Anger, frustration, joy - emotions are part of being human.
But do they also belong in the job?

We all know them: the moments when emotions build up in everyday working life - because we feel ignored, treated unfairly or simply not seen. These feelings are often suppressed until they suddenly and violently burst to the surface. Then the shock is huge - for you and for everyone else.  But do feelings even have a place at work? And how should they be dealt with?

When the pressure boils over in a Meeting 

Let's imagine the following situation: 

Sarah has been working in the same team for three years. She is conscientious, committed, but rather reserved. Recently, she has had the feeling that her suggestions are hardly listened to in the team meeting. It's always the louder voices that get their way. Her mood is slowly changing - first to disappointment, then to frustration. 

Instead of talking about it openly, Sarah begins to withdraw. Her emails sound increasingly passive-aggressive and she comments on other people's posts with a sharp undertone. The team notices this, but ignores it - until the weekly jour fixe. 

The situation escalates there. When her colleague Paul makes a suggestion that Sarah had already put forward a fortnight ago with no response, the otherwise quiet woman bursts her collar. She accuses Paul of using other people's ideas - and the team of systematically ignoring her. Tears well up in her eyes. Silence falls in the room. 

The team leader seems overwhelmed. Paul no longer understands the world and the mood finally changes. Can anything positive come out of this tricky situation, or is it better for Sarah to leave this job? 

Emotions at work - yes or no? 

Definitely: Yes! 

Emotions are never a problem, but a symptom and a natural part of human communication. It becomes problematic when they are not recognised, named or dealt with. 

In many companies, the unspoken ideal of "emotionless professionalism" still prevails. The rule is: if you remain objective, you are competent. But this is a dangerous illusion. Emotions do not disappear when we suppress them. They change - into cynicism, withdrawal or uncontrolled outbursts. 

 
What went wrong in the (fictitious) situation described above? 

• Emotions were not recognised for a long time - neither by the person concerned nor by others. 

• The team ignored warning signs - the change in Sarah's behaviour could have been the reason for an open discussion. But this opportunity was not utilised. 

• The manager did not react - instead of mediating at an early stage, an escalation became necessary. 

How to deal constructively with emotions in a team 

For managers: Recognising emotions as an early warning system

• Pay attention to subtle changes in the tone of voice, behaviour or commitment of individual team members. 

• Create spaces for honest conversations, e.g. through regular 1:1 meetings in which emotions also have their place. 

• Intervene at an early stage if there are signs of tension - before it escalates. 

 For colleagues: Empathy instead of judgement

• When someone reacts emotionally, it is usually an expression of a need that has been ignored for a long time. 

• Instead of reacting with defence or justification: Listen. Ask questions. Show understanding. 

• Questions such as "What do you need right now?" or "Can you explain to me what has affected you so much?" can have a de-escalating effect

For those affected: Consciously recognise and address feelings

• Don't wait until the barrel overflows. Learn to communicate your needs early on - in first-person messages, not accusations. 

• Practise emotional self-explanation: what exactly do I feel - and why? 

• If a conversation is difficult: ask a neutral person (e.g. manager or external moderator) for support. 

Conclusion: Conscious and reflected emotions belong in working life 

Emotions are not a disruptive factor, but an important part of our humanity. Teams that learn to talk openly about emotions are not only more resilient, but also more creative and trusting. 

Escalations rarely occur "suddenly". If we manage to recognise and address the emotional pressure within us at an early stage, we can not only defuse conflicts but also grow from them. 

Final Tip: 
Why not conduct an "emotional retrospective" as a team? Instead of just talking about figures and projects: Ask how everyone felt last month and what needs to change. You will be surprised at what becomes visible when you give space to emotions.