At the end of Sean's four-hour stint at the help desk, Mad Melvin called. M2 was always abusive. The problem this time was the new backup software. For anyone but M2, Sean could have kept it together, but M2 never followed directions. M2's style was to click randomly and hope that he would accidentally get the result he wanted, all the while insulting the help desker. Finally Sean lost it: "Call back later from somewhere where Planet Earth is a local call," he said, and hung up. Instantly, Sean knew it was a mistake.
You've probably read about tactics for preventing yourself from becoming angry. However skilled we are at catching ourselves before we become angry, we're still left with the problem of what to do when we do get mad. Here are four steps for dealing with your own anger.The sooner
you become aware
of building anger,
you can intervene
- Learn to notice your anger
- The sooner you become aware of building anger, the sooner you can intervene. You can become more aware of feelings of anger by catching yourself in the act. The next time you're there, inventory what you're feeling — tightness in the chest, clenched teeth or fists, rigidity, shallow breathing. Knowing what anger feels like helps you notice it earlier when you're on your way there.
- Accept anger
- Anger is part of being Human. The only way to be certain that you'll never be angry again is to die, and most of us aren't ready to try that yet. When we believe that being angry is "bad," we complicate things, because our feelings of shame or guilt or even anger about being angry make regaining composure much more difficult. Accepting that you can become angry helps you to accept that you're angry when you are.
- When you're angry, take responsibility for being angry
- You're the owner of your own emotions. Only you have access to the systems in your body that lead you to become angry. You're in complete control of that process. True, someone might have done something you didn't like, but of all the possible responses available, you chose anger. That's something you did, and you can't proceed until you recognize that.
- When you notice your anger, breathe slowly and deeply
- Breathing brings you back from the edge of control, and you can act more creatively. Breathing gives you the oxygen you need to think, and breathing slowly and deliberately gives you a focus other than whatever you used to become angry.
Becoming angry is like falling from a bicycle. No matter how good a cyclist you are, you can always fall. The trick is to fall without hurting yourself or the other cyclists, and to get back on the bike again even though you know that another fall is inevitable. Top Next Issue
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More articles on Emotions at Work:
- When you celebrate — even minor successes — you change your outlook, you energize yourself,
and you create new ways to achieve more successes. Too often we let others define what we will celebrate.
Actually, we're in complete command of what we celebrate. When we take charge of our celebrations, we
make life a lot more fun.
- When It Really Counts, Be Positive
- When we express our ideas, we can usually choose between a positive construction and a negative one.
We can advocate for one path, or against another. Even though these choices have nearly identical literal
meanings, positive constructions are safer in tense situations.
- Demanding Forgiveness
- Working together under stress, we do sometimes hurt each other. Delivering apologies is a skill critical
to repairing those hurts and maintaining our relationships.
- Those Across-the-Board Cuts That Aren't
- One widespread feature of organizational life is the announcement of across-the-board cuts. Although
they're announced, they're rarely "across-the-board." What's behind this pattern? How can
we change it to a more effective, truthful pattern?
- Hurtful Clichés: II
- Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or
"Nice to meet you." Some other clichés aren't harmless, but they're so common that
we use them without thinking. Here's Part II of a series exploring some of these clichés.
See also Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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