If someone someone annoys me, or something happy, then that is an error in thinking!

I am annoyed.

I am delighted.

The someone and the something are of course relevant to my emotion. But something crucial happens between the supposed trigger and the emotion: Interpretation

Trigger --> Interpretation --> Emotion

The interpretation happens quickly, powerfully - often unconsciously: one "wrong" look from your vis-à-vis and the adrenaline rushes into your blood: trigger --> reaction. The interpretation happens in milliseconds. So quickly that we often rely on our gut feeling. Decisions made by managers are therefore often based on intuitive interpretations.

Be honest, how often do your employees annoy you? How often do you let yourself be guided by emotions?  It is human and ok, even important, to do so. (Managers are only human, after all). But how often do you systematically reflect on your behaviour? Did I react appropriately? Why does that annoy me so much? What would be more effective reactions? It is professional and important to do so.   

Regular reflection sharpens intuition. And effective managers need honed intuition. 

This might also interest you:


Schmidt, Gunther (2021). Love affairs between problem and solution. Hypnosystemic work in difficult contexts.