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5 keys to maintaining emotional balance in times of crisis

The opinions of the employees of s You are personal.


As we know, most of us experience crises, just like our countries. They are life cycles that, if we resist them, produce an effect that contradicts what we are looking for: they remain with more strength.

5 keys to maintaining emotional balance in times of crisis
5 keys to maintaining emotional balance in times of crisis

A contextual crisis does not necessarily mean that the individual emotional micro-world has to replicate it.

To achieve this, it is necessary to maintain emotional balance.

The concept of crisis includes that of change because it deals with situations that bring about changes with consequences.

A pandemic, dismissal from work, the country’s economic situation, divorce, and fraud are crises in themselves that have different emotional effects on everyone.

For many people, cognitive bias, that is, the most common form of brain response, is to consider it a failure. Therefore, the negative sign is placed in the individual and even collective attitude and interpretation of the moment in which they are. .

Factors such as stress, anxiety, insomnia, cardiovascular diseases and poor adaptability do not help to achieve the necessary emotional balance. So the visions close, the tunnel seems to have no light at the exit and we fall into a trap that will apparently have no end and no alternatives.

What to do to maintain emotional balance in times of crisis?

If we consider ourselves a human being, we are an interconnected system: we interact in the best possible way, we connect and transmit this flow of experience, energy and information.

The form that energy takes will help or limit it. This means that if, given the same crisis, they assume that they have failed or are desperate, two people empower themselves in a downward spiral of what we can call contributory or restrictive emotions: they pull each other down.

On the other hand, if the same people have an optimistic-realistic view of the situation, for example, given their inner strength to master the challenge, the result is exactly the opposite: the contribution to improving each other.

To illustrate this issue, the role of leadership in the social systems in which we are embedded helps to move from crisis to opportunity, at least in the deepest sense that can be assumed. Therefore, a leader can help to accompany his team’s employees in a broader sense, so that they can go through it in the best possible way despite their experience.

Here’s something strange: the difference between a boss and a leader. The boss, a verticalist who issues and controls orders, is a practically outdated model with little life. The new leadership, which is more conscious, more contributing and more focused on people, will bring the new dream, the new epic of this team, to life so that they can come out stronger together.

As we can see, these are two views on the same topic, the same crisis. What radically changes the result is focus and attitude.

These five keys will help to have visions to help combat personal and collective crises:

  1. Dealing with situations. The reptile’s impulse to face problems or flee from them is key. If he runs away, keep pulling the problem even though he’s hiding it under the carpet. Instead, you have a tremendous chance of evolving and transforming yourself because you are wearing the veil of hidden learning.

  2. Always choose the setting, especially if there are things beyond your control. In a crisis there are aspects that are related to the individual and others that are beyond your control or decision-making powers. The ideal is to learn how to use it, and the tool here is that you choose your best attitude. There are three attitudes: positive, negative and neutral. There is no big problem in the positive pole. The challenge lies in the negative polarity, where you generally get carried away by worry, fear, and obsessive imagination, even about things that haven’t happened and may never happen. You are losing too much energy to redirect it to other types of thoughts and internal constructions that will help you overcome the moment. If you go to the center pole, neutrality, you can look at the problem from different perspectives, distance yourself, avoid judgments and automatic answers and thus have a different dimension of the problems. Even from your own inner emotions.

  3. Change the look of things. If you display the word “problem” to the brain, you will find that it is stuck and stops. If, on the other hand, you indicate through your subconscious mind: “I am looking for a solution”, “it is a thing that I will solve”, “I will act instead of getting stuck”, an internal generative process of possible solutions begins right there. It all depends on you.

  4. Express emotions. Those of us who work with human behavior, as is my case as a manager and business coach of professionals and teams, know that most have a tendency to control emotions. A secret between you and me: emotions cannot be controlled; In any case, it is possible to manage them. The difference is terrible: when you control, you want things to be the way you want them to be. If you do manage emotions so that you play best in this internal chess to arrange the pieces in a game that contributes to you and your immediate environment. So create spaces to share what you feel. Do not cover them as they turn inward in the form of psychosomatic illnesses or conditions (and always contact your psychologist here). Write down your feelings, even burn this paper with the feelings that you do not support (as Alejandro Jodorovsky suggests in his methods, which he describes as psychomagic). Do what works for you so you don’t get stuck in the emotional state of inner shock that is preventing you from moving forward.

  5. Move towards proactivity. Stephen Covey postulates that when we respond to things, the circle of concerns within you widens and the circle of influence narrows (the possibility of a real change in what you control around you, your square meter of positive influence). On the other hand, if you act proactively, think and activate solutions, the sphere of influence is expanded considerably until your circle of concerns is minimized. This is a basic distinction: if you are proactive, you will get to the result while reactively hindering the ability to solve problems.

Now you know: The balance of emotions depends directly on your attitude and how you are influenced by external events, no matter how difficult they are and how complicated things get. There are always ways to overcome the crisis. And this improvement begins individually, without waiting for another person to come up with a wand to solve it for you.

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