Every workplace sends signals about which emotions are okay to show — and most employees learn to hide the rest. There’s a real difference between regulating and suppressing emotions at work, and knowing which one you’re actually doing changes how you handle difficult moments.

“Don’t take it personally.”

“Leave your emotions at the door.”

“Just stay professional.”

Many employees hear messages like these at work. They often come up during stressful moments, such as receiving difficult feedback, dealing with conflict, missing a goal, or handling a heavy workload.

At first, this advice can sound reasonable. After all, being professional often means staying calm and choosing our actions carefully. But problems can arise when being professional starts to mean not showing any emotion at all.

Employees may begin to believe that showing frustration, disappointment, anxiety, or sadness makes them look weak or unprofessional. So instead of understanding what they feel, they may simply learn to hide it.

From the outside, this can look like emotional control. An employee may stay quiet during a difficult conversation, keep smiling after disappointing news, or say, “I’m fine,” even when they are upset.

But looking calm and actually managing an emotion are not always the same thing.

This is where the difference between regulating and suppressing emotions becomes important. Emotional regulation involves recognizing an emotion and choosing how to respond to it. Suppression, on the other hand, can involve hiding the outward signs of an emotion even though the feeling is still there.

The Common Misconception: “If I Don’t Show It, I’ve Handled It”

Sometimes, we assume that keeping an emotion hidden means we have already dealt with it.

Imagine sitting in a frustrating meeting. You disagree with what was said, but you stay quiet and keep a neutral expression. The meeting ends without an argument. Yet hours later, you are still replaying the conversation in your head and thinking about what you wish you had said.

Or perhaps you deal with a difficult customer. You smile, keep your voice steady, and remain polite throughout the conversation. But when your workday ends, you feel emotionally exhausted.

In both situations, you maintained your composure. But the emotion did not necessarily go away just because other people could not see it.

This is where a common workplace misconception can take hold: “If I don’t show it, I’ve handled it.”

Outward composure can be useful, especially when reacting immediately could make a difficult situation worse. But appearing calm on the outside does not always mean you feel calm on the inside.

What matters is not only whether you control what others see, but also what you do with the emotion that remains.

Are You Regulating Your Emotions—or Simply Suppressing Them?

This brings us to an important question:

Are you regulating your emotions—or simply suppressing them?

The two can look very similar from the outside. In both cases, you might stay calm, avoid an angry response, or continue doing your job.

The difference lies in what is happening beneath that calm response.

Understanding that difference can help us rethink what healthy emotional management actually looks like at work.

What Emotion Regulation Actually Means

Emotion regulation is not about getting rid of emotions. It is about influencing how we experience an emotion and how we choose to express it.

This difference matters because emotions are a normal part of work. Frustration can come up when a project does not go as planned. Anxiety may appear before an important presentation. Disappointment may follow difficult feedback or a missed opportunity.

The goal of regulation is not to tell yourself:

“I shouldn’t feel this.”

Instead, healthy regulation starts by acknowledging what is already there:

“I feel this. What is happening, and how do I want to respond?”

That small shift changes the goal. Rather than fighting the emotion or pretending it does not exist, you recognize it and decide what to do next.

In this sense, emotional regulation gives you more choice. You can experience a difficult emotion without automatically letting it decide your next action.

Regulation Involves Awareness Before Action

Emotions can arrive quickly. You may feel your heart race after receiving unexpected feedback or notice yourself becoming irritated during a tense conversation.

The first reaction may be automatic. Your response does not have to be.

One simple way to think about emotion regulation is:

Notice → Name → Understand → Choose → Respond

  • Notice: Pay attention to your emotional and physical reaction. Maybe your shoulders tense, your heart beats faster, or you feel the urge to interrupt.
  • Name: Identify the emotion as clearly as you can. Are you angry, anxious, embarrassed, disappointed, or frustrated?
  • Understand: Ask what triggered the emotion and what it may be telling you. Is there a concern you need to address? Did something feel unfair? Are you worried about making a mistake?
  • Choose: Think about what response fits the situation and what you want to achieve.
  • Respond: Act on that choice instead of reacting automatically.

This process does not require ignoring what you feel. It creates a little space between the emotion and the action that follows.

That space can make a meaningful difference at work. Instead of sending an angry message the moment you feel frustrated, for example, you can recognize the frustration, understand where it is coming from, and decide how to raise the concern more constructively.

Cognitive Reappraisal: Changing How You See the Situation

One way people regulate emotions is through cognitive reappraisal.

Reappraisal means changing how you interpret a situation so that you can change its emotional impact. It does not mean pretending that something difficult is actually good. Instead, it means asking whether there is another useful or more balanced way to understand what happened.

Take corrective feedback as an example.

Your first thought might be:

“My manager thinks I’m incompetent.”

That interpretation could make you feel embarrassed, anxious, or defensive. With reappraisal, you might look at the same situation differently:

“This is uncomfortable, but it gives me information about what I need to improve.”

The feedback has not changed. What has changed is the way you interpret it—and that can influence how you feel and what you do next.

Research on reappraisal versus suppression has generally linked reappraisal with more favorable workplace well-being outcomes than habitual suppression. This is one reason changing how we understand an emotional situation can be an important part of healthy regulation.

Regulation Does Not Mean Acting on Every Emotion

Acknowledging an emotion does not mean giving it permission to control your behavior.

You can accept that you are angry without becoming aggressive. You can feel disappointed without giving up on your work. You can recognize anxiety without automatically avoiding the conversation, presentation, or task that made you nervous.

For example, saying “I’m angry” is different from deciding “Because I’m angry, I can speak to my coworker however I want.”

The emotion is real. But you are still responsible for what you do with it.

This is an important part of emotional regulation: creating space between what you feel and what you choose to do.

The goal is not to become emotionless. It is to become more aware of your emotions so you can respond in a way that fits the situation, your goals, and the people around you.

What Emotional Suppression Looks Like at Work

Expressive suppression happens when you consciously hold back the outward signs of an emotion that you are already feeling.

The emotion is still there. What changes is what you allow other people to see.

At work, the internal message may sound like:

  • “Don’t show it.”
  • “Just smile.”
  • “Act like you’re fine.”
  • “Deal with it later.”
  • “I can’t let anyone know this bothered me.”

For example, you might feel frustrated during a meeting but force yourself to look unaffected. Or you might receive disappointing news and immediately hide your reaction so no one notices.

In these moments, you are controlling the expression of the emotion. That does not necessarily mean the emotion itself has been processed or resolved.

This is what makes suppression different from simply managing an emotion well.

Common Workplace Examples

Emotional suppression can be easy to miss because it often looks like ordinary professionalism.

It might look like:

  • Smiling through an upsetting interaction with a customer even though you feel hurt or frustrated.
  • Saying “I’m fine” after receiving disappointing news when you know you are not.
  • Staying silent during a conflict while your anger continues to build.
  • Avoiding an important conversation because expressing disappointment feels “unprofessional.”
  • Continuing to work while feeling emotionally overwhelmed without stopping to acknowledge what is happening.

None of these behaviors alone automatically means someone is suppressing their emotions. Context matters.

The bigger clue is what happens internally and afterward. If the main goal is to hide the emotion without recognizing, understanding, or eventually processing it, outward composure may be covering an unresolved emotional response.

Why Suppression Can Look Like Regulation

Suppression and regulation can look almost identical from the outside.

Imagine two employees who become frustrated during a difficult conversation. Neither raises their voice. Neither lashes out. Both appear calm.

But internally, they may be doing very different things.

Regulation might sound like:

“I’m frustrated. I need a few minutes to understand why before I respond.”

The employee recognizes the emotion and gives themselves space to decide what to do next.

Suppression might sound like:

“I’m not frustrated. It’s fine.”

The employee hides or dismisses the reaction, but continues thinking about the interaction for the rest of the day.

In both cases, coworkers may see someone who looks calm and professional. The difference is not simply what other people can see. It is how the person relates to the emotion underneath that composure.

An Important Nuance About Suppression

Suppression is not automatically harmful in every situation.

Sometimes, temporarily controlling how you express an emotion is appropriate—or even necessary.

During an emergency, for example, you may need to stay focused even if you feel afraid. During a sensitive conversation with a client, you may need to manage a strong reaction so you can communicate respectfully. During a tense workplace conflict, holding back an immediate angry response can prevent the situation from getting worse.

The keyword is temporary.

There is a difference between deciding, “This is not the right moment to express this emotion,” and deciding, “I should never acknowledge this emotion at all.”

The concern is when temporary restraint becomes the main or habitual way you deal with difficult emotions. You repeatedly push feelings aside, act as though nothing happened, and never return to understand or process the reaction.

Healthy emotional management can include knowing when to hold back an immediate response. But it should also include knowing when to return to the emotion, understand what caused it, and decide what needs to happen next.

The Hidden Cost of “Just Keep It Professional”

Suppressing Expression Does Not Necessarily Remove the Emotion

You can hide an emotion without making it disappear.

Someone may feel angry during a meeting but keep their face neutral. Another employee may feel upset after receiving feedback but continue speaking calmly. What other people see has changed, but what the person feels inside may still be there.

Research on expressive suppression supports this distinction. Suppression can reduce the visible signs of emotion without necessarily reducing the emotional experience itself. It can also require mental effort because the person has to monitor and control what they show.

This helps explain why “keeping it professional” can sometimes be misleading. An employee may successfully get through a difficult moment without reacting, but that does not automatically mean they have worked through the emotion.

Sometimes, they have simply made it invisible.

Effects on Attitudes Toward Work

How employees manage emotions may also be connected to how they feel about their jobs and organizations.

Research on emotional-labor styles found something similar. Employees who mostly suppressed their emotions reported lower job satisfaction and less commitment to their organization than employees who used more flexible, authentic ways of regulating what they felt.

This connection is understandable. When employees regularly feel that they have to hide frustration, disappointment, or other difficult emotions, work can become more emotionally demanding.

Again, this does not mean every moment of restraint is harmful. There are times when holding back an immediate reaction is appropriate.

The concern is the pattern: when hiding emotions becomes the default instead of one strategy used when the situation calls for it.

Regulation vs. Suppression: What It Looks Like in Real Life

Knowing the definitions of regulation and suppression is helpful. But in the middle of a busy workday, the difference may not always be obvious.

Here are a few common situations that show how the two can look different in practice.

Receiving Difficult Feedback

Getting feedback can bring up disappointment, embarrassment, or defensiveness—especially when you were not expecting it.

Suppression might look like:

“This doesn’t bother me.”

You stay quiet and act unaffected. But afterward, you become defensive, withdraw from your manager, or keep thinking about the feedback.

Regulation might look like:

“I’m disappointed and a little defensive right now. I want to understand the feedback before I respond.”

You acknowledge your reaction without letting it take over the conversation. This gives you time to understand the feedback and decide how you want to respond.

Conflict With a Coworker

Imagine a coworker says or does something that frustrates you.

Suppression might look like:

You say nothing and avoid the person. On the outside, there is no conflict. On the inside, however, resentment continues to build.

Regulation might look like:

You recognize that you are frustrated and avoid reacting in the heat of the moment. Once you are calmer, you return to the issue and have a constructive conversation.

The goal is not to pretend the conflict never happened. It is to address it in a way that does not allow frustration to control the conversation.

Feeling Overwhelmed

A growing workload can also bring up strong emotions.

Suppression might look like:

“I can handle it.”

You keep accepting more work and avoid admitting that you are struggling. Eventually, exhaustion or resentment starts to build.

Regulation might look like:

“I’m overwhelmed. I need to identify what is urgent, what can wait, and where I need support.”

Here, acknowledging the emotion helps you identify the problem. Instead of simply pushing through, you can prioritize tasks, ask for support, or discuss what is realistic.

Dealing With Organizational Change

Changes at work can create uncertainty, disappointment, and even fear. Employees may feel pressure to stay positive even when they have concerns.

Suppression might look like:

You pretend to be positive about the change while privately becoming more frustrated or cynical.

Regulation might look like:

You acknowledge that you feel uncertain or disappointed. Then, you consider what you can control, what you cannot control, and what information or support you may need.

You do not have to pretend to like every change to respond to it constructively.

Across all four situations, the difference is not simply whether someone looks calm.

Suppression focuses on hiding the emotion. Regulation recognizes the emotion and creates space to choose what happens next.

Why Workplaces Accidentally Reward Suppression

Employees do not learn to hide emotions in a vacuum. Sometimes, the workplace itself sends signals about which emotions are acceptable to show—and which ones should stay hidden.

These expectations may be well-intentioned. But when professionalism becomes confused with emotional absence, employees may learn that the safest response is to simply hide what they feel.

Professionalism Gets Confused With Emotional Absence

Think about the employee who always seems calm.

They never appear frustrated during a difficult project. They do not show disappointment when an idea gets rejected. They remain composed when plans suddenly change.

People may describe this employee as “professional” because they never seem affected.

But this can send an unintended message: good employees do not show difficult emotions.

Over time, employees may start hiding frustration, anxiety, disappointment, or uncertainty because they worry that expressing these emotions will make them look difficult or incapable.

Professionalism should not require pretending that difficult emotions do not exist. What matters is how employees choose to behave when those emotions arise.

Leaders May Respond More Comfortably to Silence Than Emotion

Silence can be easy to mistake for acceptance.

Imagine a manager announces a decision that significantly changes an employee’s work. The employee says nothing.

The manager might assume:

“They’re okay with it.”

But silence can mean many things. The employee may be disappointed, confused, frustrated, or simply unsure how to respond.

As the outline emphasizes, silence does not necessarily mean agreement, acceptance, or emotional resolution.

If leaders consistently respond more positively to employees who remain silent, people may learn that hiding their reactions is easier than discussing them.

Making room for an appropriate emotional response does not mean every decision needs to change. It simply means employees can acknowledge how something affects them without automatically being seen as unprofessional.

Certain Jobs Require Emotional Labor

For some employees, managing emotional expression is part of the job itself.

Customer-facing and service roles, for example, may require employees to remain friendly and welcoming even when they feel frustrated, tired, or upset.

This is often described as emotional labor.

Research distinguishes between different ways employees may manage these demands.[1] Surface acting involves suppressing or faking an emotional expression. Deep acting, by

contrast, involves trying to change the internal emotional experience through approaches such as reappraisal or empathy.

Imagine dealing with an angry customer.

Surface acting might mean forcing a smile while thinking:

“I’m furious, but I can’t let them see it.”

A deeper approach might involve reframing the situation:

“This person is upset about the problem. I can focus on helping solve it rather than taking their reaction personally.”

Both approaches may result in a calm interaction. But the emotional process behind that behavior is different.

The Leadership Challenge

The answer is not to create a workplace where every emotion can be expressed in any way.

Employees still need to be responsible for their behavior.

The important distinction is between expressing an emotion and behaving inappropriately.

An employee can say:

“I’m frustrated by this decision.”

That is different from yelling, insulting coworkers, refusing responsibilities, or treating other people disrespectfully.

Similarly, a leader can acknowledge an employee’s disappointment without agreeing with everything the employee says or changing the decision.

Acknowledging emotion does not remove accountability.

A healthier workplace makes room for both. Employees can be honest about what they feel while remaining responsible for how they choose to act.

How to Regulate Instead of Suppress

Knowing the difference between regulation and suppression is one thing. Applying it during a stressful workday is another.

The goal is not to stop difficult emotions from showing up. Instead, it is to notice what you feel, understand where it is coming from, and choose what to do next.

Here are some practical ways to start.

Name What You Are Actually Feeling

When someone asks how you feel, it can be easy to answer with:

“I’m stressed.”

Or simply:

“I’m fine.”

But those words may not tell the whole story.

Try getting more specific. Ask yourself:

  • Am I frustrated?
  • Am I disappointed?
  • Am I embarrassed?
  • Am I anxious?
  • Am I overwhelmed?
  • Am I angry?
  • Do I feel excluded or unheard?

Naming the emotion more accurately can make it easier to understand what you need to do next.

For example, feeling overwhelmed may point to a need to review your workload. Feeling excluded may point to a conversation you need to have. Feeling anxious may tell you that you need more information or preparation.

You cannot always choose what you feel. But understanding the emotion gives you more options for what you do with it.

Ask What the Emotion Is Reacting To

Once you identify the emotion, ask:

“What is this feeling reacting to?”

Different emotions may point to different concerns.

For example:

  • Frustration may come from feeling a lack of control.
  • Anxiety may come from uncertainty.
  • Anger may arise when something feels unfair or a boundary has been crossed.
  • Disappointment may follow an unmet expectation.

These are possibilities, not fixed rules. The same emotion can have different causes for different people.

The point is to become curious about your reaction instead of immediately hiding it or acting on it.

Think of an emotion as information, not automatically an instruction.

Separate the Feeling From the Behavior

Recognizing an emotion does not mean you have to act on every urge that comes with it.

When a strong emotion appears, ask:

“What am I feeling, and what response would be useful?”

You might feel angry with a coworker without sending an angry message. You might feel anxious about a presentation without avoiding it. You might feel disappointed by a decision without becoming disrespectful toward the person who made it.

This question helps avoid two extremes: reacting impulsively and pretending the emotion does not exist.

There is another option. You can acknowledge what you feel and still choose your behavior.

Use Reappraisal Where Appropriate

Sometimes, the way we interpret a situation makes an emotion stronger.

Reappraisal gives us a chance to examine that interpretation.

Ask yourself:

  • “Is there another way to interpret what happened?”
  • “What facts do I actually have?”
  • “What am I assuming?”
  • “What part of this can I control?”
  • “What would a constructive response look like?”

Suppose your manager sends a short message asking to speak with you.

Your first thought might be:

“I must have done something wrong.”

That thought could quickly create anxiety. Reappraisal does not mean telling yourself that everything is definitely fine. Instead, you might remind yourself:

“I don’t know what the conversation is about yet. I’ll wait until I have more information.”

You are not denying the anxiety. You are checking whether your interpretation is based on facts or assumptions.

Delay the Response Without Denying the Emotion

You do not always need to respond immediately.

In fact, giving yourself time can be part of healthy regulation.

There is a meaningful difference between saying:

“I need some time to think before I respond.”

and:

“I’m completely fine.”

when you know you are not.

The first response acknowledges that something is happening and creates time to process it. The second may simply push the emotion out of sight.

Taking a pause can help you respond more thoughtfully rather than speaking or acting from the strongest part of the emotion.

Process the Emotion After the Moment

Sometimes, holding back an immediate emotional response is the right choice.

You may be in front of a customer, in an important meeting, or simply too upset to have a productive conversation.

The important part is coming back to the emotion later instead of permanently avoiding it.

Processing may involve:

  • Reflecting on what happened.
  • Writing down your thoughts.
  • Having a constructive conversation.
  • Asking someone you trust for perspective.
  • Looking for a practical solution.
  • Setting a boundary.
  • Giving the emotion time to settle before deciding whether action is needed.

Not every emotion requires a big conversation or immediate solution. Sometimes, after you understand what happened and give yourself time, the feeling may pass on its own.

The key is that you are not simply pretending it was never there.

Regulation gives you a choice: acknowledge the emotion, understand it, and then decide what response—if any—will be useful.

What Leaders Can Do Differently

Employees are not the only ones responsible for building healthier ways of handling emotions at work. Leaders also shape what people learn to show, hide, and talk about.

A leader does not need to solve every emotion an employee experiences. But they can create an environment where employees can acknowledge difficult emotions while still being accountable for their behavior.

Stop Equating Emotion With Unprofessionalism

An employee can be frustrated and still be professional.

They can feel disappointed and still complete their responsibilities. They can feel anxious and still communicate respectfully.

The presence of an emotion itself is not the problem. Employees should be held accountable for how they behave, not judged simply for having an emotional response.

For example, there is a difference between saying:

“I’m frustrated with how this was handled.”

and shouting at a coworker or making personal attacks.

One expresses an emotion. The other involves behavior that may need to be addressed.

When leaders recognize this difference, employees do not have to pretend they feel nothing in order to appear professional.

Name Emotions Without Judging Them

How a leader responds to an employee’s emotions can either open or close the conversation.

Instead of saying:

“You’re being too emotional.”

try:

“It sounds like you’re frustrated with how this was handled.”

The first response judges the employee for having an emotional reaction. The second simply recognizes what may be happening.

Naming an emotion calmly can help employees feel heard while keeping the conversation focused on what happened and what needs to happen next.

Validate Without Automatically Agreeing

Acknowledging how someone feels does not mean agreeing with everything they say.

A leader might say:

“I understand why you’re disappointed with this decision.”

That does not necessarily mean the decision will change.

Validation means recognizing the employee’s experience. It does not automatically mean:

  • Changing a decision.
  • Removing accountability.
  • Agreeing with the employee’s interpretation.
  • Giving the employee what they want.

This distinction can help leaders make room for emotions without feeling that they must fix every situation.

Sometimes, an employee simply needs to know that their reaction has been heard.

Create Room for Processing

Not every difficult conversation needs an immediate response.

An employee who has just received upsetting feedback or unexpected news may need time before they can think clearly and respond productively.

When possible, leaders can make room for that.

For example:

“You don’t have to respond immediately. Think about it, and we can revisit this tomorrow.”

Giving someone time does not mean avoiding the issue. It can help prevent an emotional reaction from turning into an unproductive conversation.

The important part is returning to the discussion once the employee has had time to process what happened.

Model Regulation

Employees also learn from how their leaders handle their own emotions.

A leader who pretends never to feel frustrated may unintentionally teach employees that difficult emotions should stay hidden.

Instead, leaders can show that an emotion can be acknowledged without taking control of the interaction.

For example:

“I’m frustrated by the situation too, but I want us to focus on what we can do next.”

The leader is not hiding the frustration or acting it out. They are recognizing it and then choosing where to direct their attention.

That is an important example for employees to see.

Healthy leadership does not require being emotionless. It requires showing that emotions and accountability can exist at the same time.

From Emotional Control to Emotional Skill

For a long time, the workplace message around emotions has been simple: control them, hide them, and get on with the job.

But a healthier approach is not about becoming better at hiding what we feel. It is about becoming more skilled at understanding emotions and choosing what to do with them.

Reframe the Workplace Goal

“Don’t bring emotions to work” may sound practical, but emotions do not simply disappear when the workday begins.

A more realistic goal is:

“Learn how to work with emotions without allowing them to dictate your behavior.”

This changes what emotional control looks like.

Instead of asking employees to appear unaffected, workplaces can encourage them to recognize what they feel and respond in ways that are appropriate for the situation.

You can be frustrated and still communicate respectfully. You can be disappointed and still move forward. You can feel anxious and still make a thoughtful decision.

The emotion can be present without being in charge.

Emotion Regulation as a Workplace Capability

Emotion regulation is not only useful during highly emotional moments. It can support many everyday parts of working with other people.

Healthy regulation can help employees with:

  • Constructive conflict.
  • Clearer communication.
  • Recovery after stressful events.
  • Better boundaries.
  • Thoughtful decision-making.
  • Healthier working relationships.

Consider a disagreement between coworkers. The goal is not for both people to feel nothing. They may still be frustrated or disappointed.

What matters is whether they can recognize those feelings, communicate their concerns, listen to each other, and decide what needs to happen next.

Seen this way, emotion regulation is less about controlling emotions and more about developing the skills to work with them.

Flexibility Matters

There is no single emotion-regulation strategy that will work well in every situation.

Sometimes, temporarily holding back an emotional response is useful. You may need to finish an important conversation, help a customer, or give yourself time to calm down before speaking.

In another situation, reappraising what happened may be more helpful. At other times, you may need to have a conversation, set a boundary, ask for support, or simply allow the emotion to settle.

Research suggests that emotion-regulation strategies can have different effects depending on the situation, emotion, goal, and person. This is why it is too simple to label one strategy as always “good” and another as always “bad.”

The healthier goal is flexibility.

Instead of automatically hiding every uncomfortable emotion, pause and ask:

“What am I feeling, and what would be the most useful way to handle it in this situation?”

That is the shift from simply controlling emotions to building emotional skill.

Being calm and being emotionally regulated are not always the same thing.

An employee can look completely composed during a difficult meeting while still carrying frustration, anxiety, disappointment, or anger long after the conversation ends.

Suppression can help control what other people see in the moment. But it does not necessarily change what a person feels inside. When suppression becomes a habit, research has linked it with greater emotional exhaustion, more rumination about work, and greater difficulty mentally disconnecting after the workday.

Emotion regulation takes a different approach. It starts with acknowledging the emotion rather than pretending it is not there. From there, you can understand what may be driving the feeling and decide how you want to respond.

That does not mean acting on every emotion.

A healthy workplace should not expect employees to be emotionless, but it also should not encourage harmful or disrespectful behavior in the name of emotional expression. The goal is to create space where people can acknowledge what they feel, remain accountable for how they behave, and develop healthier ways to respond to difficult experiences.

The difference between regulating and suppressing emotions comes down to two simple questions:

Suppression asks: “How do I stop people from seeing what I feel?”

Regulation asks: “What am I feeling, and how do I want to respond?”

Professionalism does not have to mean feeling nothing. It can mean recognizing what you feel and choosing what you do next.

Building this skill doesn’t have to be a solo effort. Emovation’s ElevateMinds Emotion Regulation Program gives employees and teams practical tools to understand their emotions and respond to them well, without pretending those emotions aren’t there. Get in touch to bring this kind of support to your team.