Author: Beata Drzazga. Over the years of running my own companies and developing demanding business projects, I’ve noticed that the most difficult, yet most rewarding, challenges never involve technology, logistics, or finances. They always involve us—people. In business, we’re often taught to be coolly professional, to leave personal matters at the door, and to act solely on logic. However, the truth is that it’s impossible to separate a person from their emotions. Emotional intelligence in professional relationships isn’t a luxury or a fashionable accessory for startups. It’s the absolute foundation upon which mutual respect, a culture of understanding, and effective, tension-free collaboration rest.

It all starts with becoming aware of how we perceive reality. Very often, we think we’re reacting to facts, when in reality, we’re reacting to our own interpretations and mental filters. Each of us has a unique way of experiencing emotions. One employee, faced with stress, will retreat into silence and need a moment of silence, while another will react with immediate, loud action or nervousness. A wise leader and mature colleague can recognize these differences and—most importantly—not judge them by their own habits. The ability to pause and conduct a simple self-analysis before entering a difficult meeting can save many a crucial project.

Emotional and social intelligence in the workplace, in practice, consists of three major components: cognitive, or how well we understand what’s happening within us; motivational, or how we manage this energy to maintain our enthusiasm; and behavioral, or how our emotions ultimately translate into actions, gestures, and words we address to our team. When we develop these traits in everyday company life, we learn to listen not only to what someone says but also to what they feel. We begin to recognize when a harsh email is simply a sign of exhaustion, or a violent reaction to a minor comment is a fear of failure.

A business that lacks room for understanding emotions becomes a constant battleground for being right. A true culture of respect is born when, instead of judging someone’s behavior, we are able to ask about the cause of their anxiety.

The art of defusing difficult situations

Life in a professional group can be difficult by its very definition, as it’s based on constant interdependence. The success of one department depends on the timeliness of another, and this creates natural friction. When time pressures arise, we easily slip into a competitive mode, dominated by the desire to prove our superiority or defend our position at all costs. What drives us most? Often, it’s a sense of lack of control, wounded pride, or a simple lack of clear communication. If we don’t engage in conscious thought at such a moment, the conversation will quickly escalate into a conflict that will leave scars for months to come.

Managing emotions in crisis situations is based on a few simple, yet disciplined, principles. Above all, we must learn techniques for reducing tension in a conversation. When we see our interlocutor succumbing to strong emotions, our role as discussion partners is not to try to win the game or prove someone wrong. The most effective method is to engage analytical thinking – instead of reacting emotionally to the tone of voice, ask open, calm, fact-oriented questions. A calm tone, naming emotions, and expressing understanding act like a bucket of cold water on a heated brain. This allows the interlocutor to feel they are not being attacked, which automatically turns off their defense mechanisms and allows them to return to a constructive search for solutions.

Building an organization based on empathy and emotional intelligence is a process that requires daily training and great humility. As an entrepreneur with many years of experience, I know that an atmosphere in which people aren’t afraid to discuss their difficulties and where their emotional well-being is respected directly translates into loyalty and business results. When employees feel that the company is a safe haven, where professionalism is combined with simple, human warmth, they give their best. Let’s nurture our relationships, learn to manage our own stress, and remember that at the end of each day, what matters most is how we treat others.

Beata Drzazga

Entrepreneur and Philanthropist.

Founder of BetaMed S.A., the largest medical company in Poland specializing in long-term home care and other medical fields. Founder, owner, and CEO of numerous companies in Poland and abroad, she is a management expert, a valued speaker at economic and medical conferences, and an author of business texts for entrepreneurs. For years, he has been inspiring and advising others on how to run a business, and is also involved in charitable activities. He is co-author of scientific works in the field of health care. He serves as Dean of Development at the University of Silesia. Wojciech Korfanty is a professor in Katowice. He is an owner of companies in Poland and around the world.

He also provides business consulting and mentoring, particularly in the area of ​​business strategies for small and medium-sized enterprises.

Source: Gazeta Finanse