| Horses elicit strong emotions in us and they are pretty | | | | horse reads the handler, people are very good at |
| good at detecting them. A horse will feel comfortable | | | | reading others emotions, actions and reactions. |
| near us when we are calm and confident and reflect | | | | When our leader is impatient, frustrated or fearful of |
| a nervous energy when we are anxious or fearful. It is | | | | failure, we begin to feel the same way, our actions in |
| this keen awareness of their surroundings and those | | | | turn become self-defensive. When we become "I" |
| around them that make the horse a perfect metaphor | | | | centred versus other focused, relationships suffer and |
| to learn how our emotions impact others. A horse | | | | communication breaks down. On the other hand when |
| literally shows us how contagious emotions can be. | | | | we sense a steady calm, enthusiasm and hope we in |
| Horse whispering or natural horsemanship, is based on | | | | turn feel optimistic and motivated. |
| the premise that a horse instinctively seeks a confident | | | | While we can't control everything around us, we can |
| leader. It is not so much about whispering, but listening. | | | | control how we respond and react. Slowing down, |
| The horseman's calm demeanor is what develops the | | | | stopping to take stock of the situation or simply taking |
| confidence of the horse and allows the horse to learn. | | | | a deep breath can go a long way to relaxing |
| It is this concept that ties horses to workplace issues | | | | overworked emotions. If you can stop a horse with a |
| so well - being sensitive to how others learn, sets | | | | sigh, surely a deep breath can go a long way to turning |
| leadership up to be an opportunity rather than a | | | | impatience into a steadfast calm. |
| challenge. | | | | Leaders of successful companies understand their |
| Scientific studies have suggested symptoms of | | | | biggest challenge is not in leading others, but in knowing |
| leadership are "chronic stress with periodic occasions | | | | themselves. They understand their emotions set the |
| of acute stress", if that is the case, it should then come | | | | tone of the organization and like a cold, negative |
| as no surprise that we are not always conscious of | | | | emotions can spread like a virus. |
| messages we are sending. Nonetheless, just as the | | | | |