Latest news with #workplace
Fast Company
39 minutes ago
- General
- Fast Company
6 emotions that come up in difficult conversations—and how to handle them professionally
Difficult conversations are something we tend to avoid at all costs. Whether it's about underperformance, conflict, a personal issue, or an unsuccessful job application, entering any difficult conversation triggers fear within ourselves and the person on the other end. Our brain's flight or fight mechanism is triggered, with emotions taking the lead, and we frequently find ourselves in defensive mode looking for a win. Whether it be after a keynote at a conference or in a workplace emotional intelligence program, I'm often approached by people who are struggling with difficult conversations. They're gripped with frustration, fear, and exhaustion when they need to initiate a conversation and address an issue (or, on the other end, when they feel the repercussions of a poorly handled situation). Dealing with emotions in difficult conversations While we've become more focused on emotional intelligence in recent years, we still have a long way to go when we initiate difficult conversations. The language and emotional undertone of the words we use can exacerbate the emotions a person is feeling—or help them own it, process it, and move forward. Here's how to have an emotionally intelligent response to the feelings that you may encounter when you begin a difficult conversation with another person, along with what to avoid. 1. Upset Being upset is no different from any other emotion in that it has appropriate and severe levels. We have higher severity levels when fear is driving our emotions, or it's something that means a lot to us. Sometimes, our hormones can also be out of whack, meaning that we cry more easily than others. Here's how to receive upset. Your best approach: Getting upset in front of others (especially at work) tends to be embarrassing. Respond to the emotion, rather than the message delivered. Ask: Would you like to take a break, go to the bathroom or get a support person? How can I best support you through this? Avoid: Saying 'I know how you must be feeling,' 'I know this can't be easy,' or 'I am not loving delivering this message either.' Avoid any sentence that starts with 'I' or is related to you. You don't know how your companion is feeling, nor should you assume you do. It's not about you at all. 2. Anger Anger is an intense emotion. Our mind is being driven by our emotional brain, so there is no logic in play. Quite often we can't (or won't) hear anything people are saying until the intensity decreases, or we have finished saying what we have to say. Here's how to receive anger. Your best approach: Listen and pause; let them get it off their chest. Once they have aired their frustrations, use the same approach as you would with upset: ask them if they would like to take a break or how you can best support them through this. If their anger becomes inappropriate, pause the conversation and let everyone take a break and regain control of their emotions. Avoid: Our fight or flight response is often triggered at this point, so our natural defense mechanism is ready for battle or protection. Don't defend or try to justify your reasoning or message: this will only make their anger response even more intense. Avoid responding with anger, too. 3. Denial When our mind doesn't like what we are hearing, we can sometimes go into total denial to avoid the emotions being faced and felt. We put up barriers in our mind to block emotions and truly convince ourselves that this isn't happening. Here's how to receive denial. Your best approach: Reiterate the facts and reality of the situation clearly and explain the next steps. Ask: Does what I told you make sense? Do you understand what this means and what comes next? Avoid: Some people take time to process and accept information. Trying to force them to do it instantly is never wise—and is likely to lead to more denial. Avoid getting frustrated, telling someone how to accept the conversation or making statements. Ask questions instead to help them process it in their head. 4. Meh When the care factor or emotional response is low, it can be very confusing. People tend to be 'meh:' the expression that they couldn't care less about what is happening. They might seem disinterested, or even like they aren't listening. Here's how to receive it. Ask: Do you have all the information you need? Do you understand the outcome, next steps, and expectations? How can I best support you from here? After this, it is best to end the meeting but keep an eye on them and revisit the conversation if required. Avoid: Don't try to make it a big deal if they seem unfazed. This might be a cover for a deeper emotion, or they might not have processed the conversation yet. Or it may simply not be a big deal to them. Don't keep them there and continue to talk until you get the reaction you want or expected. 5. Curiosity Tough conversations can spark many unanswered questions. Questions aren't a bad thing and are a part of effective communication. Here's how to actively listen to curiosity and answer questions. Ask: Are there any other questions or thoughts you would like to share? How are you feeling about the information? Do you want to talk about it? Avoid: This shouldn't be a one-way conversation. Don't end the conversation before they have finished or have enough answers and information. Avoid laughing at any questions or comments. 6. Positivity Sometimes, something we believe will be a tough conversation isn't one. For some people, it's a relief to have the conversation or to have the issue out in the open. For others, it's an actual win aligned to their priorities. Ask: Are you happy to share more about what you are feeling and why? Is there anything more I can do to support you? Keep an eye on them and revisit the conversation if required, especially if their emotions change. Avoid: A positive response can catch you off-guard, so it's important to manage your own emotions both visually and verbally. Avoid cutting the conversation short or assuming this positive response will stay positive. It may be a protective front, or other emotions may follow. Following the emotion through the conversation brings the human factor back into communication. While it can seem a drawn-out process or distraction, it will get us a better interaction, understanding and outcome.
Washington Post
5 hours ago
- Lifestyle
- Washington Post
Asking Eric: Coworker's body hair causes workplace distraction
Dear Eric: My co-worker has been wearing sleeveless summer tops and dresses recently. She looks so cute in all of her outfits. Although her daily wear slams, it is her hairy armpits that causes everyone in the workplace to cringe. The armpit hair is not straight. It is short and kinky which is a turn off to me.
Khaleej Times
14 hours ago
- Business
- Khaleej Times
UAE: Why Gen-Z is rejecting performative work culture in the age of AI
I have worked hard to offer as apolitical and well-rounded a viewpoint I can, but it's harder and harder as time goes on to remain so aloof. This is because I have changed and, readjusting my views on journalism and my role in this industry, have a desire to centre problem solvers on the ground rather than the bloody leading story of a given topic. How I'll be doing this here is focusing on what you and I can do in our day-to-day lives wherever we are and whomever we're with. With that in mind, this week I wanted to look at the workplace for the under-40 crowd, primarily those professionals like me with a degree and desire to work in an environment that no longer exists. AI is eating up entry-level jobs, or they are simply going to someone who will do the job cheaper or under more stress, while for many of us the urge to perform or put on a face has lost all meaning. One clash is the junction between work responsibility and the importance of feedback. At one of my jobs, it's not often my direct supervisor and I communicate; trust goes both ways, I'm punctual and they treat me well. When we do check in, it is prompt and I receive feedback unbidden, because relatively early in my work when a line was drawn between management and the workers over a cascading series of mistakes, of which my failure was only the result of a manager's failure, my supervisor— who also hired me — offered a shoulder to cry on and an explanation when management had already forgotten. In recognising my fear and anxiety, a wall between us fell; often-times, older managers and supervisors see those of us younger than them, even millennials now older than 40, as children. They speak to us like children, they expect us to shut up and be seen and not heard like children, and they expect us to deliver unto them respect they didn't earn as if they are our parents and elders. I've encountered this beyond age and when they are much closer, and though I haven't heard my peers and friends with bosses younger than them describe similar problems, but with a similar ease not unlike my situation. Why I mentioned outlook is here; we as people need to ascend the work ladder together, but dispel the notion we have to or are even capable of coordinating. Under 45, or simply a millennial or younger, the problems that Gen-Z experiences are not exclusive to us. Many of the expectations put upon Gen-Z surrounding culture, technology and communication stem from those Millennial, Gen-Y and Gen-X already survived. A perfect example would be communication surrounding workload; I don't know a 'young' person who isn't as honest as they can be about how busy they are and their ability to take on more. I have found that it is older folks or people with responsibilities that will take additional work on out of a belief that they must, while Gen-Z have no interest in putting up a facade of hard work. This plays into the shifting goalposts of performance, and that my stagnating salary cannot do for me what it did for my dad in the same industry twenty, ten or even five years ago. In abandoning the performative, what results is calm assurance and mental stability. We must and should allow a part of ourselves to be stressed, to feel anxiety around work, but we all need to acknowledge the times we live in and that around the world, everyone knows that the performance is nonsense.
Entrepreneur
15 hours ago
- Business
- Entrepreneur
This One Leadership Move Will Transform Your Team's Loyalty and Performance
Most leaders focus on technical skills, but this lesser-known trait quietly shapes team loyalty, engagement and long-term performance. Opinions expressed by Entrepreneur contributors are their own. For years, leadership development has focused on hard skills like operations, finance and technical know-how. But today, there's growing recognition that soft skills — especially emotional intelligence (EQ) — are just as vital, if not more so. EQ isn't just about being "nice" or managing conflict — it's about cultivating trust, improving communication and building resilient, high-performing teams. In a fast-changing workplace where expectations are rising and retention is a top priority, EQ has become a business imperative. Self-awareness beats spreadsheets Emotional intelligence starts with self-awareness. Leaders who understand their own emotions are better equipped to manage stress, give feedback and respond thoughtfully in challenging moments. And yet, many overestimate their emotional awareness. In a survey of more than 1,000 professionals, 20.6% of men and 17.1% of women believed they were more emotionally intelligent than their behavior suggested. That gap matters because blind spots in leadership often become pressure points across an organization. Building EQ involves engaging both verbal and nonverbal communication skills. This means not only listening and adapting but also reading emotional cues, responding empathetically, and modeling openness. It's less about control and more about connection. Related: Stop Losing Your Best Employees with These 3 Retention Strategies Don't just know it — practice it It's not enough to understand EQ in theory. Like any business skill, it takes action to develop. Leaders can strengthen their emotional intelligence by: Participating in coaching or mentoring programs Joining leadership development cohorts that include peer feedback Having real, honest conversations with employees about emotional wellbeing The most effective organizations embed EQ into their culture, starting with hiring. When emotional intelligence becomes a hiring lens, companies reduce mis-hires and build more cohesive teams. Ask candidates how they navigate disagreements, respond to constructive feedback, or bounce back from failure. Their answers reveal more than technical skills ever could. Emotional intelligence isn't optional at the top Leadership isn't just about setting strategy — it's about setting the tone. Executives who lack EQ often struggle to inspire trust or connect across teams. They may deliver results in the short term but fail to build sustainable momentum. In contrast, emotionally intelligent leaders: Attract and retain top talent Understand team dynamics and resolve conflicts early Foster a culture of psychological safety and high performance These leaders also lead by example. When executives participate in team trainings or feedback sessions, it sends a powerful message: growth is for everyone, not just junior staff. Related: How to Create a Winning Employee Retention Strategy Empathy is the new currency of culture Today's workforce expects more from leadership: more empathy, more flexibility and more humanity. They don't just want a job — they want to feel seen, valued and supported. When companies prioritize EQ, employees respond with higher engagement, better communication and deeper loyalty. That's not just good for morale — it's good for business. The result? A workplace where people thrive, performance improves and culture becomes a competitive advantage. EQ is the edge Emotional intelligence isn't a bonus trait — it's a leadership essential. Developing it takes intention, but the return on investment is exponential. Stronger teams. Smarter hiring. Greater retention. Better results. When EQ becomes the standard rather than the exception, everybody wins.
Independent Singapore
20 hours ago
- Business
- Independent Singapore
No WFH, overworked, and underpaid — Singapore worker says he's stuck in a 'broken' company
SINGAPORE: A local worker took to social media on Wednesday (June 18) to share that he's stuck in a 'broken' company where he's overworked, underpaid, and mentally exhausted. Posting on the r/askSingapore forum, he wrote that even though it's already 2025, his company still insists everyone show up at the office five days a week, with zero flexibility for remote work. He also mentioned that the most draining part isn't the workload itself but the fact that he spends more time 'managing upwards' than doing the job he was hired to do. He said, 'I have to remind my bosses about their own meetings, teach them how to convert a PDF (no joke), copy our own client feedback into decks because they forgot, and clarify client concerns that were literally caused by said bosses. Even our clients are starting to complain about our boss to us. That says a lot.' To make matters worse, he says he's severely underpaid for the ridiculous amount of 'labour and mental stress' he's forced to carry every single day. Despite these difficulties, the worker noted that his immediate team has remained a source of support and stability throughout his time at the company. 'I really love my immediate team. We're solid, supportive, and honestly, the only reason I haven't rage-quit yet,' he said. See also What's holding blockchain back from mainstream adoption? Still, the worker admitted that quitting is constantly on his mind due to how exhausted he feels. At the same time, he said he feels 'stuck', as he has been struggling to find a new job despite trying. 'Interviews are hard to attend when you're stuck in the office full-time. I've taken a few MCs to slip out for interviews, but half of them aren't even worth it — lowball offers, chaotic setups, or just plain red flags,' he wrote Seemingly at a dead end, he turned to the community for support, writing, 'How are people juggling full-time jobs (with no WFH) while job hunting in this climate? Looking for advice, hacks, or just solidarity.' 'Do some screening before you go for interviews.' Plenty of responses quickly poured in, with many users encouraging the worker to be more 'selective' when it comes to job applications. Some suggested doing proper research before agreeing to interviews—such as checking company reviews on sites like Glassdoor or Reddit—and only pursuing roles that offer decent pay and a healthier work culture. They pointed out that it's not worth wasting time and energy on companies that already show red flags. As one user put it, 'Only go for interviews that show promise. Basically, quality over quantity. It will save you more energy, too.' A few others also shared practical tips on how to attend interviews without raising suspicion at work. One common suggestion was to request Zoom interviews instead of in-person ones and to schedule them during lunch breaks or just before or after working hours. This way, he could still explore new opportunities without needing to take medical leave or make up excuses to leave the office. One user shared their experience, writing, 'Personally, I try to schedule my interviews during lunchtime or right after work if I can. I haven't had a potential employer turn me down on such a request, especially if you mention that you're full-time WFO now. They should understand, as most companies are mandating RTO. And even if you get turned down, hey, you dodged a bullet!' Another added, 'For some lowball offers, you should do some screening before you go for interviews. Talk to HR. Just ask if they are willing to pay more than X amount. If they are going to cut you because of that, it's pointless to continue anyway. You can also try to put a couple of interviews in one day, and usually, if it's not the first round, ask to take those remotely. I tend to go in for the hiring manager round, but for subsequent rounds, I will request to do them remotely. If you are nearby, ask for lunchtime interviews.' In other news, a 23-year-old international student currently doing her Master's at SMU opened up online about her difficult job search experience, saying that she feels 'completely lost' after months of trying to land a full-time role in Singapore. In a post on r/SGexams, she shared that despite maintaining a perfect GPA of 4.0 and having several internships and work experiences under her belt, she has yet to receive a single offer. She also said she has applied to over 130 companies since arriving in Singapore, but has faced constant rejections or complete silence. Read also: 'I've applied to 130 jobs' — 23 y/o international student in Singapore opens up about her job hunt struggles SingapoFeatured image by freepik (for illustration purposes only)
