The ripple effect of a leader's mood
The importance of being a positive leader
Have you ever noticed how some teams are always “up”, charged with energy, while others seem to be dominated by a sense of demotivation? Have you ever wondered why the team sometimes seems demotivated, even when the project is exciting? The answer to those questions might be closer than you think. One of the reasons could be the mood of the leader.
Just like a conductor leads an entire orchestra, setting the tempo and the tone, a leader can have an impact on the morale of the team. But what happens when the conductor loses the sheet music?
In this issue, I don’t want to focus solely on the direct impact the leader’s mood has on the team’s morale, but also on some of the indirect effects that can undermine the team's atmosphere and productivity.
The Chameleon effect
We already talked about how important it is to be a good example for your team as people tend to act by emulation:
This is true for actions as well as emotions. Imagine walking into the office or a meeting with a dark expression, conveying disinterest or irritation. Your team, who watches you closely, will quickly pick up on this mood. The result? A group of people who feel demotivated, less inclined to put in their best effort. Negative emotions spread like a virus, undermining trust and collaboration within the team. If the leader isn’t engaged, it’s hard to expect the team to give their best.
For example, if a leader is irritated, the subliminal message they may send is that the work isn’t important, that nothing is truly worth the effort. This leads to an emotional disconnect, where the team loses its sense of urgency and enthusiasm in achieving goals. It’s not just a drop in productivity; it’s an issue that may affect the very culture of the team, undermining the foundations of trust and motivation.
In any book you’ve read or course you’ve attended on leadership, the first thing you’re taught is that one of the key skills of a leader is the ability to motivate their team. However, we know that when words contradict actions, the result is disastrous. It’s not enough to motivate people with words alone. Engagement must exist on a deeper level.
This is yet another moment in which you may think: you’re stating the obvious. There’s nothing new in what you’re saying. And you’re probably right but, this newsletter is called Lead Through Mistakes for a reason: because you don’t realize how true is a statement until you experience it firsthand. And this is exactly what happened to me. This issue stems from feedback one of the folks on my team gave me, just like many other issues. I’m quite proud of this, not because it helps me find material for the newsletter, but because it means I’ve managed to create an environment where they feel free to express themselves.
Without going off on a tangent, I want to share what happened after one of the team members pointed out that having the wrong mood during calls was impacting the success of the meetings. I began to observe more closely what happens in meetings, not just those where I am the leader.
It becomes easy to realize that the atmosphere is much less relaxed when those who are "leading" are not in the right mood. Besides fewer jokes and fun moments, there are also fewer questions asked, and this is one of the indirect effects I mentioned earlier, which I’ll delve into in the next section.
The stifling of communication
The feedback I mentioned also made me reflect on how this affects me even when I'm not the leader. Generally, I tend to reduce my interactions during those times, beginning to ask myself questions like, "Can I ask this question?" or "Maybe it’s better to hold off for now?", I called it an indirect effect because, at least for me, it wasn’t immediately apparent, but the impact is equally damaging. Important information is lost, team members may be stuck and remain so out of fear of asking questions, leading to less informed decisions and missed opportunities for improvement.
I did some investigating and realized that this isn’t just a personal trait but something that happens to others as well (and, if we think about it, it also occurs outside of the work context). As a result, it also has a direct impact on my team. In my position, the impact is even greater because if I’m not asking the right questions, this tendency is amplified among the team members.
How to break the vicious cycle
The good news is that, as a leader, you have the power to break this vicious cycle. We’re human and we cannot have control of everything happens in our lives. As a result, we can't entirely control our moods constantly or, even worse, pretend by always wearing a mask. So what can we do?
First and foremost, the simplest thing: acknowledge it. If your mood isn’t great at the moment, why not just state it? This puts you in a position where others don’t have to make the effort to figure out what’s going on or whether their actions might be the issue.
Self-awareness is another important factor: not always is the problem external to work. Understanding your own emotions and the factors that influence them allows you to address the issue more effectively.
Turning to more practical solutions, I'd like to share some techniques that help me center myself when I realize that my mood isn't the most suitable for a particular situation.
I’ve talked about how mood impacts meetings, so why not start meetings with a positive moment, such as acknowledging team successes or sharing good news? This can help set a positive tone for the entire day.
Last, but not least, when I feel the need to focus and detach from everything happening around me, I do breathing exercises. This video is one of my favorites: it’s the shortest one and can be done even during work hours:
Taking a few minutes to focus on your breathing can help you regain calm and approach situations with a clearer and more positive mindset. I’ve noticed that it not only improves my mood but also enhances my interactions with the team.
TL;DR
The leader's mood is like a stone thrown into a pond: it creates concentric ripples that spread throughout the entire team. Your mood is not just your own, but shared with the entire team. Make sure it is a resource, not an obstacle.
Credits: Illustration 1