How we feel is really more important than what we know. This is because how we feel plays a bigger role in our behavior than knowing what we should or should not do. For instance, we "know" smoking is bad for us. We see research that tell us auto accident injuries and deaths can be greatly reduced by using seat belts. We "know" that brushing our teeth after each meal fights tooth decay. Despite these facts that we "know", many of us smoke, don't use seat belts, and fail to brush after eating. We have other needs and feelings that are stronger and take the place of our "knowing" what we should do.

As a supervisor you have feelings too. It is difficult to recognize and deal with your own feelings and feel secure enough to look at yourself and accept responsibility for your actions. But when you can do this you are also strong enough to help your employees do the same thing - be able to evaluate themselves and to be responsible for their actions.

It takes real strength to perform as a leader. Feeling good about yourself can provide the support you need to give support to others. Situations inside and outside work sometimes get people down. Being unhappy affects the team as well as individual performance. Your ability to listen at those times is critical to maintaining equilibrium; both your individual employee's and the group's.

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CEO, A.E. Schwartz & Associates, Boston, MA., a comprehensive organization which offers over 40 skills based management training programs. Mr. Schwartz conducts over 150 programs annually for clients in industry, research, technology, government, Fortune 100/500 companies, and nonprofit organizations worldwide. He is often found at conferences as a key note presenter and/or facilitator. His style is fast-paced, participatory, practical, and humorous. He has authored over 65 books and products, and taught/lectured at over a dozen colleges and universities throughout the United States.