Why Do Our Beliefs Feel So Right?

Why Beliefs Feel True: The Hidden Story Behind Certainty

We live in a world saturated with beliefs. They shape our politics, our relationships, our sense of self. They spark wars and inspire revolutions. They comfort us in hard times and divide us in others. Yet one of the most puzzling things about beliefs is not simply what people believe, but how those beliefs feel.

To the person holding them, beliefs rarely feel like tentative positions. They feel solid. They feel true. And when someone challenges them, the emotional reaction can be as strong as if one’s very survival were threatened. The essential question is, what accounts for this felt sense of truth?

It turns out the answer is less about logic, and more about biology. What makes beliefs feel true has less to do with the accuracy of the idea, and more to do with how our nervous system, our identity, and our social world are intertwined.

Beliefs as Predictions, Not Just Thoughts

For much of history, we assumed beliefs were outcomes of empirical evidence and logical reason: Evidence + Logic = Belief.

However, neuroscience paints a very different picture.

Lisa Feldman Barrett (2017) describes the brain as a “prediction machine.” Instead of passively recording the world and reacting to it, it operates by constantly anticipating what is about to happen — followed by necessary adjustments based on feedback from experience.

This predictive process is how the brain conserves energy: if it can anticipate well enough, it doesn’t need to work as hard.

Beliefs are essentially the brain’s working models of reality. They make the world more predictable, and in doing so they make life more manageable. A belief that “people are trustworthy” or “hard work pays off” reduces uncertainty in daily decisions. Each belief narrows the range of possible futures, saving the body from having to calculate everything from scratch.

Why Beliefs Feel True

Here’s the catch: the sense of truth we experience is not a judgment of logic, but a bodily state.

  • Prediction relief: When a belief reduces uncertainty, the brain spends less metabolic energy. That efficiency feels like ease, safety, and confidence. The nervous system interprets this state as “rightness.”
  • Somatic coherence: As Antonio Damasio (1999) explains, the brain maps our bodily states into feelings. When our beliefs align with familiar bodily patterns, they generate a sense of coherence. We then experience that bodily “match” as the feeling of truth.
  • Threat reduction: Joseph LeDoux (2019) highlights that survival systems in the brain are constantly scanning for danger. Beliefs that resolve uncertainty or reduce the threat cues we experience are tagged as “safe.” This categorization adds an emotional weighting to our beliefs that logic alone cannot provide.

In other words, beliefs feel true because they deliver bodily relief from uncertainty.

The Identity Connection

Over time, beliefs do more than stabilize daily prediction. They become woven into the fabric of our personal identity.

Our sense of self is itself a predictive model. As Anil Seth (2021) states, the “self” is the brain’s best guess at the causes of its own experiences. Beliefs give that “self” greater stability and lasting coherence. “I am a caring person,” or “I am a hard worker,” aren’t just descriptions we may give ourselves — they’re identity anchors that make the “self” feel more consistent and tangible.

The cost of this stability is fragility. If beliefs stabilize identity, then challenging them threatens coherence. It doesn’t just feel like our beliefs are under attack — it feels like the“self” is under attack. That’s why debates about politics, morality, or religion often escalate quickly: beneath the surface, the nervous system interprets disagreement as identity threat.

The Social Dimension

Another key aspect is that identity doesn’t exist in a vacuum. It’s built on and through relationship with others. Beliefs are one of the strongest ways that groups bind together. Sharing a worldview with others signals and fosters belonging.

From an evolutionary standpoint, this makes sense: over the millennia, survival often depended on group cohesion. Being cast out from the tribe could mean death. Neuroscience echoes the underlying physiology of this experience — research shows that social rejection activates the same brain regions as physical pain (Eisenberger & Lieberman, 2004).

This is why changing a belief is rarely just a matter of being presented with new evidence. To shift our beliefs is often to risk exclusion from the groups that provide our sense of safety and identity. The stakes are not simply intellectual, but visceral.

Anxiety — The Signal of Disruption

This brings us to the role anxiety plays in how we feel about our beliefs. Robert Kegan and Lisa Lahey (2009) describe anxiety as the “most common and least understood public emotion.” From a neuroscience perspective, anxiety is what we feel when the predictive models of our brain begin to falter — when the nervous system can’t resolve the experience of uncertainty.

Challenges to belief create prediction error, destabilizing both bodily regulation and identity coherence. That destabilization is experienced as anxiety. It is no wonder that challenges to belief feel threatening, even when those challenges are framed gently or with the best of intention.

Anxiety is the body’s way of signaling that the familiar scaffolding of self and safety has become unstable.

Freedom Beyond Certainty

So, if beliefs feel true not because of their logic or evidence, but because of their embodied, identity-confirming, socially reinforced effects, what does freedom look like?

It doesn’t mean giving up beliefs altogether. They are necessary. They anchor us in a complex, uncertain world. But it does mean recognizing that the sense of certainty we feel is not proof of truth. It is merely the proof of coherence — the felt experience of consistency in our brain’s predictive process.

While adopting and adhering to an established, fixed set of beliefs (be they political, religious, cultural, etc) does offer certainty, stability, and belonging, it comes with a cost — subjecting ourselves to a type of ideological prison. The feeling of safety we gain through the certainty those beliefs provide, winds up confining us to a rigid set of psychological boundaries to maintain that security.

It offers the felt sense of security, but comes at the cost of sacrificing ideological flexibility, psychological adaptability, and personal freedom.

Real freedom begins when we become aware of that neurobiological process and create space between belief and identity. When we can tolerate the anxiety that comes with uncertainty, we reopen the possibility of growth. And when we can hold belonging without requiring total agreement, we discover that safety can coexist with openness to alternative perspectives and beliefs.

In that space beyond certainty, beliefs become tools rather than prisons. They guide us, but they don’t have to define us.


References

  • Barrett, L. F. (2017). How emotions are made: The secret life of the brain. Houghton Mifflin Harcourt.
  • Damasio, A. (1999). The feeling of what happens: Body and emotion in the making of consciousness. Harcourt.
  • Eisenberger, N. I., & Lieberman, M. D. (2004). Why rejection hurts: A common neural alarm system for physical and social pain. Trends in Cognitive Sciences, 8(7), 294–300.
  • Kegan, R., & Lahey, L. L. (2009). Immunity to change: How to overcome it and unlock potential in yourself and your organization. Harvard Business Press.
  • LeDoux, J. (2019). The deep history of ourselves: The four-billion-year story of how we got conscious brains. Viking.
  • Seth, A. (2021). Being you: A new science of consciousness. Dutton.

Emotional Frameworks Comparison

Knowing the difference between “emotion frameworks” matters for leaders.

Most leaders have heard of Emotional Intelligence. Many have come across Emotional Agility. Few have explored Emotional Leadership.

Here’s the thing: they’re not interchangeable.

👉  Emotional Intelligence helps you recognize and manage emotions—yours and others’.
👉  Emotional Agility helps you navigate inner experiences with flexibility and values-alignment.
👉  Emotional Leadership (my framework – The Emotional Leadership System™) helps you author emotional tone across teams and contexts, especially in today’s VUCA world.

Each is useful. But knowing which lens to apply—competency, process, or system—can make the difference between just “managing emotions” and truly cultivating climates where people thrive.

I’ve created a one-page reference table comparing all three. It’s designed to help leaders, coaches, and practitioners quickly see what sets them apart—and when to use each.

👉 Download your copy of this handy reference table..

Exhaustion Isn’t Proof of Leadership: Moving Beyond Emotional Labor

If you’re a leader who feels like you’re carrying everyone and everything, here’s the truth: exhaustion isn’t proof of your effectiveness. It’s often proof that you’ve been living in a state of what researchers call emotional labor — and more specifically, the exhausting side of it known as surface acting

And if you’ve been feeling stuck in that cycle, you’re not alone. Many of the professionals I work with — all of them talented, successful, and deeply responsible — tell me the same story:

  • They’re admired for their dedication.
  • They’re relied upon to keep the ship steady.
  • And they’re quietly burning out from the invisible emotional work required just to hold it all together.

The good news? There’s another path. It’s not about fewer fake smiles or trying harder to “manage your emotions.” It’s about stepping into what I call emotional authorship — the core practice at the heart of The Emotional Leadership System™.

Let’s unpack why this distinction matters so much.


The Costs of Emotional Labor

Arlie Hochschild first coined the term emotional labor in her classic book The Managed Heart. She described it as the process of regulating or displaying emotions as part of your job. Since then, researchers like Alicia Grandey and Alicia Brotheridge have shown that not all emotional labor is equal.

  • “Surface acting” = you put on the mask. You suppress how you really feel and fake the emotion you think the role requires. Think “smile through the frustration” or “stay calm when you’re boiling inside.” The cost of surface acting? Emotional exhaustion, burnout, and the distressing sense of being inauthentic.
  • “Deep acting” = you try to genuinely experience the emotion you need to display, often through reframing or empathy. Research shows this approach is associated with more positive outcomes including increased job satisfaction, a sense of accomplishment, and improved team performance.

But here’s the key insight: neither “surface acting” nor “deep acting” address the deeper problem for leaders — because both are framed as “acting.” Both keep you chained to the display rules someone else has set. And for leaders who are already over-identified with being “the responsible one,” that frame only tightens the chains.


When Responsibility Becomes Identity 

Through my years coaching leaders, I’ve noticed a powerful pattern: the leaders who struggle most aren’t irresponsible — they’re “too” responsible.

“I am responsible” becomes more than a belief. It becomes an identity. It becomes what is called a super-prior in the brain’s predictive model. The primary lens through which the self and identity are filtered. And whenever that identity is threatened or feels at risk? Anxiety spikes. The result is what I call the “Care–Control Loop”:

  • Care turns into carrying.
  • Carrying turns into control.
  • Control leads to exhaustion.
  • Exhaustion feels like proof… “See, I’m responsible.”

It’s a brilliant “anxiety-management system,” as Robert Kegan and Lisa Lahey refer to in their book Immunity to Change. But it’s also a trap.

This is why surface acting is so destructive — it asks leaders to “perform” the act of responsibility on top of already carrying it. It doubles the burden being carried while reinforcing the very identity that keeps the Care-Control Loop alive.


Why Emotional Authorship Is Different

Here’s how emotional authorship changes the game.

Instead of acting, emotional authorship is about composing. It’s not faking, and it’s not forcing yourself to feel something that isn’t there. It’s recognizing that emotions are predictive, embodied states — and that we can author the tone we bring to a given situation, by expanding our identity and intentionally engaging both sides of the polarities we live in.

In practice, this means:

  • Mapping polarities: Seeing how you’ve collapsed into Care-for-Others while neglecting Care-for-Self, or Control/Stability while neglecting Adaptability/Emergence.
  • Surfacing hidden commitments: Using tools like the Immunity to Change model to understand why your self-identity clings so tightly to responsibility, and why loosening that grip feels unsafe.
  • Noticing self-justifications: Catching the quiet narratives that run through your mind — “I need to be seen as dependable,” “At least I care more than others” — that reinforce the loop.
  • Experimenting safely: Trying small, “safe-to-fail” shifts in emotional authorship that prove to your brain it’s possible to care without carrying, and to lead without controlling.

This is not about pretending or performing. It’s about reclaiming authorship over the emotional tone you cultivate — for yourself and for your team.


Emotional Leadership in Practice 

I frequently share that “traditional leadership coaching is no longer the answer. What’s needed now is emotional leadership.” 

Why? Because in a world of constant volatility and complexity, it’s not your technical skills that make or break you. It’s your ability to cultivate conditions where both you and your team can thrive. 

And that’s what the Emotional Authorship System™ delivers:

  • You feel less drained because you’re not faking or over-carrying.
  • Your team steps up with more autonomy and accountability, because you’ve stopped over-controlling and now demonstrate greater trust.
  • You discover new freedom in your identity — responsibility expands across multiple polarities, rather than locking you into one pole.
  • Most importantly, you stop equating exhaustion with proof of leadership.

This is what I mean when I say: It’s not leadership coaching — it’s emotional leadership.


Why This Matters Now

Rose Hackman’s book Emotional Labor reminds us that women, in particular, bear the brunt of invisible emotional work in workplaces. They’re expected to provide the glue, smooth the edges, and absorb the emotional strain. And it’s rarely acknowledged as the leadership it actually is. 

That’s why the shift from emotional labor to emotional authorship is so powerful — especially for many of the women leaders I work with. It reframes what they’ve been carrying, validates their experience, and then shows them a path out of the loop.

Because at the end of the day:

  • Exhaustion isn’t proof of leadership.
  • Emotional tone, not just strategy, is the currency of leadership.
  • Freedom begins when you stop performing and start authoring. 

Want to Go Deeper?

If any of this resonates with you — if you’ve felt the cost of surface acting, or if you’ve wondered why leadership feels so heavy — I invite you to subscribe to my newsletter

Every Saturday, I share practical insights, stories, and reflections to help leaders break free from patterns that no longer serve them, reclaim their energy, and step into emotional authorship.

Because leadership shouldn’t cost you your health, your joy, or your self-identity.

Reference Sources:

  • Hochschild, A. R. (1983/2012). The Managed Heart. University of California Press. 
  • Hackman, R. (2023). Emotional Labor. Flatiron Books. 
  • Grandey, A. A. (2003). When “the show must go on”: Surface Acting and Deep Acting. Academy of Management Journal
  • Brotheridge, C. M., & Grandey, A. A. (2002). Emotional Labor and Burnout. Journal of Vocational Behavior
  • Humphrey, R. H., et al. (2015). The bright side of emotional labor. Journal of Organizational Behavior
  • Crum, A. J., Salovey, P., & Achor, S. (2013). Rethinking Stress: The Role of Mindsets in Determining the Stress Response. JPSP
  • Reese, H. (2023). “What Is Emotional Labor, and Why Does It Matter?” Greater Good Science Center.

#leadership #emotionalleadership #navigatingpolarities #immunitytochange #leadershipdevelopment #emotionalleadershipsystem #constructedemotion #emotionallabor #emotionalauthorship #emotionalagility #immunitytochange

The Caring Founder’s Playbook for Scaling Emotional Culture Into a Competitive Advantage

Introduction: Why This Matters Now

You built your business on loyalty, trust, and care. Your people-first instincts are the reason your company exists — and the reason your team has stayed committed.

But in today’s volatile, uncertain, complex, and ambiguous (VUCA) environment, culture is under pressure like never before. Competitors are moving fast. Technology is reshaping industries. Talent is harder to retain.

The good news?

Your people-first leadership is not a liability. It’s your greatest advantage — if you know how to author it with intention and extend it across every level of your organization.

This playbook shows you the three stages of scaling your culture into a true competitive advantage:

  1. Founder Authorship
  2. Manager Alignment
  3. Frontline Empowerment

Stage One: Founder Authorship

Why your style isn’t the problem — it’s the untapped solution.

As a caring founder, you’ve likely faced fears like:

  • “If I push harder, I’ll break trust.”
  • “If I don’t shield my people, they’ll burn out.”
  • “If I don’t take responsibility, things will fall apart.”

These fears are real. And yet, what’s often missed is this: your caring leadership style can be your edge — if authored intentionally.

The Emotional Leadership System™ (ELS) helps you:

  • See accountability as an act of care.
  • Balance empathy with clarity.
  • Adapt without losing stability.

When you author your emotional tone, you create conditions where trust and accountability reinforce each other. That’s the foundation of emotional culture as a competitive advantage.


Stage Two: Manager/Supervisor Alignment

Why your leadership won’t scale unless supervisors practice ELS too.

Here’s the reality: employees don’t experience culture through the founder every day. They experience it through supervisors, team leads, and managers.

If those leaders don’t practice emotional authorship:

  • Culture feels inconsistent.
  • Accountability feels unfair or uneven.
  • Trust erodes in the very people you rely on most.

But when supervisors align with you through ELS practices, they learn to:

  • Lead with clarity under pressure.
  • Frame accountability through care, not fear.
  • Extend the culture you’ve built to every interaction.

This distributes culture beyond the founder, ensuring it grows stronger as you grow bigger.


Stage Three: Frontline Empowerment

Why culture must live everywhere — especially on the frontline.

Even with founder authorship and manager alignment, your culture still faces its biggest test: frontline employees.

They are the daily face and feel of your company. Their tone in stressful moments with customers, peers, or partners can either amplify your emotional culture — or undo it.

When frontline employees learn ELS principles:

  • Stress doesn’t spread — resilience does.
  • Accountability is peer-led, not always top-down.
  • Customers feel genuine care and clarity, not tension.
  • The culture you built at the top becomes lived reality at every level.

This is where your competitive advantage becomes unshakable: every employee becomes a culture catalyst.


The ROI of Scaling Emotional Leadership

The benefits are tangible:

  • Engagement rises — teams feel safe and challenged.
  • Turnover drops — saving tens-to-hundreds of thousands in replacement costs.
  • Productivity improves — less time managing conflict, more time creating results.
  • Customer loyalty strengthens — frontline tone creates memorable experiences.

The ROI on building emotional leadership throughout your business is measured in multiples. A single retained employee, a single saved client, or a single more adaptive and innovate pivot pays for the investment many times over.


Conclusion: The Competitive Edge You Already Have

The Caring Founder’s Playbook makes one truth clear:

Your caring, people-first instincts are not something to downplay. They are your hidden strategic advantage.

But emotional culture can’t stop with you. It must be authored at the top, aligned in the middle, and embodied on the frontline.

That’s what The Emotional Leadership System™ delivers:

A practical, science-backed way to turn care into courage, trust into accountability, and emotional culture into your most powerful competitive edge.


The Emotional Leadership System — Because culture isn’t what you write on the wall. It’s what people feel in every interaction.


Subscribe to my weekly coaching newsletter for inspiration and insights on emotional leadership — the solution for leaders who are ready for the next step in their leadership journey.

Reference Sources

  • Barsade, S. G., & O’Neill, O. A. (2016). Manage Your Emotional Culture. Harvard Business Review.
  • Barsade, S. G., & O’Neill, O. A. (2014). What’s Love Got to Do with It? Administrative Science Quarterly, 59(4), 551–598.
  • Barsade, S. G., & Knight, A. P. (2015). Group Affect. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 21–46.
  • O’Neill, O. A., & Rothbard, N. P. (2017). Is Love All You Need? Academy of Management Journal, 60(1), 78–108.
  • Barsade, S. G., & Gibson, D. E. (2007). Why Does Affect Matter in Organizations? Academy of Management Perspectives, 21(1), 36–59.
  • Huy, Q. N. (1999). Emotional Capability, Emotional Intelligence, and Radical Change. Academy of Management Review, 24(2), 325–345.
  • Damasio, A. (1994). Descartes’ Error: Emotion, Reason, and the Human Brain.
  • Feldman Barrett, L. (2017). How Emotions are Made: The Secret Life of the Brain.

#leadership #emotionalleadership #navigatingpolarities #immunitytochange #leadershipdevelopment #emotionalleadershipsystem #constructedemotion #emotionaltone #emotionalauthorship #emotionalagility #immunitytochange

Emotional Leadership: What is It and Why is It Needed?

How VUCA Conditions Trigger Invisible Resistance — and What to Do About It

In today’s world of accelerating complexity, organizational leaders are being asked to navigate competing demands, shifting expectations, and persistent uncertainty – often with fewer resources, more scrutiny, and less room for error. They’re expected not just to set direction and make decisions, but to inspire trust, improve performance, and build cultures of accountability and inclusion.

And yet, despite advanced training, years of experience, and a strong sense of personal responsibility, many leaders find themselves stuck – unable to move themselves, their teams, or their organizations forward in the ways they know are necessary.

This “stuckness” is typically not due to a lack of intelligence, strategy, or their sincerity of effort. It’s the result of something far deeper and more distinctly human: a disconnect in how we engage with and make sense of our emotional world – especially under pressure, when the stakes are high and failure may be costly.

The primary challenge The Emotional Leadership System™ (ELS) addresses is this: most leaders aren’t struggling because they don’t know what to do. They’re struggling because they can’t get themselves, or others, to do it.

The real problem is internal resistance: subtle, often invisible forms of hesitation, avoidance, self-sabotage, or tension that show up in moments that require adaptability, clarity, risk-taking, or collaboration. These are moments that call for emotional agility and presence – but are instead derailed by internal conflict, competing values, and defensive narratives that often go unquestioned.

Leaders who appear decisive on the outside may be torn or divided on the inside. Teams that seem aligned may conceal unspoken fears or conflicting priorities. Progress stalls not because people don’t care or can’t see the benefits of doing so, but because their nervous systems are unconsciously protecting them from perceived threats – social, psychological, and/or emotional.

At the heart of this challenge is a fundamental and widespread misunderstanding about the role of emotion.

Despite years of promoting emotional intelligence, our culture still subtly reinforces the idea that emotion and logic are opposites – that good leaders are those who can keep emotions “in check” or lead with reason alone. But decades of recent neuroscience research tell a very different story.

Emotions are not an impediment to rational thinking, they are what give our decisions urgency, context, and meaning. Without emotion, we cannot effectively prioritize, connect, or act with purpose.

Antonio Damasio, the renowned neuroscientist, showed that patients with damage to the ventromedial prefrontal cortex and the amygdala had impaired emotional signaling, and as a result the quality of their decision-making suffered – not because logic had disappeared, but because the brain lost its capacity to assign value and relevance to the options under consideration.

A separate, but equally essential insight stems from Lisa Feldman Barrett’s paradigm-changing research on emotion and the brain. The extensive and intricate research from her lab at Northeastern University counters many of the longstanding theories about what emotions are and how they originate.

Feldman Barrett’s research shows that human emotions are not a set of universal, fixed responses produced by “emotion circuits” in the brain and having predetermined physiological expression.

Rather, her “theory of constructed emotion” proposes that they are constructed by the brain through a combination of core affect (internal feelings of valence and arousal), conceptual knowledge, and social experience.

Emotions are not common, universal experiences, but are shaped by culture and individual experiences – both physiological and psychological. They are predictive rather than reactive in nature, based on prior knowledge and context, and making emotions more malleable and flexible than traditionally conceived.

Emotions, therefore, are learned and shaped by societal expectations and personal history, rather than being biologically programmed responses.

This perspective, when combined with Damasio’s findings on the importance of emotion in decision making, has profound implications for our general understanding of how emotions work, and why leaders must embrace emotion not as “noise” but as a critical component for improving performance.

The Emotional Leadership System™ was developed as a result of this growing body of research and the urgent need for adaptive, growth-oriented leadership development.

It integrates insights from affective neuroscience, behavioral psychology, and systems leadership into a practical framework that helps leaders understand how emotion actually works – how it is constructed in real time, how it influences what we perceive, and how it can be “authored” through intentional practice.

ELS helps leaders recognize that most emotional experiences are not about what’s happening to us, but what’s happening inside us: the body’s affective signals (internal bodily sensations), the mind’s interpretation of experiences, and the narratives we’ve developed to keep ourselves feeling safe and successful.

At the center of The Emotional Leadership System™ is what I call the NeuroAgility Loop™ – a simplified way of understanding how the brain coordinates three large-scale, domain-general networks that shape experience.

  • The Salience Network (SN) acts like a spotlight, scanning for what’s most important in the present moment based on cognitive and sensory cues.
  • The Default Mode Network (DMN) functions like a storyteller, generating internal narratives based on past experience and self-concept.
  • The Central Executive Network (CEN) serves as the strategist, responsible for focused attention, planning, and task execution.

These three networks are in constant interaction, and how well they work together determines whether a leader can respond to a given challenge in an integrated way, with presence and purpose – or fall into automatic patterns of reactivity and disconnection.

What makes this model especially powerful is that it shows how much of what we think of as “resistance” or “dysfunction” is actually an intelligent, biological response to perceived threat. The brain and body are always engaged in a collaborative effort, generally hidden from our awareness, trying to protect us from uncertainty, shame, failure, or rejection.

This often takes the form of subtle inner conflicts – such as wanting to speak up in a meeting but holding back out of fear of judgment, or pushing for innovation while simultaneously resisting the loss of control that comes with it.

The Emotional Leadership System™ recognizes that these inner conflicts, experienced as felt emotional tension, are frequently rooted in polarities: “interdependent, yet seemingly opposite, states that must coexist for success over time.”

Examples of common polarities include: Belonging vs Autonomy, Support vs Challenge, Stability vs Change, Action vs Reflection, and Flexible vs Resolute.

Central to effectively navigating the tension of polarities is recognizing that they are not problems that need to be solved, but that both ends of each pole are to be valued and embraced for the benefits each offers – in the right context and with an intentional outcome in mind.

  • Belonging has many benefits… as does Autonomy
  • Stability provides many benefits… as does Change
  • Flexibility offers many benefits… as does being Resolute

Acknowledging that both poles are useful and each offers a distinct set of benefits helps us reframe the inherent tension between them, not as automatic signal that something is wrong, but that alternate ways of seeing and being exist in their midst.

Emotion then plays an essential role in helping us determine how we might go about experiencing the benefits of one pole without feeling like we have to sacrifice the benefits of the other.

What matters is vision in context – what does your team need now, in order to create the tomorrow, that leads everyone a step closer to the end you have in mind. And having the agility to take make decisions and take action based on what is most appropriate to achieve those desired outcomes.

This is not a purely logical exercise.

As noted above, Damasio’s work reminds us that emotion is key to assigning value and determining relevance to our decisions.

Andiron’s framework for making sense of and navigating polarities more effectively – by taking a “both/and” approach and developing a “third way” mindset – further informs how and why it is essential for today’s leaders to be aware of ways in which states of emotional tension influence and impact decision making and performance.

While polarity theory helps us to see and make sense of one type of emotional tension, ELS also leverages the Immunity to Change framework (Kegan & Lahey, 2009) to surface other competing commitments, and to make visible the underlying assumptions and emotional drivers that frequently keep leaders stuck.

Kegan & Lahey share an example of a senior executive who came to a coaching engagement frustrated by his leadership team’s reluctance to show more initiative. On the surface, he believed the problem was cultural, that leaders were too cautious or disengaged.

But looking closer at his underlying beliefs and the related emotional dynamics, discovered that he himself carried an unconscious emotional tone of urgency and subtle judgment, shaped by an internal narrative that “things will fall apart if I’m not in control.”

His team, attuned to that tone and the verbal/nonverbal communication, mirrored his energy with compliance and passivity. When the executive learned to shift his emotional tone, bring awareness to his internal state, and voice a different story – one of trust, shared responsibility, and curiosity – his team began to respond differently.

Initiative, openness, and collaboration all increased. So did creativity and willingness to embrace risk. The changes didn’t come from enhanced strategies, better tactical planning, or technical skill development. They came from emotional tone integration and alignment.

Another example from my own work is illustrated by a senior leader in a high-growth tech company who found herself caught between the poles of empathy and accountability.

She wanted to better support her team that was suffering from burnout, but also needed to push forward with demanding objectives to meet a project deadline. The tension she felt wasn’t just from the cognitive complexity of managing the project – it was fundamentally emotional.

She felt guilty when pushing too hard, and anxious when letting people off the hook. She emphasized the need for accountability, but stepped in frequently to cover for mistakes made by others or when team members failed to follow through.

Through the ELS polarity mapping process, she came to see that both poles – empathy and accountability – were valid and essential to her team’s success. Her challenge wasn’t to pick one, but to hold the tension skillfully, recognizing how her own internal bias toward maintaining harmony was limiting the team’s potential.

She began experimenting with setting boundaries with warmth and clarity, something she previously thought to be impossible. Making a shift in her emotional tone to include both created space for more honest conversations and deeper trust, accompanied by improved performance and accountability.

What these examples illustrate is that The Emotional Leadership System™ doesn’t teach leaders to eliminate or suppress emotion, it helps them lead with it.

By understanding how emotional experience is both authored and layered – from raw bodily affect, to conscious feelings, to constructed narratives – leaders gain the ability to intervene earlier with greater awareness and navigate more effectively. They become more adept at shifting their emotional tone, reframing their story, and acting with greater clarity and intention.

And because the system is grounded in the science of brain network integration, it also supports long-term adaptive growth and cognitive resilience – traits that are essential not only for navigating complexity, but for staying healthy and grounded in the process.

At its core, ELS is about transforming the internal experience of leadership and re-authoring it with greater awareness and intention.

It helps individuals move beyond simply managing behavior, to aligning their beliefs, emotional tone, and purposeful action. It gives them tools to engage paradox, decode resistance, and show up with the kind of presence that invites trust and unlocks change at every level of their organization.

Leadership has never been easy. VUCA makes it all the more challenging. Emotional authorship makes it more effective and intentional.

In a world where the demands of leadership are only growing more complex, The Emotional Leadership System™ offers something rare and necessary: a powerful and transformative system for leading more effectively from the inside out.

References

  • Barrett, L.F. (2017). How Emotions Are Made: The Secret Life of the Brain. Houghton Mifflin Harcourt.
  • Cameron, K., & Quinn, R. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.
  • Kegan, R., & Lahey, L.L. (2009). Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization. Harvard Business Review Press.
  • Siegel, D.J. (2020). The Developing Mind: How Relationships and the Brain Interact to Shape Who We Are (3rd ed.). Guilford Press.
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