships here. IMHO, Stephen’s version of Barry’s diagram (below) is a bit clearer!

The basic idea of Polarity mapping is that often we feel pulled by two values, like:

Should we focus on Innovation or Efficiency? 

Should we prioritize Deadlines or Quality?

Growth vs. Consolidation?

Short-term Gains vs. Long-term Organic Growth?

Centralization vs. Decentralization?

(thanks for these examples, Stephen!)

In my own coaching work, I’ve found leaders can struggle to navigate conflicting parts of themselves, forming inner polar tensions that leave them feeling stuck, like: 

“I need to be flexible vs I need to be firm”

“I need to lead the conversation vs I need to let the conversation flow”

“I need to be aggressive or I have to be more passive”

“I need to listen more vs I feel the need to fix challenges”

“I want to be authentically myself vs I need to be a chameleon to get by”

And because we get pulled between them, and feel the polarity to be an unwinnable double bind of “damned if I do,” we kind of flub the balancing act. Polarity mapping asks us to be ultra-specific about the positives of both values AND to be very clear on the downsides of over-indexing on one value to the detriment of the other.

Doing a mapping like this can help us thread the needle of polarity, and look out for the early warning signs of over-indexing in one direction or another.

Below is a version of a polarity map for the tension Emily describes in our conversation, between Transparency and Protection.

Emily points out that these polarities pop up, not just at crucial moments in a business like layoffs, but in day-to-day operations, too.

Leaders can feel that Emotions are Inconvenient, but Team Emotions have real impact

Emily shares the top three negative organizational emotions she finds can deeply impact a team’s ability to learn (ie, be willing to experiment), be creative (ie, being able to innovate) and be fundamentally effective:

Anxiety (Fear)BoredomApathy

Fear, anxiety, and boredom are detrimental to creativity and productivity in knowledge work. Leaders need to address these emotions and create an environment that fosters engagement and challenge - and ultimately, create a learning organization.

“People cannot do creative knowledge work when they feel fear and anxiety and boredom. Those things are just incompatible.”

Emily suggests that well-run one-on-one meetings are crucial for understanding how team members are feeling and detecting signs of overwhelm, underwhelm, or “whelm” in their job. One-on-ones can help build a foundation of trust and safety, on which we can build honest and productive conversations.

Emily also shares some straightforward approaches for shifting these key negative emotions:

Anxiety: focus on building psychological safety for teams experiencing anxiety, and provide more transparency and context. Boredom: create relevant challenges Apathy: create accountability and challenge for teams experiencing apathy

Head over to theconversationfactory.com/listen for full episode transcripts, links, show notes  and more key quotes and ideas. You can also head over there and become a monthly supporter of the show for as little as $8 a month. You'll get complimentary access to exclusive workshops and resources that I only share with this circle of facilitators and leaders.

Links

Trust, Communication, and Psychological Safety with Emily Levada

The Joys of Polarity Mapping, by Stephen Anderson

Polarity Partnerships