Managing Emotional People

Managing Emotional Intelligence in Business Consulting

Emotions in the workplace are often seen as a burden. A common factor in American workplace culture is, “Leave your day at the door.” However, this ignores human experience and can actually decrease productivity and creativity. One research study found that companies who create spaces for emotions to be expressed safely can actually increase their productivity and creativity. Plus, it can save you a lot of money when you deal with emotions quickly rather than allowing them to ruminate. Emotions are distracting, so leaving employees to deal with difficult emotions on their own may take up more of their time. Leaders need to learn how to positively manage their emotional employees in order to get the best out of their team.

Get to Know Them

One of the best ways to remain proactive about your team is getting to know them first. This helps you plan ahead for which employees may be more emotionally inclined, sensitive, or quick to anger. Get to know who they are as human beings and try to identify what things trigger their emotions or how they behave when they are stressed. This allows you to get to know your team on a more personal level, aiding in your ability to circumvent and handle emotionally charged situations. When you get to know each individual team member, you get to know their cues, such as body language, certain words or phrases, facial expressions, and tone.

Stay Calm & Give Them Your Time

When a team member becomes emotional, stay calm and give them your time. The calmer you are able to stay, the easier it may be for your team member to settle down as well. By providing stable energy, you can help your employee feel more stable, too. Do not talk over them or too loudly as they may perceive it as yelling and that they are in trouble for having emotions. Emotions are a natural part of the human condition but can be distracting in a professional setting.

One of the best ways to quickly deal with an emotional team member is to show them compassion and empathy for their situation. Sometimes, people just need someone to acknowledge and listen to them; they just want to vent and be heard. Provide validation for their experience and perspective by repeating back to them what you are hearing. For example, “I hear you are really stressed out and overwhelmed regarding your current workload,” or, “It sounds like you are dealing with some difficult things at home.”

Provide Space

The emotional individual may want someone to listen and acknowledge them, but they may also just need some time to decompress their emotions on their own. By giving them a quiet space to relax by themselves for a moment, whether it be in a quiet office, conference room, or going for a walk, employees may come back ready to perform. If possible, give them a chance to have a re-do and come back to the team without any animosity. Continue to treat your employee with respect and compassion.

Focus on Performance

When emotions are present is not a time to make rash decisions. This does not mean that accountability should be swept away, but it can be discussed at a later time or date. Should the employee’s emotions cause any issues with clients, vendors, or other team members, be sure to hold that employee accountable for their actions. There is a difference between having emotions and acting upon emotions. Having emotions is human, but only those who are emotionally intelligent know how to act upon or handle their emotions. Those who may lack emotional intelligence may act quickly on their emotions without thinking them through.

When the time comes to discuss accountability, focus on the employee’s actions, not the emotions that caused the actions. You may discuss with your employee what led to their emotional rise and what can be done to avoid such discomfort in the future, but you are not there to invalidate the emotion. Your job is to manage their performance. Additionally, don’t fire employees in the heat of a moment should tensions rise for you as well. If you feel your emotions rise, you may need some space to come back to the situation with a clearer mind. Be sure to document the situation thoroughly when you feel levelheaded.

Know When to Refer

There may be times when you do everything right, but the employee’s needs are beyond your control. You can still give your employee your time, compassion, and empathy, but if you need to refer them to receive more help than you can offer, don’t be afraid to do so. Let the employee know that you can refer them to your company’s Employee Assistance Program (EAP) or HR. Additionally, let them know that you are referring them to get them the best help possible, not because you don’t want to help. If you are a smaller company who doesn’t yet have these resources, consider helping your employee do research to find the resources they do need.

Know When It’s Gone Too Far

Again, there may be times when you do everything right, but the emotions of your employee have gone too far. One of your main concerns should be the health, wellbeing, and safety of everyone in your building, including the emotional employee. If the employee starts making threats of physical violence or becomes physically violent, do not try to intervene. Call the police to keep everyone as safe as you can.

Conclusion

Managing emotional employees can be difficult for those who themselves don’t understand or manage their own emotions. One of the keys of dealing with emotional people is simply acknowledging them and validating their experience. However, should the emotional employee affect others, they are not above accountability. Hold them accountable to their performance, but do not penalize them for having emotions. Finally, learn how to recognize when your employee needs more help than you can offer, or when the situation has gone too far and is putting safety in jeopardy. Emotions are part of the human experience, but if you need help increasing your emotional intelligence to learn how to better manage emotional people, contact IA Business Advisors for coaching opportunities.

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How to Mitigate Financial Risk Using the S.M.A.R.T. Management System

June 9, 2025

In an increasingly volatile economy, businesses cannot afford to be reactive when it comes to their finances. Whether you're a startup founder, a growing enterprise, or a seasoned business owner, the risk of financial instability is real—and growing. At IA Business Advisors, we help companies proactively navigate these risks using our comprehensive S.M.A.R.T. Management System . S.M.A.R.T. is more than just a goal-setting acronym. It is a decision-making and execution framework that brings clarity, structure, and alignment to every part of your business. From six-week action plans to one-year targets and long-term strategy, S.M.A.R.T. ensures your financial operations support healthy growth and resilience. Understanding Financial Risk in Today’s Business Climate Financial risk is multifaceted. It ranges from cash flow disruptions and market shifts to internal mismanagement and over-leveraged growth. As Brian Smith shared on a recent Daily Influence podcast episode, unchecked growth can drive a company into bankruptcy. Scaling without intention—chasing fast growth without aligning the internal team and financial resources—leads to diluted communication, quality issues, and operational chaos. Mitigating financial risk begins by understanding that more revenue doesn't always equal more stability. True sustainability comes from building systems that support intentional, well-paced growth. The S.M.A.R.T. Framework in Action: Reducing Financial Risk Our S.M.A.R.T. Management System guides businesses in creating resilient, financially stable operations through: 1. Specific: Build with Intentionality Clarity is power. One of our podcast guests, Mike Heatwole (CEO of The Dala Group), emphasized the importance of sitting down to define what matters most—whether that’s paying down debt, investing in growth, or launching a new venture. When your financial goals are specific, your strategy becomes targeted and less prone to reactive decision-making. “If we don’t know what the goal is, how do we get there?” — Mike Heatwole, CEO of The Dala Group 2. Measurable: Track What Matters Many companies are blindsided not by invisible risks, but by unmonitored ones. We help clients implement tools to track cash flow, margin fluctuations, and budget variances in real time. Visibility into your financial health gives you the power to respond early and course correct as needed. 3. Achievable: Assign Financial Stewardship Risk is reduced when financial responsibility is distributed. Through teamwide financial literacy and clear accountability, we empower organizations to make stronger daily decisions. No individual person should carry the entire burden—and no key area should go unmonitored. 4. Relevant: Make Risk Management a Habit Quarterly or biannual financial health check-ins create a sustainable rhythm. These don’t have to be complicated—they just need to be consistent. Regular reviews embed risk awareness into your company culture and decision-making process. 5. Timely: Foster Honest Dialogue Financial silence is a hidden threat. As Brian noted on the podcast, emotions like fear or shame can prevent businesses from facing financial realities. We encourage honest, blame-free communication around financial performance, creating space for solutions and collective action. Case in Point: Short-Term Action, Long-Term Impact One of our clients, a family-run distribution company, had strong revenue but was bleeding cash due to aging receivables. Together, we built a six-week S.M.A.R.T. Plan focused on accounts receivable recovery. We implemented weekly check-ins, assigned ownership, and used real-time tracking. Within 90 days, their outstanding A/R dropped by 22%, freeing up capital and restoring operational confidence. It’s Never Too Late to Get Financially Intentional Many leaders in their 40s, 50s, or 60s worry they’ve waited too long. But as Mike Heatwole wisely shared: “It’s never too late. Just get started. Do something.” Progress—not perfection—is the goal. Start small. Build momentum. Take the next best step. This mirrors a concept we love from The Gap and The Gain by Dan Sullivan: measure progress based on how far you've come, not just how far you have to go. Final Thoughts: Make Financial Stability a Strategy Mitigating financial risk isn’t about a dramatic overhaul. It’s about consistent action, visibility, and intentional decision-making. With the S.M.A.R.T. Management System, IA Business Advisors helps businesses turn risk into clarity, fear into focus, and instability into opportunity. If you’re ready to start, we’re ready to help. Let’s have a conversation about what matters most to you—and build from there.

Enhancing Interpersonal Relationships for Toxic Workplace Recovery

May 29, 2025

Hello, team! Mary here, continuing our journey through the I in Team series, where we challenge and empower you to Find , Be , and Build Your Influence. One of the most common things we’re asked to help our clients with is toxic workplace recovery. This directly connects to the culture of the team, and while rebuilding that culture takes time and intention, it is absolutely possible. In fact, with the guidance of our I in Team approach and S.M.A.R.T. Management system, we’ve successfully helped more than 19,000 teams evolve into high-performing, values-based cultures. If you’re ready to take the lead and breathe life back into your team, we’re here and ready to support you. Practice Emotional Intelligence One of the most impactful steps you can take on your toxic workplace recovery journey is to practice emotional intelligence (the ability to recognize, understand, and manage both your own emotions and the emotions of those around you). Toxic environments are often the result of emotional disconnection, poor communication, unnecessary competition, and a culture that avoids constructive feedback. Begin by shifting your perspective: respond with empathy, ask thoughtful questions, and use “I” statements. These habits model two traits, emotional regulation and empathy, that influence how your team interacts and solves problems. Start small. For example, set a personal goal to give one piece of sincere praise or recognition per day. This is a S.M.A.R.T. goal, and it starts to reinforce positive emotional exchanges. Over time, this contributes to a psychologically safe environment where people feel seen and supported. Foster Open Communication Once emotional intelligence begins to take root, toxic workplace recovery is just around the corner. Open communication becomes more natural because when team members are aware of their own and others’ emotions, communication becomes seamless. The number one rule? Listen. Really listen. Without listening, communication is incomplete. Try implementing monthly influence partnerships—team pairings that rotate so members can get to know each other beyond surface-level roles. This creates connection and, when done with consistency (Timely), fosters trust across your team. Another way to build open communication is by creating a structured feedback loop. Clarify how and when feedback should be given—perhaps during weekly one-on-ones or monthly review meetings—and make sure all team members understand the difference between criticism and constructive feedback. S.M.A.R.T. feedback is Specific and Relevant, and when delivered with respect, it encourages team members to grow without fear. Lead by Example As we say throughout the I in Team series, everyone is a leader regardless of title. Whether you’re in the C-suite or just starting your first job, how you show up directly shapes the culture of your team. To begin, set some respectful boundaries rooted in your values. Let others know what you need to succeed and what behaviors support or disrupt your work. When disagreements arise, demonstrate what respectful disagreement looks like—calm, focused on solutions, and free from personal attacks. If your workplace has leaned into competition, shift the focus to collaboration. Collaborate on micro-goals, like shared tasks or cross-functional projects. Make the results Measurable and celebrate wins together (publicly, if possible). Consider S.M.A.R.T.-based team-building events (like problem-solving challenges or goal-setting workshops) to reinforce collaboration in a meaningful way. Final Thoughts Toxic workplace recovery starts with you. Every interaction, every word, every moment of listening is a chance to model what’s possible. Show up the way you want others to show up. If your team is struggling to rebuild or you need expert guidance, reach out . We’re here to help. Let’s keep influencing responsibly and positively together.