- Jun 8, 2017 8:53 pm
Emotional Debt & The Workplace
On the level of OTHERS (which is one of the 5 levels of emotional debt – Others, Faceless, Dead, God & Self)
No Feedback is one of the biggest triggers leading to high performer towards becoming toxic team members
How this happens is best explained by the below dynamic:
The high performing team member does not get feedback from their supervisors and start dropping in performance partially because they feel that the supervisor has wronged them by not acknowledging their performance and secondarily because this emotional debt had eroded the meaning that the staff member had experienced. This high performer is thus transformed into a toxic staff member that influences the other members in a negative way and prevents the team from performing as they could (as can be seen in the blue line). The alternative is that the member picks up performance just past the danger line and maintains a just enough to keep the job position (as can be seen on the orange line).
If the company had invested in an effective EQ training the high performing members would have sufficient insight to deal with the debt and would write it off before the performance dropped to the levels that it had. Even more important if the leaders had completed the ICOPE training they would be using the SBI model frequently and the risk for this emotional debt would have been minimized.
If you realize that your supervisor has hurt you in any way, take the action your grievance policy allows if it is bad enough. Whatever you do make sure that you write that debt off to keep enjoying your work and build a good future for yourself. You should work on boundaries if it is “life threatening” it is however crucial that you remind yourself that your leaders might be hurting you unintentionally.
As a leader in your organisation it is important to care for your high performers and give them frequent feedback on what they do rite and what they should do more off and what less. Google the SBI model by the Centre of Creative Leadership and use the model like breathing. Give as much feedback as possible so everyone knows exactly where they stand and how they can improve.