“Leadership is not about being in charge. It’s about taking care of those in your charge.”
Simon Sinek
Emotions in the workplace have long been considered a sign of weakness, something to be contained rather than embraced. But in today’s fast-paced, ever-evolving world, where agility and innovation are critical, this mindset is not only outdated—it’s counterproductive. In fact, the most forward-thinking organisations are beginning to realise that emotions are not just a natural part of human interaction; they are the key to unlocking high performance and psychological safety.
At Let’s Talk Talent, we see this shift firsthand. The question isn’t whether emotions belong in the workplace—they do.
The real question is: how can leaders harness the power of emotions to create environments where people feel safe to speak up, take risks, and bring their best selves to work? The answer lies in embracing emotions, not suppressing them, to build a culture of trust, openness, and resilience.
In a world that often prioritises logic and data, leaders must recognise that emotions, when acknowledged and managed effectively, can be their greatest tool in driving team performance and creating the psychologically safe spaces that are critical for long-term success.
What do we mean by emotions?
When we talk about emotions in the workplace, we’re not just referring to obvious feelings like joy or frustration. Emotions can be more subtle, like the fear of making a mistake or the anticipation of a new challenge. These underlying emotional states often shape how employees engage with their work, interact with colleagues, and contribute to the company culture. In many organisations, the prevailing emotion might be fear—fear of failure, fear of judgement, or fear of speaking up. And when fear drives a culture, it stifles innovation and prevents employees from bringing their full potential to the table.
Leaders can help employees recognise and name their emotions, encouraging them to lean into emotional awareness rather than shy away from it. This doesn’t mean telling people they need to tap into their emotions—it’s about creating a safe environment where emotions are recognised, valued, and constructively encouraged.
As a Leader, here are some questions to get you started:
- What are the dominant emotions driving my team’s culture?
Are employees operating out of fear, or are they motivated by positive emotions like trust and excitement? Consider the emotional undercurrents in your team and how they impact performance.
- How do I handle emotions when they show up?
Do you create space for emotions to be acknowledged, or do you focus solely on the task at hand? Reflect on how you address emotional concerns in your team.
- Am I encouraging my team to explore their emotions?
Consider how you might help employees recognise and manage emotions like stress, anxiety, or fear without making them feel weak or inadequate.
But let me be clear – none of the above will be possible if as a Leader you don’t show you’re human!
Many leaders shy away from vulnerability, seeing it as a sign of weakness. But vulnerability is one of the most powerful tools a leader can wield. Brené Brown’s research on vulnerability shows that when leaders are open about their own emotions, it creates trust, deepens connections, and encourages employees to take calculated risks. Vulnerability doesn’t mean oversharing or displaying emotional chaos—it means being honest about your emotional state, showing that it’s okay to have and express emotions.
When leaders model vulnerability, it sends a powerful message: emotions are not something to be feared. Instead, they are a source of strength, and this in turn creates a culture of psychological safety.
Where are we today?
In many organisations, emotions are still seen as a distraction—something that interferes with productivity and professional decision-making. For years, the dominant narrative has been that leaders need to be rational, composed, and emotionally neutral. But the reality is that emotions are an inherent part of human interaction, especially in the workplace. Leaders who recognise, embrace, and encourage emotions within their teams can create environments where trust, openness, and innovation thrive.
Psychological safety, a term coined by Harvard Professor Amy Edmondson, refers to the belief that one can express ideas, questions, concerns, or mistakes without fear of reprisal. It’s at the heart of high-performing teams, and it’s impossible to achieve without acknowledging and embracing emotions. A study by Google, known as Project Aristotle, found that psychological safety was the single most important factor in determining team performance. Teams where individuals felt safe to be themselves—emotionally and professionally—consistently outperformed others.
Buy why should we care?
If leaders continue to ignore emotions, they risk creating cultures of fear and disengagement.
Point of reflection: Do you have a “safe to fail” or “fail safe” culture?
When emotions are suppressed or dismissed, employees hesitate to speak up, withhold valuable ideas, and may become disengaged. This is particularly critical in times of uncertainty or high stress, where emotional undercurrents run deep. Without a psychologically safe environment, leaders may find that they have a disengaged team, afraid to take risks or speak up.
Embracing emotions as a leader isn’t about allowing emotional chaos to reign; it’s about creating a space where emotions are acknowledged and managed constructively. Brené Brown’s research on vulnerability shows us that when leaders are open about their own emotions, it fosters trust and connection. Trust, in turn, is the foundation of psychological safety.
Organisations that focus on improving psychological safety have the potential to create a 27% reduction in turnover, a 40% reduction in safety incidents, and a 12% increase in productivity.
Gallup
Additionally, according to Atlassian’s research, high-performing teams experience twice as many positive emotions as low-performing teams. Positive emotions such as trust and anticipation correlate directly with higher productivity and faster task completion.
As Senior Consultant at Let’s Talk Talent, I often advise leaders that, “It’s not about suppressing emotions to maintain control. It’s about understanding that emotions are information, and if leaders use that information wisely, they create stronger, more resilient teams.”
When leaders show they are emotionally aware and empathetic, they build bridges instead of walls. Teams are more likely to be open, honest, and engaged when they feel their emotions are being recognised rather than ignored or dismissed.
So, what’s the path forward for leaders? How can they begin to embrace emotions to foster psychological safety?
First, leaders need to develop emotional intelligence, starting with self-awareness. This involves recognising their own emotional responses to situations and understanding how those emotions influence their leadership style. Once leaders are more in tune with their own emotional landscape, they can better understand the emotions of their team members.
Start with these 4 questions:
- How am I showing up emotionally, and how does that impact my team?
Reflect on how your emotions influence your decision-making and interactions with your team.
- Am I creating regular opportunities for emotional check-ins?
Incorporate emotional check-ins into meetings or daily interactions. A simple, “How are you feeling today?” can normalise emotional conversations and build psychological safety.
- How can I model emotional vulnerability without losing professionalism?
Emotional transparency doesn’t mean oversharing. By sharing relevant emotional experiences, you set the tone for a more open and trusting environment.
- Am I acknowledging and addressing emotions when I see them in my team?
Directly acknowledging emotions builds trust. Saying, “You seem stressed after that meeting—how are you feeling?” shows genuine care and fosters connection.
The modern workplace demands leaders who embrace the emotional dimension of leadership. By doing so, they pave the way for stronger teams, deeper trust, and an environment where innovation can flourish.
As I often remind clients, “Emotions aren’t the problem; ignoring them is. Leaders who embrace emotions unlock the full potential of their teams.”
If you’re ready to take the next step in creating an emotionally intelligent and psychologically safe culture in your organisation, I’d love to connect. At Let’s Talk Talent, we offer tailored solutions, including the Emotional Culture Deck and Psychological Safety Assessments and workshops, designed to help you understand and transform your team’s emotional dynamics.
Through a customised workshop or assessment, we’ll explore how emotions impact performance, productivity, and wellbeing—and how you can lead with empathy and emotional intelligence to build high-performing, resilient teams.
Let’s create a thriving, safe, and emotionally aware workplace together.
Contact me today to learn more!