One of the struggles I see in new supervisors is their ability to modulate emotions. When situations are new, they all seem like a crisis or at least urgent. The first employee challenge, the first time they get public pushback, the first round of employee evaluations, the first firing, etc. — they all seem so monumental, and thus dramatic.
The same thing occurs with new leadership in general. When you have operated in middle management you may have been sheltered from some of the tough decisions or negotiations that now land on your plate. It may feel catastrophic to have a public relations issue or financial deficit, but over time these issues become part of the routine.
We need to do more to coach those in new roles about what to expect from the day-to-day drama and how to keep it in perspective. It does no good when the supervisor or leader becomes frenzied, distraught, or obsessed with the situation. Roller coasters are great for amusement parks but not for emotions.
