Generating positive emotion in the workplace isn’t just some lame “feel good” notion.  It’s an investment in productivity – and an expression of respect.

It’s fact that how we feel in any given moment affects how well we work.  That’s easy to confirm simply by thinking about the last time you tried to accomplish a task after trying to talk the bank out of a $39 late fee.  Or after a conversation with your boss that left you feeling she was un-thrilled with your work.

According to psychologist and researcher Barbara Frederickson, positive emotions open people up to being receptive, creative and productive.  Painful emotions shut them down.  That crucial emotional state that we think of as mood is greatly affected by environment.  That’s powerful information to apply to creating a work environment that elicits the best from each participant.

That environment includes the physical surroundings, and there’s a lot to be said about the power of space and the little rituals that make up a daily routine to catalyze the mindset for work.  But it’s not about spending millions to create the space that works for everyone – fortunately.  That’s because the impact of any physical design of space is specific to each individual.

More powerful than a new desk and corner office is the psychological climate and whether it builds or, in fact, erodes workers’ self-esteem and self-efficacy.  That climate is comprised of the sum of the simple interactions that occur throughout the day.  Whether it’s face-to-face conversation, body language, email, or slowness to respond, when interactions leave people wondering whether they’re valued, the energy that could have gone to developing a great solution to a puzzling issue instead goes to coping with feelings of inadequacy.  It’s a tremendous waste and just plain bad business.

By increasing both intra- and inter- personal awareness; that is, awareness of one’s own emotions and awareness of the impact of one’s actions on the emotions of others, the inner experience of workers can shift from a sense of foreboding to a feeling of expansive creativity.

Self Development for Managers — a few tips

• Examine your own fear of the success of others.  If your own definition of success requires you always to be the most accomplished and most knowledgeable, it’s dangerous for the people you manage to grow into their own potential.  Ultimately, that’s costly for both the team and the company.
• Beware of sending unintended messages.  Not responding to voice mails or emails can cause anxiety.  If you’re too busy to respond fully, find time to acknowledge receipt.
• Take time to learn what your team members are capable of.  People can easily sense whether you recognize them as changing growing individuals.  The most dynamic will either be excited to make great contributions to the company – or leave if they feel they’re perceived as servants rather than professionals.