Emotional Crises in the Workplace

If you want to see the true measure of managers, watch how they treat his subordinates, not his peers.This book is about being an empathetic manager, a manager who acts with emotionally sensitive certainty and then lets those actions speak for themselves. It is NOT the fuzzy, sissy-type, right-brained mush all managers are taught to avoid. Nor is it a guide to the insincere 'I feel your pain' style of management. Rather, it is a straightforward look at the cost of emotional corrosion in the workplace and how it affects the bottom line.A variety of quizzes and self-analyses will help you discover what type of manager you are and case studies connect the type of manager (and management behavior) to forecast success or the need for more effort. There are also lists of all types of employees and how to recognize the destructive emotional dislocations they can cause. A methodology for calculating the cost of emotional distress and disturbance is also included.There is a real cost involved with workplace emotional distress. Are you willing to continue to pay it, or will you protect your business’ bottom line? Emotional Terrors in the Workplace is an interesting, comprehensive, and constructive approach to adding the key ingredient of empathy into your role as a manager.FROM THE BUSINESS CONTINUITY INSTITUTE:'Vali Hawkins Mitchell has produced an unusual and authoritative work. Packed with case study and 'sound bytes,' Vali will touch the corporate nerve and conscience. The words addressing what it was really like for the people touched by the aftermath of the events of 9/11 are particularly telling.'The Preface sums up very well what is to follow: '... Today’s business managers still approach emotional issues and questions more like General Patton - if you get emotional, you are disloyal, or malingering, or distracting yourself and others from important efforts, and even, heaven forbid, sabotaging management’s best efforts.''Vali upholds many of the principles you will find promoted and supported by the BCI and encouraged as part of BCM good practice.' - Julia Graham FBCI; Director of Risk Management, DLA LLC (United Kingdom); Board of Directors, the Business Continuity Institute.