One of the most tremendous truths about being human is how our thoughts, feelings, and desires interconnect.

Through our internal connectedness of mind, body, and soul, we can harness greatness within ourselves and develop each aspect to become stronger and more in tune with the other aspects.

Yet our humanness comes with a flaw, in that we can get our feelings out of proportion to rational thinking. When that occurs, we are governed by only one part of us which, if not checked and balanced with the rest of our being, can lead us and others astray.

Feelings are great for motivation, inspiration, and drive. But many people that live solely off of motivational seminars find themselves flat when they try to be in touch with their feelings much to the exclusion of their thoughts.

This can also be true of those who spend time in fear or worry and let those emotions override their actions. Too many times leaders are led by their feelings, and not their minds.

That is where leaders need to consciously and consistently track their thoughts, and not just their feelings.

<h3>Real Life Scenarios Based on Leading By Feelings</h3>
<ul>
<li>A senior executive afraid of unfounded circumstances that calls meetings to solve problems that don't exist</li>
<li>A new department manager who is agitated that things are done a differing way than what they've done in other companies</li>
<li>A shift supervisor who is worried that certain company actions mean they will be laid off</li>
<li>An employee who doubts the sincerity of leadership even though there is open and clear communication</li>
</ul>

In each of the scenarios, the following feeling-statements took over rational thinking...

<ul>
<li>"I feel..."</li>
<li>"We're afraid..."</li>
<li>"We suspect..."</li>
<li>"I can't believe..."</li>
<li>"You don't see..."</li>
</ul>

These feelings, without being run through the proper process of thought and facts, can cause wrong actions, disengagement, and toxic culture to manifest. What is needed to happen with each feeling is to manage the feeling-statements through thinking-statements such as the following...

<ul>
<li>"This shows..."</li>
<li>"We know that..."</li>
<li>"The studies reveal..."</li>
<li>"Our culture supports..."</li>
<li>"The reality is..."</li>
<li>"I have found..."</li>
</ul>

When you or a colleague start to descend into making decisions driven by irrational feelings, it's best to practice this two-prong approach as a standard action:

<h3>Stop & Think</h3>

By stopping how we feel long enough to think through our emotions and process the facts at hand, one can find a balance between gut feelings, emotions, sound process, and being rational. We can bring our feelings into their proper place, and then use the right feelings to propel our plan of action.

As leaders, we should be in touch with our feelings - and those of our people -  but be governed by sound thinking on what we always know to be right. When our emotions take us away from what we know to be true and correct, we fail to utilize our entire selves in our influence.

Fear has its place when it spurs us away from complacency. Excitement is right when it opens the doors to goals and innovation. Our feelings have their place when they intertwine with right thinking to create a stronger rope which we can give our teams to help us pull together.

Be led by right thinking. Infuse people with the right feelings. Help you and your teams stop and think throughout their day.