Today I was working with a client who has spent years as a leader dismissing emotion, suggesting that “there’s no room for emotion at work”. I’ve seen this for years. All too often those in the business world dismiss emotion and what comes rolling out of their mouths is too polished and sugar-coated that few reasonate with it. More often than not, the communicated messages are manufactured. Leaders who express genuine emotion stand in stark contrast to those who don’t. It’s a shame that when a real person sharing a real feeling surprises us. Here’s the thing though – when we hear that kind of emotional authenticity, we are riveted. We are riveted because it’s rare but also because it’s real. At times, it’s uncomfortable and a little messy. But that’s what makes it powerful. No one is trying to hide anything.

In my experience working with leaders and leadership teams, we are socialized to hide emotions in an attempt to stay in control, appear strong and attempt to keep some sense of distance to see clearly. The reality is that doing so diminishes our control and weakens our capacity to lead. Not embracing our emotions (or those of others) hinders and handcuffs us. We end up not saying what we mean and that impairs our ability to connect with our teams, and communicate powerfully.

Yes, being too emotional in business can create problems. It clouds objective analysis, screws up negotiations, and leads to rash decisions. But in fifteen years of working with leaders, I’ve found that showing too much emotion is far less of a problem than the opposite — showing too little. Lets also keep in mind, I am not suggesting you be emotional. I am suggesting that the great leaders embrace the emotions. They are aware of the emotions and communicate them clearly and yes, even rationally. In emotional intelligence language, they are self aware and then self manage. They feel the emotion, reflect on it and leverage it.

Emotions are critical to everything a leader must do from inspiring innovation, building trust, strengthening relationships, setting a vision, focusing passion and energy, making tough decisions, and learning from successes and failures. Without genuine emotion these things fall flat and fail to inspire. You need emotion on the front end to inform your people on what’s important. You need it on the back end to motivate and inspire them to keep moving forward.

In my view, one of the reasons we don’t show emotion is because we’re not even aware we’re feeling it. We’re angry, frustrated, anxious or upset and we suppress it. We’re excited, passionate, motivated, or inspired and we tone it down. We do it without even realizing it. Emotional data seems less relevant in the business world where logical data reigns supreme. But it’s not only relevant, it’s usually critical to change and growth. Great leaders understand that thoughts, wants AND feelings are all useful data points to drive performance and inspire those around us. (Don’t even get me started on the neuroscience of all this!

My advice to a client today, and to all leaders reading this, is to pay attention to your emotions. Learn to name the emotion in the moment. At least a couple times a week, stop for a few minutes and ask yourself, “What am I feeling right now?” Write it down if you can. I am not asking you to sit around a camp fire, holding hands and sing Kumbaya. I am simply reminding you that emotions are great data points and often the keys to inspiring passion and energy around you and for you.