What if the key to being a better leader, teammate, or even partner was hidden in data that we all carry with us every single day? I’m talking about emotional data—the signals our bodies and minds constantly generate about how we feel, why we react the way we do, and what that means for the people around us. Once you start paying attention to it, you realise it’s not some abstract concept. It’s real, practical, and powerful in both business and life.
Watch the whole recording here.
Over the years working with leaders, I’ve seen too many people ignore the signs in themselves and in others. Shoulders tense, jaws clenched, voices raised—it’s data, but often dismissed or masked because we think emotions have no place in the workplace. The truth is the opposite. Emotions shape our decisions, influence relationships, and ripple through teams, for better or worse. What matters is learning to treat them as data points to be observed without judgment, rather than something to suppress.
I often use the phrase, “Oh, I’m having some data,” when I notice my own reactions. It creates just enough space to acknowledge the feeling and ask what it’s trying to tell me. Anger, for example, might show up as a tight chest or racing heart. That data usually means we feel blocked. By naming it, we’re already one step closer to managing it. And the research is clear—people with higher positive emotions are healthier, more resilient, and often more successful. They recover faster, live longer, and bring more to their relationships and their work.
One story that has stayed with me comes from a mid-sized construction company I worked with. The owner, a sharp operator but quick to anger, had high turnover despite good financial performance. When we unpacked his emotional data, he admitted his instinct was to sack staff when things went wrong. That data was loud, but his response was costing him dearly—losing skills, knowledge, and culture. By learning to pause and ask what outcome he really wanted, he shifted his approach. Within a year, retention improved and profits rose, not because he paid people more, but because they felt safe, respected, and more willing to contribute ideas. Emotional management became a competitive advantage.
Another powerful moment came during a workshop where I shared a short safety video. It began warmly, with a family gathered at home, but suddenly turned tense as danger loomed. You could feel the shift in the room—shoulders tightening, stomachs clenching, hearts racing. Then the relief of a safe ending brought tears to some eyes. What fascinated me wasn’t just the film itself, but the way each person could pinpoint where in their body they felt those emotions. It was data in action. By noticing the sensations and naming them, we created a richer conversation about how to carry that awareness back into daily life.
It’s worth remembering that positive emotions aren’t just about fleeting happiness. Think about the pride you felt when you achieved something hard, the inspiration of witnessing an act of generosity, or the laughter that reset the energy in a room. These emotions expand our perspective, deepen relationships, and open the door to new skills and opportunities. Yet in many Australian workplaces, pride and inspiration are underused. When was the last time you told someone you were proud of them—or yourself? Those moments matter, and acknowledging them fuels more of the same.
Even our posture can influence emotional data. Something as simple as standing tall, hands on hips in a power pose, can shift our energy, signalling optimism and possibility. I often challenge people to focus on their posture for two weeks and notice the difference. Forty percent of our emotional wellbeing comes from daily choices—who we spend time with, how we move, how we rest. That means we have more control than we sometimes believe.
Emotions don’t stop at the office door. They flow through teams like a virus, quickly spreading positivity or negativity. That’s why leaders, in particular, need to tune in to both their own data and that of others.
One leader shared how she used to show up moody, and her team learned to either approach or avoid her depending on her mood. She didn’t realise until much later the ripple effect she was creating. Once she became aware, she worked hard to regulate herself, and the culture around her shifted dramatically. Emotion leads from the top just as much as strategy does.
I often hear that Australians are uncomfortable talking about emotions at work. It’s still treated as taboo, especially for men. But being human is universal, and emotions don’t discriminate. Sometimes men express distress with a simple “I’m okay” instead of “I’m good”—that subtle difference is data. As leaders, colleagues, or friends, we need to notice those quieter signals just as much as the louder ones. Permission and sensitivity are key.
The good news is this isn’t about perfection or always being cheerful. It’s about practice. Like any skill, tuning into emotional data gets easier the more you do it. Start with small steps—acknowledge one feeling, check in with a colleague, adjust your posture, or simply pause before reacting. Over time, you’ll find yourself more connected, more resilient, and more effective, whether you’re running a business, leading a team, or building stronger personal relationships.
So I’ll leave you with a question. What’s the one small action you can take in the next few weeks to listen more closely to your emotional data and use it constructively? It might be as simple as recognising pride in yourself, offering encouragement to someone else, or noticing where you carry tension in your body. Whatever it is, give yourself permission to explore it. That’s another step on the path to being a better human. And if this conversation resonated, let’s keep it going—whether over coffee or at the next Masterclass. I’d love to hear how you’re putting your emotional data to work.