The US election was driven by sentiment. Compared to other nations, the United States is doing well. However, many people feel worse off than before – and this sentiment influences their voting behavior.
Similar phenomena can often be observed in organizations. They may be economically stable, and jobs may be secure, yet small mistakes or incidents are enough to cause a significant emotional impact on employees. Mood, much like reputation, is fragile. Once damaged, it takes considerable energy to restore. Why is that, and what can be done about it?
Understanding the "why" is certainly helpful. According to Paul Ekman, humans experience six basic emotions: joy, sadness, fear, anger, disgust, and surprise. These emotions manifest in facial expressions across all cultures, suggesting they are deeply "wired" into us.
A careful observer will note: one of these emotions is positive, four are negative, and one is neutral. This evolutionary bias made sense for survival, but it also explains why negative news is compelling and powerful, whereas positive messages often struggle to stand out amidst the noise. Positive emotions require consistent and intentional cultivation to thrive.
So, what are some tips for actively managing mood as a critical success factor? Here are eight actionable suggestions, drawn from real-world experience, to tailor to your unique context:
1. Address problems openly instead of avoiding or pretending to solve them
Innovative organizations follow a key principle: "air the problem" to resolve it. In contrast, many companies—and especially political institutions—adhere to a policy of official silence despite glaring issues. This approach is usually detrimental to both the cause and the mood. Instead, openly acknowledge problems and work to resolve them.
2. Maintain constant dialogue and practice active listening
Communication is the cornerstone of effective collaboration. Stay engaged in dialogue: listen, understand, and respond. Formats where leaders or senior managers simply listen—without offering answers but instead asking questions and striving for understanding—can be especially impactful. It’s not easy, but it works wonders.
3. Encourage an outward perspective
People who never look beyond their own environment often believe the grass is greener on the other side. Exposing individuals to different realities helps them appreciate the strengths and potential of their own organization. This is extremely valuable for internal discussions and problem-solving.
4. Debunk myths and address emotions
Every organization has its share of rumors, often rooted in fear, frustration, or sadness. Countering these myths with facts while acknowledging the emotions behind them is essential. It may be challenging but proves worthwhile in the long run.
5. Promote calmness as a virtue and foster composed individuals
Not every issue needs to result in an uproar. Instead, respond calmly and set an example. This applies to both major events and smaller matters. For instance, when dealing with an upsetting email, pause before responding—take a breath and pick up the phone later. Reacting impulsively rarely leads to great solutions.
6. Highlight successes (fact-based) and positive experiences (emotionally)
Celebrate achievements and emphasize good moments—this speaks for itself.
7. Establish (new) routines
Old habits can become uncomfortable; new ones may initially feel awkward but bring fresh energy—this is critical. Implementing new meeting formats or communication routines consistently can build trust in the future.
8. Handle mood influencers deliberately
Support those who positively influence the atmosphere. At the same time, address the other end of the spectrum—the "negative outliers" in the Gaussian curve—and, if necessary, enforce consequences.
Mood is too powerful to leave unmanaged. It is a complex and dynamic result of many forces. Some of these can and should be actively shaped as a crucial contribution to the long-term success of any organization.
A special thank you to Michael Köttritsch, Head of Management & Career at Die Presse, for skillfully incorporating these thoughts into the article “Stimmungsschwankung” in the current Karriere newsletter.