Leadership is demanding, and emotions inevitably play a role in how we navigate our responsibilities. Mood matters. The tone you set has a ripple effect across your team, shaping the culture and influencing how others feel, act and perform.
As such, recognising and managing your emotional triggers is crucial - not just for your own wellbeing but for fostering a positive and resilient team environment.
Admitting an issue
I know first-hand how emotions can influence decision making, sometimes without us even realising it. I recall a period when I wasn’t at my best.
Mounting deadlines, an ever-growing list of tasks and unforeseen challenges left me feeling reactive and tense. I noticed this was affecting how I approached situations and that I wasn’t communicating as effectively or empathetically as I wanted.
It was a wake-up call: I needed to identify the triggers and patterns that were causing this and take steps to address them - not just to be a better leader but to be a happier person. Once I recognised this as an area to focus on, identifying those triggers became easier.
I realised that moments when I felt overwhelmed often stemmed from trying to juggle too many priorities at once.
Taking control
To manage this, I started planning more intentionally for periods where I anticipated being stretched thin. This included prioritising tasks more effectively, learning to delegate when appropriate and being open with my team about my workload.
Breaking larger goals into smaller, actionable steps also proved invaluable. Creating specific task breakdowns allowed me to approach challenges with more clarity and control. (There’s nothing more satisfying than ticking things off a list - even if it’s just a small part of a larger project!)
These adjustments not only reduced my stress but also set a practical example for my team on how to approach their own workloads with focus and resilience.
Indeed, understanding your triggers isn’t just self-serving; it benefits those around you. Leaders who can manage their emotions set the tone for their teams. When we admit that certain situations or stressors get the better of us, we create a culture of openness.
Acknowledging our imperfections signals to others that it’s okay to face challenges - and that personal growth comes from addressing them. This honesty fosters mutual respect and encourages others to develop their own emotional intelligence.
Getting ahead of problems
But awareness is only the first step. Managing triggers requires deliberate action. Begin with self-reflection: what patterns do you notice? Is there a particular type of situation that consistently tests your patience or focus?
Once you pinpoint these stressors, you can adopt strategies to manage them. For some, this might mean scheduling time to reflect and reset.
For others, it could involve practising mindfulness or, as I’ve found to be a successful tonic, simply taking a moment to pause and breathe deeply before responding to a challenge. That may sound obvious but, in the heat of the moment, can often be the last thing you think to do.
To support my own journey, I made a point of reaching out to those around me - people I’ve seen handle challenging situations with what seemed like unflappable calm. While podcasts and books on leadership and mindfulness can be invaluable, I found that drawing on the expertise and experience of colleagues in similar positions was even more effective.
Conversations with them helped me understand that it’s not about being impervious to pressure but about recognising those moments and having strategies to manage them. This shifted my perspective and gave me practical insights into how to navigate stress more effectively.
Consistency and stability
It’s also worth remembering that managing your emotional triggers isn’t just about staying calm in the moment; it’s about maintaining consistency and stability for your team in the long run.
A composed leader reassures their team, even when things don’t go as planned. This stability builds trust and reinforces the idea that challenges can be addressed with clarity and calmness. By leading with emotional resilience, you encourage your team to emulate this approach, creating a more balanced and productive work environment.
Proactively managing triggers also prevents stress from escalating into long-term burnout. By recognising when stress arises and addressing it early, you can maintain your effectiveness while demonstrating the importance of emotional wellbeing.
Over time, this approach helps foster a culture where people feel supported, understood and inspired to do their best work.
In the end, leadership isn’t about being unshakeable; it’s about being self-aware and striving to improve.
Ian Watts is assistant head of secondary (student wellbeing and community) at The International School @ ParkCity, Kuala Lumpur
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