S3 EP017: Study Case – When Sh*t Hits The Fan: Emotional Regulation in Change Management

The Leadership Nest Podcast | S3 EP017: Study Case – When Sh*t Hits The Fan: Emotional Regulation in Change Management

[00:00:00] Introduction

Taty Fittipaldi: In this episode, we’ll learn about navigating high stakes transitions with emotional control and strategic storytelling. I’ll share a study case about Diana, a high level executive in the pharmaceutical industry who faced job uncertainty, while leading a massive organizational change. She struggled with managing her own emotions, dealing with a boss whose anxiety was creating chaos, and crafting a narrative that would position her as the right leader for a highly competitive role.

We will explore the skills Diana developed, including emotional regulation, stakeholder management through business storytelling, and the art of influencing decisions without confrontation. You’ll hear how she shifted her external narrative in her team, secured her position as an officer, and strengthened her reputation as a transformational leader.

Hopefully, you can leverage her [00:01:00] experiences and insights to help you navigate uncertainty, manage your own leadership story, and take control of your career trajectory.

Hello and welcome to the Leadership Nest Podcast, the podcast that nests stories, knowledge, and science to soar the leadership in you. This program is brought to you by Coaching Expatriates, and I am your host, Taty Fittipaldi. In this season, we are taking an exciting turn. Season three will focus on study cases, real life stories, and progress of global leaders as they hone a key leadership skill.

Each episode will highlight the challenges, breakthroughs, and lessons that shaped their leadership journey, giving you practical insights to elevate your own path. Whether you were a seasoned executive, a first time manager, or an aspiring global leader, these stories will inspire, inform, [00:02:00] and guide you to achieve greater impact in your role.

[00:02:04] Today’s Story

Today’s Story: Today’s story.

Taty Fittipaldi: Diana was a high level executive at the leading pharmaceutical company, managing over 300 people in customer service and experience. When the company underwent a major transition, it drastically reduced managerial layers. Her position included. Suddenly, she found herself applying for one of the few remaining leadership roles, competing against many of her colleagues. All while she was leading the transition itself, designing new structures, relocating budgets, and building new processes. Her own job security was uncertain.

Imagine that: she managed to stay composed in front of her teams, but internally, she was [00:03:00] overwhelmed. Adding to the chaos, her boss, who was also impacted by the layoffs, was letting her anxiety spill into her communications, creating widespread confusion and distress.

Diana was struggling to manage her own emotions, lead effectively, and shield herself from the negativity radiating from her boss. She needed clarity, emotional regulation, and a plan for the future.

Recognizing the need for support.

Diana was no stranger to leadership challenges, but this situation was different. She was juggling her own career uncertainty while being expected to lead others through the transition. She realized, she needed structured support, not just for herself, but to help her boss and team navigate the volatile period.

She also knew she needed a backup plan. If [00:04:00] she wasn’t selected for the officer position, she didn’t want to be caught off guard. She wanted to prepare her next move while also positioning herself as the strongest candidate for the role.

Choosing the right coach.

Diana sought me out because she’d heard I had extensive experience helping leaders navigate global environments, matrix organizations, and corporate transitions. She wanted someone who could help her balance the immediate challenges with the strategic, long-term approach.

She needed to manage her own stress, help her boss become more intentional in communication, and build a compelling narrative to position herself for the officer role.

Overcoming internal and external turmoil.

Diana wasn’t afraid of coaching. She had worked with coaches before and understood the value, but she was struggling with an overwhelming emotional load. [00:05:00] The uncertainty, the pressure, and the toxic energy from her boss were weighing on her. She found it difficult to stay unaffected by her boss’s insecurity because it echoed her own fears.

It was like standing in a storm, trying to hold the umbrella up while the wind kept pulling it away.

She wanted to regain control over her own emotions, help her boss regulate her communication, and ensure she was making the best possible case for herself, as the right choice for the officer role.

Finding clarity, emotional regulation, and a strategic action.

We tackled her challenges in three key areas.

One. Managing her boss’s external narrative. Instead of giving direct unsolicited feedback, I introduced her to a powerful leadership technique from business storytelling: [00:06:00] “show not tell.” We practiced using open-ended, thought provoking questions that would help her boss reflect on how her communication was impacting the team. Rather than saying, ” you are making people anxious,” Diana learned to ask questions like, how do you think the team is feeling after these updates? What message do you think they’re taking away from this? If you could shape their response in this transition, how would you want them to feel?

By leading her boss to her own realizations, instead of forcing feedback, Diana created a space for reflection and improvement. Her boss began approaching communication with more awareness and intentionality, reducing the chaos in the organization.

Two, emotional regulation and clarity using the five powers of clarity. Diana needed to separate fact from fiction. We used the five Powers of [00:07:00] Clarity framework to organize her thoughts. Context, what’s actually happening? Purpose, what’s the goal here? Resources. What do you have control over? Ideas, what actions can I actually take? Emotions, what’s driving my reactions and other people’s reactions? As we work through this, she realized that much of what was triggering her, and her boss, was based on rumors, assumptions, and speculation, not facts. Through forensic analysis, we identified what was actually known versus what was fear-driven noise.

Three. Plan B and positioning herself for success. Once Diana gained clarity, we started preparing a plan B. We updated her LinkedIn, refined her resume, and practiced interview [00:08:00] strategies to ensure she was ready if the officer role didn’t work out. But at the same time, we worked on stakeholder management. Diana needed to ensure she was shaping the right narrative about her leadership.

She crafted strong, strategic stories that highlighted her contributions, impact, and future vision for the company. These narratives made her a compelling candidate, reinforcing her influence and visibility in decision making circles.

Leadership transformation, and career success.

Diana’s successfully guided her boss towards better communication, significantly reducing anxiety within the team. With emotional regulation tools in place, she no longer felt paralyzed by uncertainty. Her stakeholder influence paid off. She was chosen for the officer position. Her leadership through the transition earned her [00:09:00] the trust of her team, visibility with executives, and a strong reputation within the company. Even after securing her role, she continued using the clarity and emotional regulation techniques we developed to navigate corporate challenges with confidence and control.

Diana’s message to other leaders.

Diana’s biggest takeaway? You can’t wait for emotions to hit before deciding how to handle them. High stakes leadership moments require preparation and foresight. By using scenario analysis, forensic analysis, and the five powers of clarity, she was able to approach the transition with calm, strategy, and influence. Her advice? Don’t get lost in the noise of uncertainty. Control what you can, separate facts from emotions and rumors, and craft the narrative that will shape your future.

[00:10:00] You are listening to the Leadership Nest Podcast, the podcast that nests stories, knowledge, and science to soar the leadership in you, with your host, Taty Fittipaldi. If you are ready to take your leadership storytelling to the next level, check out my book, Mastering Business Storytelling, How Global Executives Can Craft and Tell Impactful Stories that Inspire, Influence, and Drive Success in Business. It’s packed with practical insights to help you make a lasting impact. Available now. Grab your copy today.

[00:10:35] Today’s Lesson

Today’s Lesson: Today’s lesson.

Taty Fittipaldi: Let’s dive into today’s lesson from Diana’s journey, a story filled with uncertainty, emotional turbulence, and the power of using the right narratives to lead through change.

Key takeaways. What Diana [00:11:00] learned.

One of the biggest insights Diana gained was how narratives shape reality. Specifically, she saw firsthand how her boss was unknowingly feeding the team, what I call, the devil’s poison, instead of the angel’s elixir.

The devil’s poison is a toxic narrative fueled by fear, uncertainty, and negativity. It creates confusion, disengagement, and, ultimately, a loss of trust.

The Angel’s elixir, on the other hand, is an empowering narrative. It builds clarity, confidence, and motivation, guiding people towards solution instead of panic.

Diana’s boss was spreading anxiety with her external narrative, unknowingly making the transition harder for everyone. But instead of directly telling her boss, ” you were making this worse,” Diana applied the ‘Show Not Tell’ approach.

She asked [00:12:00] powerful, open-ended questions that led her boss to recognize her own impact. Questions like, what do you think the team is taking away from these conversations? What do you want them to feel about the future? What message do you think will help them move forward with confidence?

Once her boss realized she was feeding her team fear, instead of focus, she changed course, and that alone made a massive difference. But that’s just one part of Diana’s transformation. She also learned the power of having a plan B. Job uncertainty was weighing her down and she didn’t want to sit back and hope for the best.

So, instead of letting the fear of the unknown control her, she took action. She updated her LinkedIn, refined her resume, and actively prepared for other opportunities, giving her a sense of control.

This preparation didn’t just serve as a [00:13:00] backup plan. It gave her confidence. Instead of pleading for the officer position, she positioned herself as a strong, strategic choice. Another major takeaway? Stakeholders management through business storytelling. Diana realized that in a transition like this, data and logic alone wouldn’t be enough to secure a role. She needed to shape the right external narrative, one that highlighted her contributions, her leadership during uncertainty, and her vision for the company’s future. By crafting strong, compelling stories, she influenced key decision makers and became the natural choice for the role.

Lastly, emotional regulation was a game changer. Diana had to separate facts from fear. She realized that much of what was triggering her stress, and her boss’s, were just rumors, not [00:14:00] evidence.

Once we applied forensic analysis to break down what was real versus what was speculation, she gained clarity and could respond instead of react.

Leadership learnings.

How can global leaders apply this?

Number one. Your narrative matters. Whether you’re leading a transition, a reorganization, or a difficult decision, ask yourself, am I feeding my team the devil’s poison, or the angel’s elixir.

Number two, don’t just react. Gain clarity. When uncertainty hits apply forensic analysis. What’s real? What’s a rumor? And what do I actually know?

Number three, have a plan B, always. Uncertainty is inevitable in leadership. A strong backup plan doesn’t mean you lack [00:15:00] confidence. It means you are prepared.

Number four, shape your own narrative. If you don’t tell your own story, someone else will! Use business storytelling to position yourself as the leader people want to follow.

Why this matters for global leaders.

Diana’s story isn’t unique. If you’re leading a global team, navigating corporate change or dealing with high stakes leadership moments, you’ve likely felt the weight of uncertainty. But the lesson here is clear. The way you communicate, the stories you tell, and the way you manage your emotions will define the outcome.

The question is, what story are you telling, and is it one that builds confidence, clarity, and leadership influence? Because in the end, leaders don’t just execute strategies. They shape the narrative that make strategies [00:16:00] successful.

Sponsor: This episode is sponsored by Coaching Expatriates, a leading global executive development company that helps leaders around the world create happier and more profitable workplaces, using the four success pillars in global leadership, an innovative leadership learning methodology. Visit their website at www.coachingexpatriates.com.

[00:16:27] Today’s Tips To Apply What You Learned

Today’s Application: Today’s tips to apply what you learned.

Taty Fittipaldi: So, let’s talk about what you can take away from Diana’s journey and how you can apply it to your own leadership role. One of the biggest lessons here is that narratives shape perception and influence outcomes.

Diana realized that her boss was unintentionally spreading uncertainty, which impacted [00:17:00] morale. But once she used ‘show not tell’ techniques, she helped shift the conversation from fear to focus. Another key takeaway is that having a plan B isn’t about doubting yourself. It’s about being prepared. Instead of feeling powerless, Diana took control by updating her LinkedIn, refining her resume, and making sure she was in a strong position, whether she got the promotion or not.

How you can apply these lessons.

Number one, master your narrative. Pay attention to the stories you tell yourself and others. Are you fueling doubt and fear, or are you using storytelling to inspire confidence and clarity? Before speaking, ask yourself, am I sharing the Devil’s Poison or the Angel’s Elixir?

Number two, separate facts from fear. When facing uncertainty, take a [00:18:00] step back and apply forensic analysis. What’s real, what speculation. Get clear on what you actually know before making decisions ,and, of course, before communicating with your team.

Number three, always have a plan B. Even if you feel secure, don’t wait for uncertainty to hit. Keep your professional brand strong. Maintain relationships with key stakeholders, and be proactive about career planning.

Number four, use emotional regulation techniques. Don’t wait for the meeting to process your emotions. Make sure to gain clarity about your emotions before you have to respond. Because, otherwise, you will just react. If you need some help, that’s okay. That’s normal. In very emotional situations, especially in global leadership, it’s normal to get help. [00:19:00] Process your emotions beforehand with a trusted mentor, or even better, with a trusted executive coach. The more you gain clarity about your emotions and how do you want to respond, the better your leadership presence will be.

By implementing these strategies, you’ll navigate uncertainty with confidence, control your leadership narrative, and create a stronger influence in your organization.

[00:19:28] Highlights

Highlights: If you have any questions you’d like us to answer in the future episode of the show, just go to speakpipe.com/TatyFittipaldi or click the link in the show notes below to leave us a brief audio message. Make sure to visit us on our website, www.leadershipnest.com, where you can subscribe to our show anywhere podcasts are streamed so [00:20:00] you never miss a show. While there, if you find value in our show, you can also subscribe to our Global Leadership Weekly newsletter from Coaching Expatriates, where we deliver bite-sized lessons on global leadership, decision-making, and cultural competence to help you learn how to think, relate, and strategize in a whole different way as a global leader. If you like the show, you might want to check our online global executive leadership program, a nine week leadership development and learning system that will help you lead internationally, while making financially conscious and impactful decisions. Taty Fittipaldi is also available for private coaching.

See the website for more details at www. Coaching expatriates.com/executive-coaching. Thanks for joining us this week on the Leadership Nest Podcast. Be sure to tune in next week for next episode. Until the next time, keep [00:21:00] nesting. Wherever you are in the globe, this is Taty Fittipaldi wishing you a beautiful day.