How leaders can transform anger into a catalyst for change

As voters go to the polls today, leaders can create a less stressful office environment by modeling civility and acceptance of differing points of view along with emphasizing inclusivity, writes Tarun Galagali, the CEO and founder of Mandala. Set clear expectations for office decorum, and remember, results may not be immediate, so "we need to leave that outside and come into work focused on being better as an organization," says Joe Galvin, chief research officer at Vistage.

Put it into practice: Political views may differ among team members, but everyone must work together to accomplish company goals despite differences, which is something Galagali writes that leaders must stress. Also, remind your team to be sensitive to the feelings of others and avoid any unnecessary celebration or bragging, other experts suggest.

Leaders can harness anger as a positive force by interpreting it as a signal for change, using it to clarify boundaries, expanding conflict capacity and transforming it into productive energy, writes consultant Marlene Chism. "Enlightened leaders who experience frustration with processes and systems have captured the secret of using energy to push for improvements, rallying their teams to find solutions," Chism writes.

Put it into practice: The next time you get angry, use it as a tool to improve your tolerance for disagreement by listening even if it's difficult and taking a moment to breathe and get control of yourself before responding, Chism advises. "Leaders who grow in conflict capacity dramatically increase credibility, transparency and trust among the team."

Microinteractions -- the subtle daily exchanges between colleagues and leaders -- can significantly influence workplace culture and success, with positive ones enhancing morale, trust and engagement and negative ones creating tension, writes Dylan Taylor, chairman and CEO of Voyager Space Holdings. "Leaders should navigate microinteractions with empathy, respect and attentiveness, mitigating the risk of causing harm while reinforcing a culture of mutual support and equity," Taylor advises.

Put it into practice: Pay close attention in these small moments with your team whether you're projecting a positive or negative message, Taylor recommends, since small gestures such as an eye roll or a genuine acknowledgement can mean the difference between demotivating and motivating your staff. "By weaving microinteractions into daily routines, leaders establish an environment based on transparency and mutual respect."

Watching professional ballerinas coach young students helped Beth Krasna, president of the board of directors at Ethos Services, learn how to frame questions to evoke thoughtful discussion instead of confrontation, along with developing "soft power" to help her become more influential as a leader. "From then on, I worked to change how I framed my questions in terms of something to think about rather than direct criticism," Krasna notes.

A hoary bat named Hoary Potter beat a western small-footed bat named Lestat and a Townsend's big-eared bat named Sir Flaps-A-Lot for the Bureau of Land Management's annual bat beauty contest. Hoary bats are swift flyers that wrap their tails around themselves to mimic leaves and evade predators, making Hoary Potter "the perfect candidate for seeker on this year's Quidditch team," the BLM said.

Aptera Motors' production-intent solar electric vehicle, which uses a Vitesco Technologies EMR3 drivetrain, is designed to harness solar energy for charging, eliminating the need for plug-in charging under optimal conditions. The vehicle's integrated solar panels can provide up to 40 miles of driving per day and, when combined with a large battery pack, up to 1,000 miles on a full charge.

I used to be a very angry person. People who meet me now are surprised by that confession, but it's true. My anger had a short fuse, and when it went off, it destroyed nearly everything around it. I had trouble keeping friends and relationships. I was smart enough not to let my anger jeopardize my job, but only by a whisker.

The moment I realized (with the help of a great therapist) that the only one I was hurting with my anger was myself, I resolved to get to the root of the problem. Anger, as Marlene Chism writes, is simply energy that wants to go somewhere. For those not skilled in directing that burning hot energy of anger, we get burned, and those around us often do, as well.

When I learned to control that energy of anger, I found what Chism did as well -- it can become a powerful positive force in your life. Now, instead of arguing when I get angry, I take a few deep breaths and try to genuinely listen to what the other person is saying. This, as Chism points out, is a great way to expand your conflict tolerance. I've also found that if I can manage myself when I'm triggered, I more often find a solution to the problem that made everyone angry because I'm trying to listen for the root of the problem instead of simply asserting that I'm right and they're wrong.

It was truly life-changing for me when I learned to control and direct my feelings of anger. I don't handle it perfectly every time, but the years of practice have made my life much more enjoyable.

As Chism says, anger is neither good nor bad, but it's what we make of it. Chism writes: "Conscientious leaders realize that angry energy, when channeled correctly, drives problem-solving and innovation. Instead of seeing anger as a burden, anger becomes a motivator -- a sign that new energy is available to take aligned action and create positive change."

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